All Your People are Salespeople When They Believe in Your Brand

by Michael Houlihan and Bonnie Harvey

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Our new book, The Entrepreneurial Culture, 23 Ways to Engage and Empower Your People, launched at the C-Suite Conference in Marina Del Rey in November, 2014 (forward by Jeffrey Hayzlett). This book was written specifically for corporate executives who want to improve their company culture by borrowing techniques successful entrepreneurs use every day. They know that fostering an entrepreneurial culture, will keep their brand relevant and tap in to a profitable resource — their own people — that many large companies see only as a cost center.

Successful brand building requires fully engaged and empowered people at every level who are committed to the brand, just like the passionate folks in a start-up. One of the chapters from our new book (below) addresses this opportunity.

Always over deliver.
Today’s consumers are more informed than they ever have been. With the click of a mouse, they can compare prices, read reviews and find customer service horror stories. And they’re using that information. They don’t just go with the least expensive option, they look for value — how can they get the best experience for the best price? That’s why it’s so important that everyone at your company over deliver to your customers every time.

At Barefoot, we always strove to over deliver by meeting and exceeding customers’ expectations in quality, quantity and customer service. Prioritizing our customers’ experience over our own comfort and (sometimes) potential solvency wasn’t always easy, but it did pay off. Our customers were satisfied and remained loyal, and our company grew.

Here are some principles we followed that you should instill in the way your employees (and you!) work with your customers:

Never compromise on quality.
A product’s packaging, pricing and reputation all send the consumer signals about its value. If it lives up to those “brand promises” of quality, the customer is validated in his or her decision to buy. And until the price goes up, the quality goes down, or the packaging becomes more corporate or generic, he or she will remain loyal. The point? Consistent quality and value is king. Make sure your employees are checking and double checking quality every chance they get.

On more than a few occasions at Barefoot, the opportunity to save money on production and materials presented itself, but we nearly always turned these opportunities down because they would have affected the final product.
For example, an accountant once figured out that we could save $0.09 per wine bottle by using gold ink instead of gold foil on the label and by reducing the quality of our corks. At the time, we were selling 300,000 cases per year with 12 bottles in each case, resulting in 3,600,000 bottles. At $0.09 per bottle, the accountant concluded, our total savings would be $324,000.

The problem behind the accountant’s suggestion was the basic assumption that sales would remain at 300,000 cases per year (or more). They wouldn’t, because sales were, and still are, based on a perception of quality and authenticity. Gold foil and high-quality corks validated the consumer’s purchase and gave us a market advantage at our low everyday price point. Needless to say, we continued to use gold foil and high-quality corks.

Focus on providing excellent customer service.
How we are treated when things go wrong is more important than how we are treated when things go right. It’s when we see a company’s true colors and decide whether or not to continue buying their products. Reputation is based on excellent customer service, so make sure your employees are always going above and beyond.

Always tell the truth.
At Barefoot, we made the decision to always tell the truth no matter how painful it might be. That’s because a crucial part of over delivering is doing what’s best for your customer — and being honest is always what’s best!
We remember one situation in which Barefoot had put the wrong barcode on a store’s shipment of cabernet, which meant that the wine rung up for less than it should have. In this instance, it was our team who caught the mistake, not the customer. We could have kept our mouths shut, hoping that our error would remain unnoticed. But as soon as possible, Michael showed up at the store’s corporate office with a check for the store’s loss, plus the time and expense of dealing with the mistake. Then he described to the manager in detail how we at Barefoot were changing our internal processes to make sure that the barcode problem would never happen again. And guess what? That store thanked us for doing the right thing, and it didn’t stop ordering from us.

Always share third-party endorsements.
As consumers, we all want to know that when we give our loyalty to a brand, we’re making a smart decision. So anytime you receive awards, accolades and endorsements, have your employees share the news in as many places as possible: on the website, on the marketing materials, in their conversations with people outside the company and even on your product’s packaging, to name just a few possibilities. And do it as quickly as possible! Consumers want current validation. This is an easy (and gratifying!) way to deliver that validation to your customers.

Remember, your brand’s reputation is a very valuable — and very fragile — thing. If any of your employees under deliver, your brand will be damaged, possibly beyond repair. But when your products and services meet or exceed customers’ expectations, they are more likely to remain loyal and recommend your brand to friends, family and associates.


Michael-Bonnie-ProfessionalMichael Houlihan and Bonnie Harvey are the founders of Barefoot Wine, the largest bottled wine brand in the world, and authors of the New York  Times Bestselling Business book The Barefoot Spirit. From the start, with virtually no money and no wine industry experience, they employed innovative strategies to overcome obstacles, create new markets and foster key alliances. Michael and Bonnie now share their experience and entrepreneurial approach to business as consultants, authors, speakers, and workshop leaders. Michael and Bonnie launched at the C-Suite Network Conference their new companion book to The Barefoot Spirit entitled, The Entrepreneurial Culture, 23 Ways to Engage and Empower Your People. Learn more at barefootspirit.com, and find them on Facebook and Twitter @barefoot_spirit.

LinkedIn and a Digital Mindset

by Damian Corbet

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For the C-Suite, LinkedIn is an essential resource. The world’s largest professional online network, I like to think of it as the “global business brain” where you can find out just about anything and connect with just about anyone who matters to your professional development or for your business’ growth. It is also a way to position yourself as an expert in your field and your company as a great one to do business with or work for. If your own LinkedIn profile is incomplete and inactive, what kind of message will that send out to potential business partners and employees?

Before you do anything else, check the following:

  • Make sure your profile is complete — aim for an “All Star” profile.
  • Follow everyone relevant who is to your business.
  • Be active and visible by posting regular updates, contributing to groups and blogging.
  • Upgrade to a Premium account, which offers many more useful networking and business development features.
  • Log in every day (at breakfast or before you leave the office) and spend 10 to 15 minutes on the platform. Soon it will become a habit, and your network — and influence — will grow

OK, so you’re a LinkedIn All Star. Now what? That’s just the start!

While it is important for you to be on LinkedIn and use it properly, it’s even more important to understand what LinkedIn — and social media in general — represents and why it’s such a game-changer. Depending on your attitude toward social media, this may require some mental readjustment and a different mindset, one that sees social media not as a threat or a challenge but, rather, an incredible opportunity.

For those who began their business careers before the onset of the “digital revolution,” this adjustment isn’t always easy. There is often a natural resistance, which comes down to a a lack of understanding of how new social technologies enable and enhance traditional business goals.

This quote from a recent article by Walter Adamson illustrates this point very well:

“Playing the old games of acquisitions, mergers and token collaboration is going to sink some big ships in some big industries. The C-Suite understands the industry dynamics. To understand social technologies they have to experience them, there is no other way. The motivation for C-suite ‘social media’ training should be to understand how to reshape those industry dynamics.”

So, get to grips with LinkedIn, do the training and optimize your profile. But also understand what LinkedIn (and other social networks) represent for the future of business. They are turning old hierarchies on their heads, undermining perceived wisdom and allowing young startup companies to undermine more traditional industries.

Company leaders have a duty to their businesses, their shareholders and themselves to understand this social media revolution and make it a top priority. They should meet it head-on with eyes wide open, not with blinkered views from a previous century. As Walter Adamson goes on to say, “Directors who don’t understand social media are placing their company at risk of not capitalizing on the business opportunities, as well as exposing it to unnecessary risk.”

Are you putting your company at risk by ignoring the value of LinkedIn and other social networks? If you are, then I dare you to cross the “digital divide.” If you do, you’ll see things in a completely different light and envisage new strategic opportunities that weren’t obvious before.


Paul Wilkinson Photography Ltd.Damian Corbet is a B2B PR practitioner who works closely with senior managers and executives, advising them on social media and digital disruption. A regular blogger on these topics, Damian recently set up The Social C-Suite, with a >LinkedIn groupGoogle+ community and Twitter account >and a website currently in development. He also hosts regular Social C-Suite meet-ups, where senior executives can meet informally (usually over a beer or glass of wine) with social media experts and learn from them. The Social C-Suite is an official media partner of the Digital Transformation Leadership Masterclass, being held in London in September. Follow him on Twitter @DamianCorbet.

Next Level: Gamification in the C-Suite

Jeffrey Hayzlett explains how the C-Suite Network is utilizing gamification to build powerful communities for C-level leaders in the C-Suite Collective. He shares three basic principles leaders should understand about gamification to engage employees.

Gamification is nothing new. From digging for prizes buried deep inside Cracker Jack boxes to accruing frequent-flyer miles to earning mayoral status on the mobile app Foursquare, the concept of applying gaming techniques to engage and motivate people to participate in everyday tasks has been a marketing tactic in companies’ arsenals for years. However, in recent years, major corporations have been utilizing gameplay to engage employees within their very own organizations, often within the C-suite.

One excellent example of this is the C-Suite Collective, a network I co-founded that connects business executives with each other and provides growth, development, and networking opportunities for its members. Within the collective, we use gamification to help build a sense of community. Members can complete missions, collect badges, earn points, and win prizes. It’s a great way to get business leaders involved and excited about being part of the C-Suite Collective.

“Everyone who is in the C-Suite is competitive; we like to be the best,” says Thomas White, co-Founder and CEO of the C-Suite Network. “A way to tap into this basic C-Suite nature is to use gamification to increase engagement. This group will rise to the challenge. In the C-Suite Network, we utilize gamification to encourage C-Suite leaders to connect with peers and get the greatest value out of our network. In the end, everyone wins.”

Read More on the Salesforce Blog

Extraordinary Is Your Best Defense and Offense

by Mark Sanborn

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The price for sloppiness and mediocrity is higher today than it has ever been. The marketplace doesn’t reward ordinary. If customers can get better service or value elsewhere, they’ll abandon the inferior for the superior without a second thought to loyalty. You would think that this would have companies clamouring for new and inventive ways to keep customers happy. Yet, I am repeatedly astounded by the number of opportunities for optimal customer service that are completely bypassed or purposefully ignored. (See also Why Customer Service is so Bad at Most Places). Companies are typically delivering such lackluster experiences, products and services that it directly hurts their bottom line.

It is often said that valleys help us appreciate the high points in life. While that may be true, too many people seem to accept the valley as a permanent residence. Instead, we should always aim for extraordinary every time. Why? Because, ultimately, it is the best offense and the best defense for both your company and you, professionally. Here’s why — from a statistical perspective — you should be paying attention to this every time:

The Organizational Level
This Zappos case study presents a great example of how “extraordinary” in both internal and external company interactions can create a positive economic result. As Jeff Lin, former CFO of Zappos, points out, “service is a by-product of culture,” so by fostering a culture that everyone wanted to be a part of, the company drove down its mployee turnover rate to 39 percent (at the time, 150 percent was the turnover rate for typical call centers). Zappos’ prices were not (and still are not) lower than that of their competition; however, their service was and is so extraordinary that their repeat customers account for 75 percent of their business. Why would you leave a company that is taking care of you, be it on the employment or the customer service side?

The Personal Level
When Mark Murphy tracked the results of more than 20,000 new hires over time, within 18 months, 46 percent of those hires failed. Believe it or not, the predominant reason for failure (more than 89 percent of the time) had absolutely nothing to do with skill and everything to do with attitude. You can have all the professional acumen in the world, but if you can’t deliver an extraordinary experience to those around you  —regardless of where you are in the company — odds are you won’t succeed.

If you are aiming to build a profitable, long-term company, or to poise yourself for personal professional success, my ultimate advice is to aim for the extraordinary every single day. Your best offense is to start with a positive attitude or culture. And your defense? Deliver an extraordinary experience as best as you can. Either way you slice it, you can’t go wrong.

*This blog originally appeared on MarkSanborn.com.


Mark SanbornMark Sanborn, CSP, CPAE, is president of Sanborn & Associates, Inc., an idea studio dedicated to developing leaders in business and in life. Sanborn is an international bestselling author and noted authority on leadership, team building, customer service and change. Follow Mark on Twitter @Mark_Sanborn.

 

Connection, Loyalty and Disengaged Millennial Talent

by Dov Baron

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We all know that employee disengagement is at an all-time high, but what does that mean to you and your organization? Come with me on a journey: Imagine I ask you if you’d like to go out to dinner with me. As you and I sit down in the restaurant for a relaxing meal, you look over at a nearby table and see four people sitting together. The table is silent, but there is no indication that someone had said something awkward or offensive to create this intense silence.

You have a momentary flashback to your childhood and you consider that these “friends” may be praying, as their heads are down and there’s no eye contact. Then, the rampantly obvious hits you.
No, of course they are not praying. Each one of them has chosen to go out to dinner with friends, and rather than speaking to the person or persons in front of them, they are choosing to chat with someone who is not there. No doubt, they are telling the virtual friend how boring it is to be out with the folks in front of them. The sad thing is, most often, the person on the device does not even fully realize they are not there in any other form than as a warm body in the room.

Today, we have an ever-increasing number of devices we can use to communicate, and yet our communication skills appear to declining at an equally rapid rate. Could there be a connection between this and the fact that the younger end of Generation X, and now Generation Y (also known as the Millennials), seem to change jobs almost as often as they change underwear?

According to Gallop Research, 70 percent of employees are actively disengaged. This means they are sitting at their workstations and behaving pretty much the same way as the four folks in the restaurant we just described. Now, imagine that instead of just observing these diners being disengaged, you were also expected to pay their tab. My guess is that you said (at least under your breath) something resembling, “Screw that!”

Yet, this is exactly what is going on in the work world every single day if you do not find ways to actively engage and bond with your Millennial talent.
As leaders, we can no longer assume that our people are engaged just because we pay them — clearly, that is not the case. Real and lasting engagement is part of what creates a Fiercely Loyal team.
However, engagement has many dimensions, and the first of those is to understand the old idea that your personal and professional lives are separate is now dead wrong! Millennials do not separate work life from personal life. Actually that’s not entirely true, they sometimes will… when they are working in an environment where they are disengaged, and then they leave! What this means, at the simplest level, is you have got to get to know your people, and just as importantly, let them know you want them to be engaged.

I trust that you found this article valuable, if so feel free to share it with your friends. I eagerly anticipate your feedback and comments. Please share, like and comment below!

*This article is an adapted excerpt from Dov Baron’s upcoming book, “Fiercely Loyal: How High Performing Companies Develop and Retain Top Talent.” One of the most powerful elements of Dov’s new book is the little-known three sentences leading CEOs and HR use to keep their top talent. They are yours as a gift here.


dovDov Baron speaks internationally and is a leading expert on The Power of Authentic Leadership for Creating a Corporate Culture of Fiercely Loyal Talent. To bring Dov in to speak to your group or organization, please contact Authentic Paragon Alliance at +1 778 397 7717. Find Dov online at FullMontyLeadership.com and follow him on Twitter @DovBaron.

Hundreds of C-Suite Executives Gathered in Los Angeles to Listen, Learn and Network at C-Suite Conference

C-Suite Network, the world’s most powerful network of C-Suite leaders, wrapped up its highly anticipated second C-Suite Conference in Marina del Rey. The Conference, held November 16 – 18, featured over 30 C-Suite executives and thought leaders offering their expertise to over 400 attendees. Topics focused on new ideas, emerging technologies, techniques for navigating government policies, and new forms of corporate capital.

The invitation-only Conference provided an arena for qualified C-Suite executives and the world’s most elite thought leaders (from companies with revenues more than $10 million) to come together with an exclusive lineup of content geared towards C-Suite issues. Over 30 of the world’s most elite thought leaders were on stage, with highlights including GJ Hart, CEO of California Pizza Kitchen; Paul Carbone, CFO of Dunkin Brands; Michael Williams, CMO of Grand Prix of America, Formula 1; actor LeVar Burton and Mark Wolfe from RRKidz (Reading Rainbow); Elisa Camahort Page, Lisa Stone and Jory Des Jardins or BlogHer; Jeff Lowe, VP Marketing of SMART Technologies; Michael Houlihan and Bonnie Harvey, Founders of Barefoot Wine; Dave Pottruck, Chairman of HighTower Advisors and former CEO of Charles Schwab, along with several others. The series of keynote speakers featured Randy Gage, author of Risky is the New Safe; Glenn Llopis from the Center for Hispanic Leadership; Dr. Tony Alessandra, author of How to Read a Person Like a Book and Peter Philippi, Founder and CEO of Strategex Inc.

“This C-Suite Conference provided an environment where top thought leaders and C-Suite executives shared their best practices and successes in addressing key C-Suite concerns,” says Jeffrey Hayzlett, C-Suite Network Co-Founder and Chairman. He added, “What we accomplished with this conference was spectacular. Every executive in attendance gained competitive edge, incredible knowledge and key insights they can bring back to their companies to make those better and more profitable.”

Building on the momentum, C-Suite Network is expanding its C-Suite Conferences from two to three per year. The 2015 C-Suite Conference dates and locations are:

  • March 29-31 – Boston, MA
  • June 7-9 – Chicago, IL
  • Nov. 1-3 – San Francisco, CA

Read more at MarketWired

Bizcast Announces New Episode Featuring Scott McKain

Weekly Podcast Spotlights Best-Selling Business Book Authors

Bizcast, a podcast featuring leading business book authors who share tips, strategies and key points from their best-selling titles, today announced its newest episode featuring Scott McKain, author of 7 Tenets of Taxi Terry and other popular books. Bizcast is part of C-Suite Radio and the C-Suite Network family and is hosted by Kevin Craine.

In 7 Tenets of Taxi Terry, McKain tells the story of a cab driver and successful self-starting entrepreneur who combines passion with effort and skill to create distinction in his job and life. McKain was so impressed by Terry’s joyful approach to customer service that he incorporated the driver’s inspiring personal philosophy and uplifting advice into his book and speaking engagements.

McKain lists the seven tenets of customer services as:
1. Set high expectations — then, exceed them!
2. Delivering what helps the customer… helps you.
3. Customers are people — so, personalize the experience.
4. Think logically — then act creatively and consistently.
5. Make the customer the star of your show!
6. Help your customers to come back for more.
7. Creating joy for your customer will make your work — and life — more joyful!

Bizcast launched earlier this year and quickly earned a prominent listing in the iTunes Podcast “New and Noteworthy” list. The program has aired nine full-length episodes to date, featuring such authors as: Dina Simon, author of Make Unstoppable Simple; Adrian Ott, author ofExponential Influence: Designing Digital Habits That Engage Distracted Customers; Andy Frawley, author of Igniting Customer Connections;and Sylvie di Giusto, author of The Image of Leadership.

These and more Bizcast podcasts on available on-demand at iTunes and C-Suite Radio.

Read more at MarketWired

The Era of the Low-Tech CMO Is Over

PepsiCo CMO Frank Cooper Calls Mobile the “Front Door to the Internet of Things” on the Next Installment of C-Suite TV’s MYOB, Premiering November 19.

The sixth episode of MYOB (Mind Your Own Business) on C-Suite TV, premieres today, featuring PepsiCo Chief Marketing Officer Frank Cooper talking with host Jeffrey Hayzlett about mobile technology and PepsiCo’s journey to deliver content to consumers at the point of decision.

In an industry-wide trend reversal, more CMOs are coming from the business side instead of the brand side. Long gone are the days of traditional marketing as mobile technology allows companies to deliver engaging, entertaining and relevant content to customers at a precise moment, content they can share with friends.

“The space for interruption is really small and companies have to deliver something their customers really want,” Cooper said. “In order to deliver quality content to customers, companies need to understand the culture of the consumers who want to buy the product. They need to understand the backstory and the technology. This has allowed me to look at classic marketing through a different lens.”

Smartphones help solve the digital divide, but the infrastructure of mobile is still the most difficult aspect of the entire process. It is important to have engineers, visual designers, and ad techs that not only understand the landscape, but also know how it all works — in other words, creative people who understand technology. With 5.5 billion subscribers worldwide, PepsiCo and Frank Cooper have mastered both the creative side as well as the technical challenges of delivering real-time messages that drive sales.

“Frank is a guy with an incredibly diverse background — power list of Billboard Magazine, one of Fast Company’s 100 most creative people, and a former senior executive at Motown and Def Jam Records,” MYOB host Jeffrey Hayzlett said. “Having the chance to pick his brain about mobile technology and his journey to become CMO of PepsiCo, a truly iconic company, was a really great experience that I know C-Suite TV viewers will enjoy watching. The insights he shares on mobile technology are a must-see for all marketing professionals and business executives.”

The episode airs starting today on C-Suite TV, part of the C-Suite Network.

Read more on MarketWired

Why it’s Time for Professional Services Firms to Embrace Online Marketing

by Lee Frederiksen

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You may not have noticed it happening, but the past few years have created a revolution in professional services marketing. What was once a referral-driven marketplace is quickly being replaced by the convenience and visibility of online marketing.

This shift in how professional service firms are doing business has grown from a change in buyer preference. Rather than spending weeks waiting for an RFP response, buyers are taking their search for services to the Internet. They’re Googling keywords and comparing content to narrow down their choices, allowing them to make an informed decision in a fraction of the time. This change in buyer behavior has permanently altered how professional services are bought and sold.

This change can be daunting, but it can also help generate growth for your firm — at least, it seemed like that was what everyone was saying. We decided to find out for ourselves just how effective online marketing is for professional services firms. We wanted to know if online marketing was a good business choice for professional services firms and, if it was, how to do it the right way.

Does Online Marketing Work for Professional Services Firms?

To answer these questions, we surveyed a total of 500 firms across five primary industry groups: A/E/C, Marketing/Communications, Management Consulting, Accounting/Finance and Technology Services. The results were extensive, but there were two main indicators of growth that emphasized the increasing advantages of online marketing.

First, firms that reported a higher percentage of leads generated online also experienced a higher percentage of growth. Over a two-year study period, firms that didn’t generate any leads online only saw a 15 percent median growth. Contrast that with firms that generated at least 40 percent of their leads online — these firms grew about four times faster. The bottom line: Online lead generation drives faster firm growth.

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Second, firms that generate more leads online also see an increase in profitability. Our results show firms that generate more than 60 percent of their leads digitally are twice as profitable as firms that generate less than 20 percent of leads online. So, embracing online marketing and generating leads online goes far in helping your firm to grow faster and be more profitable.

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While these are obviously two very compelling reasons to embrace online marketing, the motivations don’t stop there.

5 Additional Benefits of Online Marketing for Professional Services Firms

  1. Convenience: There are numerous online marketing tools designed to simplify and automate the process. The convenience of these tools allows firms to test out different options and find a system that works best for them.
  2. Versatility: Online marketing opens up several different channels through which your firm can demonstrate your expertise to potential clients. Through blogging, premium content, social media, webinars and videos, you can reach a wider audience over several different media.
  3. Visibility: With online marketing, your target audience is no longer limited by geography and time zone. Your messaging can reach substantially more people with significantly less effort.
  4. Affordability: HubSpot found that online leads cost companies 61 percent less to generate than traditional outbound leads. Online marketing doesn’t require materials to be printed and distributed or representatives to travel to events.
  5. Specificity: Your audience consists of several different varying subsets, all with their own set of concerns and needs. Online marketing allows you to target the various sectors of your audience with specific keywords that speak directly to their problems.

These five reasons, combined with the ability for online marketing to increase your firm’s rate of growth and profitability, paint a pretty persuasive argument for why it’s time to embrace online marketing. And make no mistake — if your firm doesn’t change with the times, it’s a safe bet your competition will.


leefLee W. Frederiksen, Ph.D., is Managing Partner at Hinge, a marketing firm that specializes in branding and marketing for professional services. Hinge is a leader in rebranding firms to help them grow faster and maximize value. Lee can be reached at LFrederiksen@hingemarketing.com or 703-391-8870.
Google+ | LinkedIn | Facebook | Twitter @HingeMarketing

The C-Suite Network Announces C-Suite Wine Club

The C-Suite Network, the world’s most powerful network of C-Suite leaders, announces the creation of the C-Suite Collection, an exclusive wine membership for C-Suite executives. Looking to change the landscape at the executive dinner table, the C-Suite Network is partnering with the Napa Valley’s Good Life Wine Collective to bring C-Suite Collection members the finest California wines.

For participating in the C-Suite Collection, C-Suite Network executives can elect to receive three or twelve bottles every quarter, with wine selections coming from each of the hand selected wines from highlighted wineries. Jeffrey Hayzlett, C-Suite Network Co-Founder and Chairman, said “The C-Suite Network is excited to offer this exclusive membership to the c-suite community.”

“We’re bringing unprecedented access into the C-Suite of some of the most powerful companies that are changing the business landscape. Now we’re targeting the landscape of the executive dinner table with the C-Suite Collection,” said Jeffrey Hayzlett, who also created C-Suite TV. “We invite C-Suite executives to enjoy some award winning and hand selected wines. This premium wine offering is the first of its kind to curate selection and make them available only to the members of our professional business network allowing our members a unique way to enjoy and collect fine wine while also leveraging the power of wine for business.” Hayzlett went on to say the first ultra-premium wineries selected include Handwritten, Jessup Cellars, and Humanitas — all created by the renowned winemaker, Robert Lloyd.

“We selected the Good Life Wine Collective for its specialty in small-lot, handcrafted wines that are not available through distribution and are sourced from California’s finest vineyards,” added Hayzlett.

In addition to having the option of receiving three or twelve bottles every quarter, other benefits available and provided to C-Suite Collection Wine Club members include:

  • A wine concierge to assist with customized corporate gift-giving;
  • Exclusive pricing and event planning at Good Life Wine Collective’s venues for special events;
  • Advance opportunities to purchase specialty wines before public release;
  • The opportunity to book exclusive, hosted tastings in your hometown;
  • And more exclusive benefits C-Suite Collection members can take advantage of.

C-Suite executives are invited to become a member or learn more about the C-Suite Collection Wine Club by calling 888.537.7879 or via email at the wine@tglwc.com

Read more at MarketWired