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SEPTEMBER 2019 | FUTUREOFBUSINESSANDTECH.COM

An Independent Supplement by Mediaplanet to USA Today

LOYALTY & DIVERSITY OF BUSINESS

Julian Edelman

reveals his sources of creativity and how he gives back to loyal fans

Learn about the trends defining supplier diversity Discover how brands can stand out to win customer loyalty

Upcoming Events Join us at these customer loyalty and business-focused events! NMSDC Conference and Business Opportunity Exchange Atlanta | October 13-16 ••• Customer Service Summit Brooklyn | October 23-24 ••• DX Summit Chicago | November 4-6 ••• Business Beyond the Battlefield Conference Arlington | November 4-6 ••• Customer Expo Indianapolis | November 11-13 ••• Small Business Expo Phoenix | October 24 Los Angeles | October 30 Atlanta | November 14 Brooklyn | November 20 Houston | December 10 Austin | December 17 ••• Loyalty Expo Charlotte | May 18-20, 2020 ••• Disability:IN Annual Conference & Expo Orlando | July 13-16, 2020

Trends from the “Crystal Ball” of Customer Loyalty Empowered consumers are doing their research to see which brands should earn their trust and business. So it’s critical for businesses to recognize trends in the shifting landscape of customer loyalty.

ften, we will ask marketers what we call a “crystal ball” question: “If you could ask a brand one question, what would that be?” Most of the time, the answer is, “What’s next?” While it is impossible to know exactly what’s next, below are a few ideas about what may be on the horizon for customer loyalty. Differentiation One of the top challenges we hear from brands is the struggle to stand out from the crowd and get their message out and in front of the right audience in a congested marketplace. An increasing focus on customer loyalty and experience strategies can play a key role in differentiating a brand from its competitors, especially as the importance of trust, authenticity, brand identity, and emotion is top of mind for consumers. Adapting to changing customer expectations In the age of empowered customers, brands must figure out how to adapt to customer expectations or they will be left behind. According to Loyalty360 research, over 82 percent of brands

ships, brands can become ingrained in customers’ lifestyles and open themselves to a new audience that aligns with their own. Complementary brands are banding together to secure more relevant touchpoints. Mark Johnson CEO, Loyalty360

are demanding personalization. Over 65 percent of brands stated that they plan on adding additional personalization capabilities over the next year. Going beyond points We continue to see brands expand on the traditional earn-and-burn program with individualized experiences and personalization based on data to build a relevant value exchange, cementing a stronger bond with their customers. Strategic partnerships As brands continue to elevate and differentiate their loyalty programs and strategic offerings, the importance of brand partnerships will continue to grow. Through strategic partner-

Community and advocacy Customers that are emotionally loyal or invested in a brand are more willing to share their experiences and refer a brand to family and friends, social networks, or anyone who will listen about why that brand is the best. Some of the largest benefits brands see from engaging advocates or encouraging referrals are reflected in sales, customer retention, and program membership. Loyalty With the statistics and research we see around heightened expectations and personalization, data collection (and privacy) is more important than ever. By responsibly capturing this customer information through a loyalty program or strategy, brands can deliver on the value exchange promise of relevant, timely, and frictionless experiences. n

Publishers Mikaela Dedona, Isabel Carretero, Alexandra Scelzo, Alexandra Devine Business Developers Jordan Hernandez, Abe Freedberg Managing Director Luciana Olson Lead Designer Tiffany Pryor Designer Tiffany Jackson Lead Editor Mina Fanous Copy Editor Sydney Scott Director of Sales Shannon Ruggiero Director of Business Development Jourdan Snyder Director of Product Faye Godfrey Content Strategist Vanessa Rodriguez Cover Photo Diana Levine All photos are credited to Getty Images unless otherwise specified. This section was created by Mediaplanet and did not involve USA Today. FOLLOW US: @MEDIAPLANETUSA

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Expert Advice for Improving the Customer Experience How can a brand ensure a stellar customer experience to gain loyalty? We spoke with Janelle Estes, chief insights officer at UserTesting, to find out. How has the digital transformation impacted businesses’ customer experience strategies? When it comes to customer experience, the most important trend isn’t technology — it’s the customers themselves. Technology will change, but it’s a timeless truth that to stay relevant to customers, companies must keep their finger on the pulse of consumers’ evolving needs. How can businesses focus on building customer empathy? One of the most powerful tools for understanding your customers is simply spending time with them. If you want your organization to fully commit to being customer-centric, it should consider the benefit of immersion hours: empowering employees to spend time observing their customers. Why is it so important for brands to be constantly improving the customer experience? In a noisy marketplace, consumers gravitate toward organizations that provide best-in-class experiences. According to research by Capgemini, more than 80 percent of consumers are willing to pay more for a great experience. Experiences that don’t meet customer expectations, leave bad impressions, or are simply not enjoyable kill customer loyalty. How can businesses build loyalty from their first interaction with the customer? Creating a seamless, easy-to-use, and delightful first interaction is key to building customer loyalty at the onset. To provide a meaningful connection, companies must invest time in understanding their customers’ motivations, desires, behaviors, and intent. 4 • FUTUREOFBUSINESSANDTECH.COM

Building Loyalty in the Digital Age The retail industry is undergoing a massive transformation as new technologies and e-commerce redefine what consumers want, how they shop, and what earns their loyalty. Amid this rapid change, retailers are rising to the challenge and creating unique, customized, and delightful experiences that seamlessly reach across channels. Retailers are focused on connecting with customers, no matter how they shop. That’s why companies that have been around for decades are building digital offerings with major investments in e-commerce, AI, data, and the supply chain. It’s why retailers that started online are opening physical stores. A customized approach The journey to purchase — and ultimately loyalty — now involves different channels working together. Many people start their shopping journey digitally, but still end it with a purchase in a physical store, which remains the best way for consumers to experience a brand. And the in-store experience is also changing with the emergence of new technologies and services. These innovations are winning consumers over. According to National Retail Federation’s Consumer View survey, the majority of consumers have tried services like buy online, pick up in store, mobile payment, and self-checkout. They’re also interested in advanced, tech-enabled tools like in-app store navigation, visual search, virtual and augmented reality, virtual fit, and smart dressing rooms. These technologies and interactions enable greater personalization, which is especially valuable to younger consumers. Two-thirds of millennials say they like it when websites track their visits and recommend products. Two-thirds also say they would be more loyal to a brand that lets them give input and help shape the products and services they buy.

Setting the standard Target is a great example. It’s making massive investments in stores, transforming how they look, how they’re staffed, and how people use them. Stores are now the home of advanced tech and sophisticated services, blending the physical and digital to offer customers more. Employees are also receiving more training and higher pay — a talent-first approach to customer service. Or consider Sephora. The company is embracing an “omnitude” mindset, creating a holistic, personalized shopping experience that reaches across all channels and departments. For instance, information from in-store makeover sessions is captured in a digital guide, enabling one-click purchases in the future. The company is also capitalizing on the opportunity for e-commerce returns to drive more in-store interactions. Nordstrom is another retailer transforming its services and stores to cater to customers. The company is taking a hyper-local approach, with spaces that provide unique services and experiences tailored to the neighborhood and its customers. These local hubs have zero inventory; instead, customers come in to pick up online orders, get suits tailored, enjoy a manicure, and other services. The approach redefines the role of the store to create a connection, increasing loyalty and spending. That is how you build loyalty in the digital age. Customers want — and increasingly expect — customized shopping experiences that blend online and in-person, using advanced technologies without losing the personal touch. America’s retailers are finding new ways to deliver just that. n Mark Mathews, Vice President of Research Development and Industry Analysis, National Retail Federation MEDIAPLANET

We spoke with Jennifer Trant, managing director at Exchange Solutions, for tips on how brands can build customer loyalty by going above and beyond the typical rewards program. With great rewards like cash back, travel miles, and big savings, why do you think some brands say their loyalty programs have lower than expected member participation? The dialogue is evolving beyond just programmatic concerns, like having a good value proposition, to making a loyalty program compelling. Brands should take a step back and look at the full picture of their customer engagement experience. What are the numbers saying in terms of sales and revenue, campaign response rates, opt-ins, UX survey results, return rates, voice of customer survey findings, promotions profitability, and abandonment versus conversion rates? How have leading brands won their customers’ loyalty? I like to keep the customer at the heart of our game plan. This means we’re looking at what data they’ve decided to share with us through their profile creation, their digital social activity, and their browsing and purchase behavior. Then we’re using that data to make decisions about what’s valuable to our customers and what makes them respond to us. What do you think is next in customer engagement and brand loyalty? It has to be about the customer, realizing it’s their choice and they’re in control. In the current and changing loyalty landscape, we all know points and rewards alone can’t deliver real and deep customer loyalty. When the next shiny reward comes along, what’s to stop customers from chasing that — especially when they haven’t forged enough of a connection with your brand? Our customers expect us to understand them so well from the data they’ve chosen to give on our platforms that we can give them personalized and relevant experiences regardless of the channel they engage in online, in-app, or in-store. 6 • FUTUREOFBUSINESSANDTECH.COM

Julian Edelman on His Business, Fans, and Where He Finds Creativity

PHOTO: DIANA LEVINE

Why Engaged Customers Are Loyal Customers

Julian Edelman, wide receiver for the New England Patriots, chatted with Mediaplanet about what inspires him, on and off the football field.

What qualities can you take from the football field into your business endeavors? I would say first and foremost is adaptability. Getting better at something you need to work on every day. If you don’t stay ahead of the curve and make sure that you’re not falling behind the times, in any line of business, it doesn’t matter how talented you are; you’re going to have that moment where you realize you’ve fallen off. How have you been able to engage fans during both the regular season and the off-season? This is really important to me. We have such an amazing and crazy fan base that connecting with them and making them feel the love back is something I try to accomplish every year. During the off-season, it’s a little easier. Whether it’s on the streets of Boston or at an event, I try to make sure anyone who’s a fan

and lets me know that I hear them and I appreciate it. In-season is obviously more of a struggle, but I try to interact on social media, and for the past three years during the bye week we’ve done a JE11 pop-up shop on Newbury St. in Boston. Every year it’s been a zoo, and getting to meet these people that support me and support our team is just an awesome experience. When and where do you find you’re most creative, and how have you been able to execute all the ideas you have? For me it’s all reactionary. I am a very visual person, and when I get an idea, it’s often because I am using inspiration from my personal life. Whether it’s what I’m watching on TV, something cool on social media, or something I see out in the real world, I try to use those real-life examples to build on and tweak in my own way. From

there, I have a talented team that works with me to get my initial spark of creativity to a good place. It is all a group effort, but making sure you don’t ignore your impulses and your personal style is very important to me. No idea is a bad idea when you’re in that creative workshopping zone. What’s the most interesting way a fan has shown their loyalty to you? I think it was two years ago. I was at a Celtics game sitting in the crowd, and this big Boston-looking dude with his Celtics jersey and backwards Sox hat on came up and asked for my autograph. I asked him what he wanted me to sign and he pointed to his forearm. He told me he was going to get it tattooed, and sure enough, a week later on Instagram he tagged me in a post and he actually did it. New Englanders don’t mess around when it comes to their sports. n

Sourcing Diversity on the Greens PHOTO: MONTANA PRITCHARD

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olf is an $84 billion industry, and major PGA of America Championship events like the Ryder Cup and PGA Championship generate substantial entertainment and tourism dollars for host cities and surrounding areas each year. Accordingly, building a supply chain representative of the population is imperative for the PGA. Outreach efforts to diverse business associations include those within host cities, states, and national associations. Darrell Searcy, President and CEO of Chandler Campbelle & Daschle (CC&D) — a minority-owned, South Florida-based management consulting and value-added reseller firm — annually works alongside the PGA of America and its prime supplier, The Convention Store, at the PGA Championship.

Similar to many business owners, Searcy is always looking for the next opportunity he can explore to further grow his business, and he found that through the PGA of America’s Diverse Business Opportunity Exchange. The Exchange is designed to assist PGA of America Major Championship Prime Suppliers in identifying prospective, certified minority-, women-, veteran-, disabled-, and LGBTQ-owned business suppliers, which offer goods and services in specific categories. “We’re excited to provide an opportunity to connect our prime suppliers each year with qualified diverse suppliers, to bring value, service, and innovation to the supply chain for each of these world-class events,” said PGA of America Chief People Officer Sandy Cross. Attending the Exchange provided CC&D the opportunity to meet with executives from The Convention Store, of Millersville, Maryland, which provides transportation system design and management for conventions, trade shows, sporting events, and more. As a result, they secured a deal to provide logistics services at the PGA Championship.

“The hardest part of being a small business owner is managing the business, while trying to grow it at the same time,” said Searcy. “The PGA provided me with an opportunity to do both. I am forever indebted to the PGA of America for this great opportunity.” Searcy is also able to support a passion for growing the number of youth of color participating in golf. This comes through a unique partnership between PGA REACH — the PGA of America’s 501(c)3 foundation — and African American Fraternity Sigma Pi Phi’s social action program. Accordingly, youth of color in these communities are provided access to golf courses at no cost, along with PGA Professional instruction, equipment, and uniforms. Sigma Pi Phi helps transport the children to and from the course to help ensure the kids have equal access. Meanwhile, PGA Jr. League is the flagship youth program of PGA REACH, whose mission is to make the program accessible to all interested boys and girls in the United States and around the world. The program focuses on fun, recreation, good health,

and sportsmanship. PGA Jr. League is recreational and developmental in nature, and works with PGA Sections and local youth organizations across the country to offer an alternative, social golf format that is coached by PGA and LPGA Professionals. CC&D’s partnership with the PGA of America has evolved to help create PGA Jr. League programs in minority communities in seven cities nationwide. They have also introduced the game to youth who have historically been unengaged with the golf community. Searcy’s success serves as a prime example of what the PGA of America’s Diverse Business Opportunity Exchange can do for businesses nationwide. Companies interested in registering for the potential opportunity to participate in the PGA’s Diverse Business Opportunity Exchange should visit PGASupplierInclusion. org and follow @PGA on Twitter. A variety of products and services are needed each year, such as logistics, food products, temporary housing, florals, labor, and more. n Charles Dillahunt, PGA of America MEDIAPLANET • 7

The One Thing All Businesses Need to Do to Keep Customers Coming Back Customer loyalty is about getting the customer to come back next time through excellent customer service. That’s according to customer service expert Shep Hyken, the author of many books on customer service, including “Be Amazing or Go Home.” “Our customers are smarter than ever before and they recognize what great service is because they’ve had it at many different companies,” he says.

since the same report two years earlier. All that switching costs businesses about $75 billion a year. Hyken says these days, consumers not only compare a business to the competitor, but also to the best customer service they ever had from any other company or service provider. “Think about that: are we as good as whoever was the best we’ve ever done business with?” says Hyken. “That’s how good we need to be striving to be.”

Serial switchers More than ever, consumers are willing to keep shopping for the best experiences, even if that means switching companies and services often. An industry report on “serial switchers” shows 67 percent of consumers are willing to switch brands due to poor customer experience. That’s up 37 percent

Consistency counts Smart businesses focus on continually creating positive experiences so buyers come back the next time they need the product or service being sold. “Consistency is one of the biggest drivers of a good experience,” says Hyken, who’s a professional speaker on customer service. “It’s got to be positive consistency.”

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Hyken says clients need to be able to say the business is always friendly, knowledgeable, and helpful. Companies should constantly develop better customer experiences. For example, Amazon is consistently convenient for consumers because it has good prices and makes it easy to order, he says. Technology Nowadays, consumers dealing with a company expect to interact with technology such as online ordering, video tutorials, and FAQs. For example, when Hyken bought a ping-pong table online, he didn’t know how to assemble it and he couldn’t understand the instructions, which were in German. So he looked online and found a video tutorial from the company showing someone building the table.

Still, while consumers love using technology to buy products and manage services, they also need to know they can talk to a person, if needed. “You can still use digital technology to create a good connection, but recognize if it becomes all digital, that’s great until it doesn’t work anymore,” says Hyken. “Then you frustrate the customer; they have nowhere else to go but to move on.” Managing feedback In the social media era, it’s essential for businesses to manage customer feedback, particularly online reviews, in a timely manner. “They like to know their opinion is being heard,” says Hyken. “If somebody goes online and leaves a review — good or bad — there’s always a response.” He advises companies to respond to negative comments immediately, explaining frustrated customers want to feel heard and appreciated. Overall, companies need to create a positive expertise at every interaction. “We’ve got to always be better than average, better than satisfactory,” says Hyken. “If we are consistently and predictably better than average, then we’re going to be scoring high with our customers and they’re going to want to come back.” n Kristen Castillo

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Inclusion for All Is the Future of the American Economy Diverse business communities do better when they collaborate and lift one another up. For years, diverse business communities have all said, â€œA rising tide lifts all boats.â€? However, we often said that from the safety of our own boat, across a very large harbor, far from one another. As corporations and government agencies increasingly recognize inclusion and opportunity for all as a non-negotiable economic imperative, both within the company and in the marketplace, we are reminded that we only succeed when those boats are tied together. Progress There has never been a more important time than right now to ensure every community has an equal seat at the table. And we are seeing unprecedented levels of collaboration between our communities. Whether it

is organizations like the National LGBT Chamber of Commerce helping facilitate essential and often long-overdue conversations about LGBT inclusion within other communities at conferences around the globe; job creating; or i n d u s t r y- i n n ova t i n g

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partnerships between business owners from different diverse groups, we are seeing progress like never before. In order for all of us to achieve our maximum potential, we must grapple with historic racial and social biases that have kept us apart. By

embracing our intersections and committing ourselves to an economy that works for all of us, we will create new alliances and partnerships, share resources and innovations that strengthen all of our networks, and affirm that we are, truly, stronger together.

Doing better together Together we prove that when communities of color do better, so do we all. When women do better, so do we all. When people with disabilities and veterans do better, so do we all. And when LGBT communities do better, so do they. We should continue building bridges of inclusion and opportunity. Among the tools we have to fight discrimination is economics. The collective economic might of the LGBT community and its allies in diverse business organizations like the National Business Inclusion Consortium (NBIC) represent nearly $10 trillion in economic power. That kind of leverage should put those who seek to discriminate on notice that our communities stand united for the brightest possible future for diversity in business. n Justin Nelson, Co-Founder and President; Chance Mitchell, Co-Founder and CEO, National LGBT Chamber of Commerce

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Breaking Down Trends in Customer Loyalty How can brands keep consumers engaged? We spoke with Francis Hondal, president of Loyalty & Engagement at Mastercard, for insight on the future of customer loyalty. How has the loyalty landscape evolved throughout your career, and what are the top trends today? Most consumers today reject the idea of measuring their success by what they own. Instead, they value everyday experiences that make life more convenient, rewarding, and memorable. Our insights reflect this, with restaurant and travel spending continuing to rise. Seamless digital delivery and personalized offers are increasingly important. How are changing consumer expectations driving the loyalty industry? Developing the right loyalty strategy requires having a deep understanding of the consumer. Consumers are looking for much more than traditional rewards, such as points, miles, and discounts. What is your recommendation for brands that want to improve their personalization? Relevance is essential. At Mastercard, we talk about personalization in terms of “contextual loyalty.” That means meeting the consumer where they are, on their terms — whether on their smart phone, in their city, or through their interests. How can businesses take a more data-driven approach to loyalty? Understanding your consumer should be at the heart of any loyalty strategy. Digital connections and rich data insights are key to keeping consumers engaged throughout their journey. Beyond analyzing how consumers interact with their loyalty points, brands should seek insight on what matters most to consumers and how their brand plays a meaningful role in their lives. 12 • FUTUREOFBUSINESSANDTECH.COM

Save Big With These Coupon Tips From the Krazy Coupon Lady Some of the biggest savings can come from the smallest budget items. The women behind the Krazy Coupon Lady offer their advice on taking advantage of coupons for significant savings.

or the average family in America, it’s not the big stuff — car payments, TVs, furniture — that makes the biggest dent in the household budget. It’s groceries, laundry detergent, or diapers that really have a huge impact on how much a family spends every month. Founders of Krazy Coupon Lady, Joanie Demer and Heather Wheeler, were struggling to make their families’ incomes stretch as far as they needed when they decided to give serious couponing a shot. It worked. More than a decade later, the duo has transformed its couponing blog into a go-to resource for money-saving. Money savvy Wheeler says she was first encouraged to try couponing by her aunt. “She would call me when she got back from the grocery store. She knew that my husband and I were trying to pay off a bunch of debt, and we didn’t have a ton of money. She said, ‘Seriously, Heather, you have to try this.’” So Wheeler began collecting unsold newspapers from her dad, who owns a gas station. She printed off coupons from Coupons.com. She called Demer, and the two of them went to the store where they wound up saving somewhere in the neighborhood of $700. They were hooked. Far-reaching impacts Demer and Wheeler say a lot has changed since this era of coupon-collecting, but committing to it can actually have a way bigger impact on the budget than peo-

ple think. Take groceries, for example. “Because they’re all so little, people think it’s not worth the effort,” Demer says, pointing out, “But when it comes to buying a car or any big purchase… everybody shops around and does that research.” She continues, “When you actually look at a household budget, any financial expert will tell you the groceries are going to be in the top three of most households.” Couponing in today’s age The way coupons work in 2019 is different than when Demer and Wheeler first got started over a decade ago. For one thing, the fine print on coupons is a whole new ballgame. So while at one point it was possible to collect coupons in a giant binder and save hundreds by buying up an entire aisle of laundry detergent, there are now restrictions on bulk-shopping like that. While you might not save $700 in one go, you can still be saving 20-50 percent on every shopping trip. The other biggest change is the internet. Now, couponing is most effective through apps. There are other tricks too, like stacking up digital coupons and promo codes at places like Gap or Kohl’s, or taking advantage of Amazon’s automatic reordering feature for between 5 and 20 percent off. If all of this sounds intimidating, Demer and Wheeler know that it does take some work, but their goal is to lower this hurdle. “The advice that we give is to start small,” Demer says. n Lynne Daggett MEDIAPLANET

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The Importance of Diversity in Business The business case for supplier diversity is clear and does not need to be restated. For over 50 years, Ford Motor Company has actively worked to drive equity, diversity, and inclusion in its supply base. Two signature mentor programs, MentorME and MentorWE, support the economic advancement of diverse businesses at Ford. Support for diversity MentorME, designed as a group mentoring experience, is open to all certified minority business owners (MBEs) regardless of business industry or type. MentorWE, an exciting oneyear, four-module program for certified women business owners, helps advance and develop their business through corporate executive and peer mentoring, professional coaching, and networking. Ford has an industry exclusive initiative that leverages its intellectual assets to enhance the technical capacity and sustainability of its certified diverse businesses. Effective practices Tier 2 development programs, internal communication, and C-suite commitments are essential components of an effective supplier diversity program. Angela Henderson, head of supplier diversity and inclusion at Ford, has a team that drives accountability for delivering its program goals by actively looking at certified diverse businesses nationally and globally. “We recognize the value to our business by making quality sourcing decisions that include diverse and inclusive suppliers,” she says. “Our program will deliver excellence throughout our supply chain through various forms of engagement, development, and communication. We will celebrate when we make those strategic connections, whether that is connections to our buyers or with our prime suppliers.” Courtesy of Ford 14 •

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Certify Your Diverse Business With These Programs

National Veteran-Owned Business Association (NaVOBA) strives to ensure U.S. military veterans are granted equal access and inclusion in corporate supplier diversity programs. NaVOBA’s mission is to maximize marketplace and supply chain access and competitiveness for America’s Veteran’s and Service-Disabled Veteran’s Business Enterprises (VBEs/SDVBEs) through certification, advocacy, outreach, education, and recognition. NaVOBA is America’s exclusive certifier of Veteran’s Business Enterprises® and a leading advocate for veteran-owned businesses and entrepreneurs. NaVOBA is an independent 501(c)(3) nonprofit organization governed by corporations to ensure its alignment with the needs of corporate supplier diversity programs. Certifying veteran-owned businesses is the core of the NaVOBA’s mission, along with connecting NaVOBA-Certified Veteran’s and Service-Disabled Veteran’s Business Enterprises®(VBEs/SDVBEs) with NaVOBA’s corporate allies. NaVOBA’s world-class certification is accepted by an ever-increasing number of Fortune 1000 corporations as well as states, cities, and other entities. NaVOBA’s certifications directly mirror the MBE and WBE certifications and ensure that any certified VBE is at least 51 percent owned, operated, and controlled by one or more U.S. military veterans. NaVOBA certification creates opportunities for “vetrepreneurs” to become suppliers to corporate America while simultaneously helping corporations accurately measure their VBE and SDVBE spending. Become a certified VBE or SVBE: https://navoba.org/certification/

The National LGBT Chamber of Commerce (NGLCC) is the business voice of the LGBT community and the world's largest organization dedicated to expanding economic opportunities for the LGBT entrepreneurs. NGLCC is the exclusive certifying body for LGBT Business Enterprises (LGBTBEs), used throughout the Fortune 500 and government supply chains. The LGBT business owners NGLCC represents generate over $1.7 trillion in economic impact in America, create jobs, and bring innovative business solutions nationwide. NGLCC is the gateway to capital, mentorship, education, and an extensive array of connections in business. Become a certified LGBT-owned business: https://my.nglcc.org/register/business_enterprise

Disability:IN is the leading nonprofit resource for business disability inclusion worldwide. Partnering with more than 185 corporations, Disability:IN expands opportunities for people with disabilities across enterprises. The Disability:IN Supplier Diversity program is the leading third-party certifier of Disability-Owned Business Enterprises (DOBE®s), including Veteran-Owned Business Enterprises (V-DOBE™s) and Service-Disabled Veteran-Owned business enterprises (SDV-DOBE™s). Recently, the Billion Dollar Roundtable Inc., a collection of corporations spending at least $1 billion with suppliers, broadened its diversity spending metric to include certified disability businesses. Become a certified DOBE or V-DOBE or SDV-DOBE: https://disabilityin.org/what-we-do/supplier-diversity/get-certified/

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