Podcasts about pepsi cola

In this episode of the Impostor Syndrome Files, we talk about confidently leading change. Are you responsible for leading change? Maybe your role requires a lot of influence without authority. Or you're a leader who has to drive change with your team. If so, you know how challenging it can be to get people on board. This week, I talk with Sarena Diamond, a transformation executive, about how to manage the human side of change. Here she shares a 3-step process for approaching change in the face of resistance, which is almost always rooted in fear. We also talk about what to do when you're leading change and you doubt yourself.About My GuestSarena Diamond is a multi-dimensional transformation executive with hands-on expertise in Organizational Change Management, Program & Project Management, Communications, Facilitation, and Training. Throughout her career at Accenture, IBM, Pepsi Cola, Hyperion and Mellon Investor Services, she worked with globally and culturally diverse teams, leaders and stakeholders to deliver transformative outcomes. Her client base spans from Fortune 100 enterprises to PE-backed ventures across a wide array of industries and she has worked with countless leaders struggling to find confidence and comfort in their roles. Sarena is a quick study of people, situations and organizational needs. She faces challenges with curiosity and confidence, brings positivity to seemingly insurmountable problems and is purpose-driven to help teams navigate change effectively. Sarena established Diamond Solutions Group with the goal of partnering with leaders to maximize their investment of time and resources in transformation, while inspiring their teams to achieve great outcomes. Along the way, those same leaders build their own skills, capabilities and confidence such that their inner voice supports achieving greatness and squelches Imposter Syndrome tendencies. ~Connect with Sarena:LinkedIn: https://www.linkedin.com/in/sarena-diamond/ Website: https://www.diamondsolutionsgroupllc.com/~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/challengeLearn more about the Leading Humans discussion group:https://www.kimmeninger.com/leadinghumansgroupJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

Coca Cola obtuvo el martes unos resultados mejores de lo esperado. La compañía del refresco más famoso superó las estimaciones del mercado y de los analistas, con ingresos de 11.544 millones de dólares cuando estos preveían que llegarían a los 10.680 millones. Punto positivo también para su BPA, de 51 centavos, 5 más que el consenso de los expertos y para su beneficio neto, donde han superado los 2100 millones de dólares, un 11% más que en el mismo periodo anterior. Gracias a todo esto sus acciones subieron hasta los 67,46 dólares, su punto más alto desde octubre. A pesar de la venta de algunos activos relacionados con las embotelladoras, sobre todo en India, donde ganaron 293 millones de dólares, Coca-Cola ha sufrido negativamente la renovación de estas plantas. De hecho, la ‘megaembotelladora' europacífica Coca-Cola Europacific Partners, cuyo presidenta es la española Sol Daurella, ganó un 21 % menos que el año pasado. Coca Cola además viene de un año marcado por grandes cambios como el fin de la colaboración con Nestlé de la bebida Nestea. Más de 30 años de relación, que desembocaron en la separación de estos dos gigantes de la alimentación. Ahora van por separado y Coca Cola ha sacado su propia bebida Fuze Tea. Nestlé ahora colaborará con Estrella Damm para seguir produciendo Nestea en nuestro país. Coca-Cola Company fue fundada en 1886 por el farmacéutico John Stith Pemberton. Al principio era vendida como medicina pero poco después estaba ya en los estantes de los comercios. Solo siete años después el también farmacéutico Caleb Dpeneavis Bradham inventó la Pepsi Cola. Una de las claves para entender la rivalidad entre estas dos marcas ha sido la publicidad comparativa. De cara a 2025, John Murphy dijo en la conferencia para inversores que “esperan un crecimiento orgánico de los ingresos de entre el 5% y el 6% y un crecimiento del beneficio por acción comparable neutro en divisas de entre el 8% y el 10%, lo que refleja la consecución del extremo superior de su algoritmo de crecimiento a largo plazo”.

February 13, 1944 - From March Field Jack tells the story of buying calmels in Egypt last summer. Larry Adler the harmonica player joins him to re-create a portion of thier USO act. Refrences include liquid stockings, Pepsi Cola, Wendel Willkie and FDR, The Andrews Sisters, Louis "Satchmo" Armstrong, the songs "Mairzy Doats" and "Deep In The Heart Of Texas".

Amid inflation, restaurants need to get more creative to help bring customers through the door. What exactly can they do to improve traffic? André Moraes of PepsiCo Digital Lab shares how experiences, microinfluencers, and the Local Eats program can help propel restaurants in 2025. More About André Moraes: André leads Digital Marketing in PepsiCo's Global Away from Home division, across all beverage, snack, and food brands. Prior to joining PepsiCo, André worked at both the tech and agency sides of the marketing world - leading consumer strategy and marketing intelligence at Google within the CPG food and beverage sector, as well as heading up some of OMD's global Marketing Sciences efforts. André is also an Adjunct Professor at NYU where he teaches Marketing Analytics to students in the Integrated Marketing masters program. He holds a BS in Finance from Fairfield University, an MS in Digital Marketing from Full Sail University, and is a Fulbright Scholar.   More About PepsiCo: PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated more than $91 billion in net revenue in 2023, driven by a complementary beverage and convenient foods portfolio that includes Lay's, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker, and SodaStream. PepsiCo's product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales. Guiding PepsiCo is our vision to Be the Global Leader in Beverages and Convenient Foods by Winning with pep+ (PepsiCo Positive). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the center of how we will create value and growth by operating within planetary boundaries and inspiring positive change for planet and people. For more information, visit www.pepsico.com, and follow on X, Instagram, Facebook, and LinkedIn @PepsiCo. Visit the PepsiCo Foodservice (now known as Away from Home) LinkedIn Page: https://www.linkedin.com/showcase/pepsico-foodservice-/ More About PepsiCo Digital Lab: The PepsiCo AwayFromHome Digital Lab is a first-of-its-kind group built to connect foodservice operators with exclusive PepsiCo solutions and services as well as the companies, services, insights, and solutions best suited for their specific digital growth needs. Powered by extensive proprietary and partner solutions, the Digital Lab is the first offering of its kind from a foodservice manufacturer directly helping operators of all sizes drive traffic, build check size, and develop their digital business – serving everyone from local single location restaurants, to the largest global QSRs. Check out FI Videos Here: https://foodinstitute.com/category/video/ Subscribe to our YouTube Channel: https://www.youtube.com/@TheFoodInstitute

I'm a lifelong foodie who's passionate about bringing people together through bold, approachable recipes. Growing up, I spent countless hours helping make dinner, cooking fish, and baking holiday cookies with my mom. I also learned the art of smoking meat, grilling, and grinding sausage with my dad during our backyard barbecues. These moments instilled a love for food and taught me the importance of connection around the table. My journey into barbecue started as a way to honor those family traditions while creating new ones of my own. As a self-taught pitmaster, I've drawn inspiration from mentors like Malcom Reed and crafted signature dishes like Bacon Jalapeño Smoked Deviled Eggs, Reverse Seared Tri-Tip, and Pulled Pork. A viral chicken recipe launched me into content creation, where I've built a thriving community and worked with incredible brands like Pepsi Cola, Prairie Fresh, Kingsford, ThermoWorks, and many other big names in BBQ. I'm currently an ambassador for Royal Oak, Heath Riles, How to BBQ Right, and several industry leaders.

Today you'll meet the very talented communications pro and author Andrew Giangola. Andrew recently released the book, Love & Try: Stories of Gratitude and Grit in Professional Bull Riding with the proceeds going to injured bull riders. Here we'll talk about his work with NASCAR, Pepsi-Cola, Simon & Schuster and now with the PBR. It's an inside look at the sport that has captured the "Cowboy Culture" and the hearts of millions of fans. Learn more about the PBR and grab a copy of Love & Try here.  Now, meet the man from Brooklyn, NY who rides a subway and not a horse...Andrew Giangola: Thanks for listening! The award winning Insight on Business the News Hour with Michael Libbie is the only weekday business news podcast in the Midwest. The national, regional and some local business news along with long-form business interviews can be heard Monday - Friday. You can subscribe on  PlayerFM, Podbean, iTunes, Spotify, Stitcher or TuneIn Radio. And you can catch The Business News Hour Week in Review each Sunday Noon Central on News/Talk 1540 KXEL. The Business News Hour is a production of Insight Advertising, Marketing & Communications. You can follow us on Twitter @IoB_NewsHour...and on Threads @Insight_On_Business.

Adríán Rodríguez –representante del Gremio Gasero Nacional–  explica los motivos del paro laboral previsto para el 15 de noviembre, destacando las demandas del gremio para mejorar las condiciones de sus trabajadores. Constanza Carrasco –coordinadora de Incidencia en Intersecta– comenta sobre la reciente aprobación que modifica el catálogo de delitos con prisión preventiva, aliviando preocupaciones sobre una posible criminalización por posesión simple. Valeria Estrada Apodaca –editora general de Revista Espejo– reporta el avance del conflicto en Sinaloa, que ahora incluye ataques con explosivos y bloqueos, motivando la creación de un mapa para registrar esta crisis. Gerónimo Gutiérrez –Exembajador de México en EUA– señala que, aunque sorprendentes, las declaraciones de Salazar sobre seguridad no definirán la relación entre México y EE.UU., sino que reflejan el contexto actual. Rainer Strauss –senior Marketing Director de Pepsi Cola– comparte los detalles del evento ‘El Callejón del Sabor' que se llevará a cabo mañana 15 de noviembre, en el que los visitantes podrán explorar un espacio de historia y sabor, con platillos innovadores y múltiples oportunidades para fotos. Programa transmitido el 14 de noviembre de 2024. Escucha el Noticiero de Nacho Lozano, en vivo de lunes a viernes de 1:00 p.m. a 2:00 p.m. por el 105.3 de FM. Esta es una producción de Radio Chilango.

This week Jim is joined on The CMO Podcast by Greg Lyons, the Chief Marketing Officer for Pepsico Beverages North America. Greg looks over about $28 billion in revenue, with 10 Billion dollar brands, including Pepsi-Cola, Gatorade, Mountain Dew and Bubly. PepsiCo Beverages North America is part of PepsiCo, a $91 billion food and beverage global powerhouse.Greg has been with PepsiCo for over 25 years, and CMO since 2017. He was a guest on the show in May 2020–in the early days of the pandemic. Still, to this day, almost five years later, that episode is one of Jim's absolute favorites. In this episode, they return to many of the themes from that recording, and hear Greg's perspective on empathy, kindness and having fun.Listen to Greg previous episode from May 2020: https://podcasts.apple.com/us/podcast/greg-lyons-pepsico-serving-empathy-at-pepsico/id1460604334?i=1000475927049See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

EPISODE 121: Says former chairman and CEO of Mercury Records, Danny Goldberg in his book Bumping into Geniuses, Bloom's “interest in rock and roll had more to do with the study of mass psychology in action than furthering the aggrandizement of spoiled rock stars. He approached PR as an applied science.” In fact, Bloom used his science to invent simple correlational techniques and no-cost market research tools.  He joined the resulting data to what he calls “tuned empathy” and “saturated intuition” to help build or sustain the careers of figures like Michael Jackson, Prince, Bob Marley, Bette Midler, Billy Joel, Paul Simon, Billy Idol, Peter Gabriel, David Byrne, John Mellencamp, Joan Jett, Queen, Kiss, Aerosmith, AC/DC, Grandmaster Flash and The Furious Five, Kool and the Gang, Chaka Khan, Run DMC, and roughly 100 others.  He contributed to the success of films like The Great Gatsby, Down and Out in Beverly Hills, Outrageous Fortune, and Purple Rain.   In the process, he helped generate $28 billion in revenues (more than the gross domestic product of Oman or Luxembourg) for companies like Sony, Disney, Pepsi Cola, Coca Cola, and Warner Brothers.  And he did it by focusing not on profits but on soul.  The result?  Sterling Whitaker, author of The Grand Delusion: The Unauthorized True Story of Styx, calls Bloom, “probably the greatest press agent that rock and roll has ever known.” howardbloom.net/about-howard-bloom/Contact us: makingsoundpodcast.comFollow on Instagram: @makingsoundpodcastFollow on Threads: @jannkloseJoin our Facebook GroupPlease support the show with a donation, thank you for listening!

Bereits 1710 gründeten Schweizer Ausgewanderte New Bern (North Carolina), wo später Pepsi Cola erfunden werden sollte. Später folgten weitere Siedlungen in den USA. Diese Siedlungen leben bis heute Schweizer Traditionen. Trotzdem verschwinden die Schweizer Wurzeln langsam von der Oberfläche. Jodeln, Jassen, Alphornblasen, Raclette essen oder das Winzerfest feiern - in Siedlungen in der USA, die von Schweizer Ausgewanderten gegründet worden waren, wird dies heute noch zelebriert. Swissness in den USA findet sich aber auch in den verschiedenen Schweizer Klubs oder mit zahlreichen Schweizer Firmen, die in den USA domiziliert sind.

Bienvenue en Caroline du Nord !L'État de Michael Jordan.Dans lequel vous pourrez croiser des cigarettes, du Pepsi Cola, Bruce Springsteen et une plante carnivore (en français : attrape mouche).Invitée : Lauren Collins.Voix & Réalisation : Guillaume Hennette.*** Vous avez vécu dans certains États, y avez fait des reportages ou y avez étudié ? Contactez-nous : pierreyvespietri@bangumi.fr

In this conversation, Liz Ross, CEO of Shift Paradigm, discusses the importance of transparency within a framework in leadership communication. She shares a personal experience where lack of transparency caused disruption and unrest within her organization. Liz emphasizes the need for leaders to communicate the big rocks and immovable objects in a business, while acknowledging that there may still be uncertainties. She also highlights the value of having opposing force personalities in a team to challenge and push against strengths and weaknesses. In this episode you'll learn: Transparency within a framework is crucial in leadership communication to address uncertainties and prevent disruption. Leaders should communicate the big rocks and immovable objects in a business, while acknowledging that there may still be uncertainties. Having opposing force personalities in a team can lead to better decision-making and growth. Having a point of view and being willing to disagree is essential for effective communication and growth. Having a point of view and expressing it is crucial for effective communication and influence. The difference between disagreement and resistance. Why her philosophy is “never look backwards“ How to decide when to push an issue How she had to redirect on a $300 million campaign Advocating for others and building a team that complements your strengths is essential for success. About Liz Liz Ross is the President and CEO of Shift Paradigm and brings more than 26 years of experience leading some of the world's most progressive and fastest-growing agencies. She is passionate about challenging the norm and inspiring marketers to be early adopters of innovative ideas and technology. As a dynamic leader accustomed to navigating today's complex marketing world, Liz has pioneered brand-consumer relationships for clients such as General Motors, Delta, HP, General Electric, United Health Group, Michelin, Citibank, IBM, Clorox, Cox Communications, Hillshire Brands, Visa and Pepsi-Cola, to name a few.   You can connect with Liz Ross in the following ways: Shift Paradigm Website: https://www.shiftparadigm.com LinkedIn: https://www.linkedin.com/in/elizabethross/   You can connect with Dr. Laura Sicola in the following ways: LinkedIn: https://www.linkedin.com/in/drlaurasicola LinkedIn Business Page: https://www.linkedin.com/company/laurasicola-inc YouTube: https://www.youtube.com/c/VocalImpactProductions Facebook: Dr. Laura Sicola Twitter: @LauraSicola Instagram: @drlaurasicola Website: https://laurasicola.com Laura's Online Course: virtualinfluence.today See omnystudio.com/listener for privacy information.See omnystudio.com/listener for privacy information.

In this episode, Jeremy Cordeaux offers his usual blend of commentary, nostalgia, and critique, covering a wide range of topics from the evolution of the magazine industry to modern climate policies. He reflects on societal changes, discusses the implications of government decisions, and provides his perspective on current events. Cordeaux also shares some light-hearted moments, including reflections on historical events and notable birthdays. Key Topics Discussed Nostalgia for the Magazine Industry: Reflections on the once-thriving magazine industry and its rapid decline in the digital age. Government and Society: Criticism of recent government decisions, including the rebranding of the ombudsman to "ombud" and the push for the "Gay Games" in Melbourne. Climate Change Policy: Discussion on the irony of government spending on wetlands, which are significant producers of methane, a potent greenhouse gas. Electric Vehicles (EVs): Skepticism about the hype surrounding electric vehicles, particularly concerning their resale value and the environmental impact of battery disposal. Labor and Union Policies: Concerns about the right-to-disconnect legislation and its implications for work culture, particularly in relation to union influence on labor policies. Military and Brain Injuries: Discussion on the impact of military service on brain health, especially in relation to the shockwaves from weapons. Regulation and Red Tape: Critique of excessive regulation and its impact on businesses, with a focus on the food industry and the broader economy. Vitamins and Supplements: Examination of the vitamin industry and the questionable benefits of supplements, based on a long-term study showing no significant impact on longevity. Historical Reflections: Reflections on notable historical events and birthdays, including the abolition of slavery in Britain, the invention of Pepsi Cola, and the advent of the electric guitar in popular music. See omnystudio.com/listener for privacy information.

As real estate agents, we work hard to win leads and listings…but we lose 75% of them before they buy or sell again. That's because most clients pick a new agent in their next transaction. Since the original agent doesn't reach out to them or stay in front of them, they might not even remember their name.  All of this is unavoidable.  Since it costs 10 times more to get a new client than to keep our current customers, our marketing dollars should be spent on the latter.  Staying top of mind with clients is as simple as providing frequent value over their entire homeownership journey.  How do we retain future transactions years in advance? In this episode, I'm joined by the COO of Kukun, Scott Langmack. He shares how their platform helps agents stay in touch and in front of past clients.  You should be spending your very first marketing dollar on keeping your current clients. -Scott Langmack   Three Things You'll Learn In This Episode  Why agents lose most of their clientsMost real estate agents will walk with the seller until the transaction ends. Why do we need to shift to walking alongside them throughout their entire home ownership journey? Where your first marketing dollars should goIt costs 5-10 times more to get a new client. Can focusing on keeping our current customers slash our marketing budgets significantly? The nosy neighbor strategy Kukun gives agents alerts to things like potential remodels and additions. How can we use this kind of information to provide value to clients?   Guest Bio Scott Langmack is the COO of Kukun, overseeing product, marketing, analytics, investor relations, and more. Prior to Kukun, Scott led global marketing for the largest division of Microsoft, was VP of marketing at Wilson Sporting Goods, and Director of Worldwide Marketing at Pepsi Cola. An avid homebuilder, Scott is now blending his passions of homebuilding and consumer technology at Kukun. Scott lives in Hillsborough California with his wife, who is a real estate agent with Compass. To learn more, go to https://kukun.ai/.    Host Bio  ​​Licensed Managing Broker, real estate professional, avid volunteer, and Major Donor, Marki Lemons Ryhal is dedicated to all things real estate. With over 25 years of marketing experience, Marki has taught over 250,000 real estate professionals how to earn up to a 2682% return on their marketing dollars.

(00:00) INTRO: Medienspiele “Fest des Friedens” 1936 in Berlin | (02:05) OLYMPIA: Die andere Seite der olympischen Medaille - “Krieg und Spiele” - Robert Kempe | (11:20) OLYMPIA: Geheimsache Doping “Schmutzige Spiele” - Hajo Seppelt | (24:20) Sommerferien-Medienbibliothek (2) - „Datenraub. Der neue Kolonialismus von Big Tech und wie wir uns dagegen wehren können“ - Vera Linß | (33:08) PODCAST: Tipps für die Urlaubs-, Ferien-, Reisezeit - Zinnoberette Esther Simon | (44:16) BONUS: OLYMPIA - Coca-Cola-Sponsoring – Pepsi Cola im Weltraum - Annette Müller - Hans-Jürgen Maurus, MM 07.06.1996 | (52:18) BONUS: Medien und Werbefeldzug nach Olympia in den USA - Ingolf Karnahl, MM 09.08.1996 | (57:18) BONUS: Nach Olympia: Die deutsche Brille bei ARD und ZDF? - Andreas Ulrich, MM 09.08.1996 | (1:04:43) BONUS: 10 Jahre ARD-Doping-Journalismus - Hajo Seppelt, MM 06.08.2016 || Jörg Wagner

(00:00) INTRO: Medienspiele “Fest des Friedens” 1936 in Berlin | (02:05) OLYMPIA: Die andere Seite der olympischen Medaille - “Krieg und Spiele” - Robert Kempe | (11:20) OLYMPIA: Geheimsache Doping “Schmutzige Spiele” - Hajo Seppelt | (24:20) Sommerferien-Medienbibliothek (2) - „Datenraub. Der neue Kolonialismus von Big Tech und wie wir uns dagegen wehren können“ - Vera Linß | (33:08) PODCAST: Tipps für die Urlaubs-, Ferien-, Reisezeit - Zinnoberette Esther Simon | (44:16) BONUS: OLYMPIA - Coca-Cola-Sponsoring – Pepsi Cola im Weltraum - Annette Müller - Hans-Jürgen Maurus, MM 07.06.1996 | (52:18) BONUS: Medien und Werbefeldzug nach Olympia in den USA - Ingolf Karnahl, MM 09.08.1996 | (57:18) BONUS: Nach Olympia: Die deutsche Brille bei ARD und ZDF? - Andreas Ulrich, MM 09.08.1996 | (1:04:43) BONUS: 10 Jahre ARD-Doping-Journalismus - Hajo Seppelt, MM 06.08.2016 || Jörg Wagner

Oh what a wicked web we weave as continue breaking down the confusing slice of comic book pie that is Madame Web. We discover how our "hero" will avenge Mike Epps and explain kidnapping these three young women. We also discuss the best table dancing song of 2003 and talk a little bit about Heroes. Thankfully, we're still sipping on refreshing Pepsi Cola, the real hero of this film.

Well, here we are digging into one of the biggest superhero flops and boy are our brains tired. We watched Marvel's Sony's Pepsi Cola's Madame Web, starring a bored Dakota Johnson, bad wigs, and worse ADR. Frankly, we have too much to say about it but luckily we have the refreshing taste of Pepsi and rum to keep us company. (It's the taste of a new generation, after all!) So come back with us to either 2003 or 1993 (we're not sure) as we work our way through a Spider-Man movie that's not about Spider-Man but is also definitely about Spider-Man but shouldn't be about Spider-Man.

Zach, Amin and Mayes can see better than they ever have thanks to this refreshing, delicious, ice cold Pepsi Cola. BRAND NEW CINEPHOBE MERCH - Check it out here: https://bit.ly/CTDMERCH Join the Count The Dings Patreon for exclusive Rewatchingtons, Ad-Free Episodes, extended cold opens and more at www.patreon.com/CountTheDings Cinephobe is now on Youtube! Subscribe and check out CT5s on Video. Subscribe to Cinephobe! Then Rate 5 Stars on Apple or Spotify. Follow Cinephobe on Twitter, Instagram & Threads: CTD @countthedings IG: @cinephobepod Threads: @cinephobepod  Zach Harper @talkhoops IG: @talkhoops Threads: @talkhoops Amin Elhassan @darthamin IG: @darthamin Threads: @darthamin  Anthony Mayes @cornpuzzle IG: @cornpuzzle Threads: @cornpuzzle Email: cinephobepodcast@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Zach, Amin and Mayes can see better than they ever have thanks to this refreshing, delicious, ice cold Pepsi Cola. BRAND NEW CINEPHOBE MERCH - Check it out here: https://bit.ly/CTDMERCH Join the Count The Dings Patreon for exclusive Rewatchingtons, Ad-Free Episodes, extended cold opens and more at www.patreon.com/CountTheDings Cinephobe is now on Youtube! Subscribe and check out CT5s on Video. Subscribe to Cinephobe! Then Rate 5 Stars on Apple or Spotify. Follow Cinephobe on Twitter, Instagram & Threads: CTD @countthedings IG: @cinephobepod Threads: @cinephobepod  Zach Harper @talkhoops IG: @talkhoops Threads: @talkhoops Amin Elhassan @darthamin IG: @darthamin Threads: @darthamin  Anthony Mayes @cornpuzzle IG: @cornpuzzle Threads: @cornpuzzle Email: cinephobepodcast@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

The boys are back and ready to get your cultured! This week we talk about Father's Day Xbox and Nintendo News Food news including Pepsi Cola-ogne and Jumbo Cups AI Sex Bots and a crappy way to go... Come on in, and get yourself Effin' Cultured! --- Send in a voice message: https://podcasters.spotify.com/pod/show/effin-cultured/message

In this episode, Jason sits down with the Vice President of Pepsi Cola of Manhattan and the 2024 chairman of the Manhattan Area Chamber of Commerce's Board of Directors, Jake Wassenberg. Jake discusses his experience managing a family-owned Pepsi distributorship and provides insight on maintaining independence in a corporate-dominated industry. He shares the techniques for stress management he applies while serving in his many leadership roles and emphasizes the importance of gratitude and saying yes to everything. Jake highlights Manhattan's favorable business climate and also discusses the challenges of creating affordable housing and addressing workforce issues. Jake also reveals what one question he wishes people would ask him less?

Music has been an integral part of Martin's entire life. Since his early days as a musician, Martin staged concerts as a teenager (featuring Elton John), worked in various music clubs and was a DJ/Music Director in professional radio.  For 17 years, he was responsible for Pepsi-Cola's international communications, where he worked with the likes of Michael Jackson, Madonna, Tina Turner, The Spice Girls, Britney Spears, Beyoncé, Robbie Williams and Pink, amongst many others. He's founded Ubuntu Music, one of the great labels for new music and jazz and today he shares his thoughts on running the label with us. You will often find him at live shows, whatever the time of the day or night, looking for the next Bird, Dizzy, Esperanza, Charlie, Miles, Ron, Ella, Art or Chet.Support the show

Joining Jim this week on The CMO Podcast is Mauro Porcini, the SVP and Chief Design Officer of PepsiCo, the $91 billion company by revenue. Pepsi's founding dates back to 1893 with the invention of Pepsi-Cola in a small town in North Carolina. In 1965, the Pepsi company combined with Frito-lay to become PepsiCo, and has become one of the most admired food and beverage companies in the world, with brands that range from Cheetos to Mountain Dew to Gatorade to SodaStream to Quaker. Mauro is the first Chief Design Officer to appear on the podcast. And speaking of firsts–Mauro was the first ever Global Chief Design Officer at 3M (where he spent 10 years) and PepsiCo, where he has thrived for the past 12 years. Mauro was born and raised outside Milan, Italy, studied at the National College of Art and Design, and earned a Masters at the Politecnico di Milano. Mauro is an evangelist for human-centric design and has an unrivaled artistic capacity and energy level. Not to mention, he's stylish—with GQ Italy naming him one of the best dressed people in Italy. Tune in for a conversation with one of the top design thought leaders in the world.Follow Mauro on Instagram: https://www.instagram.com/mauroporcini/And pick up a copy of his recent book "The Human Side of Innovation: The Power of People in Love with People": https://www.penguinrandomhouse.com/books/714051/the-human-side-of-innovation-by-mauro-porcini/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Quench your podcast thirst by listening back to this Season 1 favorite all about the little soft drink that couldn't - Crystal Pepsi!~~~Right Now! You're reading a description for this week's episode, Crystal Pepsi. Right Now! This particular episode is a little different, let's be CLEAR. Right Now! Crystal Pepsi was a flash in the CAN (and bottle!) and we're going to teach you all about it! Right Now! They also ran a Super Bowl commercial for it that featured a Sammy Haggar lead Van Halen, singing their hit song, “Right Now!” Right Now!Crystal Pepsi was released to the public in 1992 and (SPOILER WARNING!) was off of store shelves by early 1994. It was part of the “Clear Craze” trend of the early 90's. Consumers were introduced to all sorts of products that you could see right through… Including Zima! Such innovation!This week Ray teaches Rob all about the history of Pepsi Cola, how rival Coca Cola tried answering back with Tab Clear, why they spent $40 million on the ad campaign, and how Pepsi wasn't happy with SNL's “Crystal Gravy” commercial parody.Crystal Pepsi – You've never seen a taste like this!If you like what we're doing, please support us on Patreon, or you can subscribe to our bonus content on Apple Podcasts. And we'd love to find even more listeners, so if you have time, please leave us a rating or review on Apple Podcasts, Spotify, or wherever you listen to podcasts. And if you have any other thoughts or feedback you'd like to share with us, we'd love to hear from you - feel free to email us or send us a message on social media.TEAMRay HebelRobert W SchneiderMark SchroederBilly RecceDaniel SchwartzbergGabe CrawfordNatalie DeSavia WEBSITESCrystal Pepsi Product Information ARTICLESABC NewsBloomberg

Viðmælandi þáttarins er Halla Tómasdóttir, forstjóri B-Team og frambjóðandi til forsetakosninga Íslands árið 2024. B-Team eru samtök alþjóðlegra leiðtoga sem vinna saman að sjálfbærni, jafnrétti, jöfnuði og aukinni ábyrgð í forystu og viðskiptum. Halla er fædd árið 1968 og ættuð af Vestfjörðum og úr Skagafirði en alin upp á Kársnesinu í Kópavogi. Hún er rekstrarhagfræðingur frá Auburn University of Montogomery og með MBA gráðu frá Thunderbird School of Global Management í Bandaríkjunum. Hún stundaði einnig um nokkurra ára skeið nám til doktorsgráðu við Cranfield University í Bretlandi þar sem hún lagði stund á rannsóknir í leiðtogafræði. Halla hóf sinn feril hjá stórfyrirtækjunum Mars og Pepsi Cola þar sem hún vann í mannauðsmálum. Eftir að hún kom aftur til Íslands tók Halla tók virkan þátt í uppbyggingu Háskólans í Reykjavík þar sem hún leiddi meðal annars fyrstu ár Opna Háskólans og verkefnið, Auður í krafti kvenna, ásamt því að vera ein af stofnendum Þjóðfundsins árið 2009. Hún gegndi fyrst kvenna framkvæmdastjórastöðu Viðskiptaráðs á árunum 2006-7, og var ein af stofnendum Auðar Capital, fyrsta fjármálafyrirtæki í forystu kvenna sem lagði áherslu á mannleg gildi og ábyrgð í fjárfestingum. Halla hefur setið í stjórnum ýmissa fyrirtækja og er vinsæll fyrirlesari á alþjóðlegum vettvangi ásamt því að hafa gefið út bókina, Hugrekki til að hafa áhrif, árið 2023. Þátturinn er kostaður af Krónunni, Icelandair og Arion banka.

Your Stupid Minds is back after a February break with the film that connects us all, it's 2024's Madame Web, brought to you by the delicious taste of Pepsi-Cola! Cassandra Webb (Dakota Johnson) is a sassy New York EMT who has trouble connecting to people except for her partner Ben (Adam Scott). After a near drowning she unlocks her latent spider power of seeing the future, something spiders are known for. Meanwhile, Ezekiel Sims (Tahir Rahim), who, and I can't be certain of this, may have been in the Amazon with Cassie's mom when she was researching spiders before she died, is on the hunt for three superheroes who kill him in a dream. He utilizes the NSA's 2003 super-spying technology to track them down. Julia (Sydney Sweeney), Anya (Isabela Merced), and Mattie (Celeste O'Connor) are all on the same train when Cassie gets a vision of their deaths at the hand of Ezekiel. Cassie intervenes and from then on they're on the run and trying to find answers.

Madame Web: Jim is back to report on his take of the much maligned Dakota Johnson release Madame Web! Did Sony pull it off!? Quaaludes: People just accept that ludes don't exist anymore but no one is asking the real question: WHY!? Also we should try them. Fantastic Four: The Fantastic Four cast has been officially confirmed, will this save the attitude around the MCU!? LET'S JUST TALK!, BOOGIE NIGHTS!, DON CHEADLE!, STREAMLINE THE CHATS?!, LINKTREE!, JUICE WORTH THE SQUEEZE!?, FREETARD!, PATREON!, FREE TIER!, SONY SPIDER-MAN MOVIES!, MADAME WEB!, MORBIUS!, VENOM!, CARNAGE!, LETTERBOXD!, FEED ME MORE!, BONKERS!, UNHINGED!, FUN BAD MOVIES!, TOM HARDY!, DAKOTA JOHNSON!, SPIDER PEOPLE!, SPIDER-GIRL!, SPIDER-WOMAN!, POWERS!, EZEKIAL SIMMS!, TERMINATOR!, TIME TRAVEL!, SYDNEY SWEENEY!, BIRDS OF PREY!, SPIDER TEAM!, AMAZON!, ADAM SCOTT!, BEN PARKER!, NSA!, BIG BROTHER!, DARK KNIGHT!, 2003!, BRITNEY SPEARS!, TOXIC!, PEPSI COLA!, PRODUCT PLACEMENT!, JURASSIC PARK!, GARETH EDWARDS!, JEFF'S BIRTHDAY!, WAWA HOODIE!, QUAALUDES!, DRUGS!, OUTLAWED!, CRIMINAL MASTERMIND!, JOKER!, ROBOTRIPPING!, AMBIEN!, WOLF OF WALL STREET!, FENTANYL!, THE BIG CHILL!, CLONOPIN!, XANAX!, JANKEM!, METHAQUALONE!, WAR ON DRUGS!, CRACK!, COCAINE!, PHARMACEUTICAL COMPANIES!, BIG PHARMA!, BASED DEPARTMENT!, DEATH BED!, PEDRO PASCAL!, FANTASTIC FOUR!, SAVIOR OF MARVEL!, VANESSA KIRBY!, DR. DOOM!, X-MEN!, MAGNETO!, MILES TELLER!, TIM STORY!, KUMAIL!, THE ETERNALS!, STEROIDS!  You can find the videos from this episode at our Discord RIGHT HERE!

In this week's episode, Matt & Alex talk about Madame Web. Matt wants to know why Ezekiel Sims is determined to live a barefoot lifestyle, Alex learns that Pepsi-Cola is the root of all evil, and they both don't understand why this film didn't feature a 100% R.E.M. soundtrack. Find out more at https://henchmen-of-comics.pinecast.co

Mon premier sont 9 lettres rouges qui s'entremêlent au bord de l'East River. Mon second est une boisson au cola.Mon tout n'est pas une charade, mais une curiosité publicitaire classée monument historique depuis 2016.L'enseigne néon Pepsi Cola est située sur Long Island City, à l'Ouest du Queens, au Gantry Plaza StatePark exactement. Cette curiosité publicitaire est visible depuis Manhattan, Roosevelt Island, depuis une croisière sur l'East River, ou enfin bien entendu à l'occasion d'une promenade à pied ou à vélo dans le parc lui-même.De jour comme de nuit, on ne peut pas ne pas la remarquer !Une nouvelle curiosité présentée aujourd'hui dans cette nouvelle capsule de RMNY.

[00:00:00] Tommy Thomas: For the past six months or so I've been asking our guests the question “If there was a nonprofit version of Shark Tank and you were on the panel of potential early-stage investors, what questions would you need to have answered before you'd make an investment?”  Well, again, it's just a fun question to ask that has turned into some great information that I believe people who are thinking of starting a nonprofit would find useful. The first force you'll hear is Kristen McClave from Episode 81 - Her Leadership Journey from Johnson and Johnson to Cardone Industries and Beyond. [00:00:38] Christin McClave: Oh, that's a fun question. I think first of all I would really want to understand the leader's background. The team, the person, on Shark Tank, they usually have one other person standing with them. And the Sharks are very interested in where they came from, what their experiences are, how the two or the three of them got together, and the dynamic of them working together and what skills maybe one brings to the table, the other one, fills in the gaps. I'd like to really understand that and know, that there's some experience in them building an organization. I think the other piece to that is really the passion, the drive. What is the problem or the issue the founder or the co-founders are trying to solve and what's driving that? And is that passion or is that issue really going to still be driving them in five years or 10 years? Or is it more of a short-term thing? The other piece, and I think this probably comes from my experience on nonprofit boards that are probably larger than this would be, really understanding the percentage of the budget that would actually be going to the work, the problem solving, the issue resolution, and what percentage of the budget would really be going to administration and or SG&A or overhead, however you want to say it. That may not be important for everybody, all investors, but for me it's the piece that I enjoy digging into from a financial perspective and from an accountability perspective with nonprofits that I either work with or talk to and just understanding, are they managing that equation or that ratio. And also as they get larger, they will certainly have donors, investors, fundraising questions around that in particular. And I think the third thing is I'd like to know, who is mentoring them? How do they have support built around them? Maybe they're an early-stage company, they probably don't have a board yet. But I think in the nonprofit context, it's really important to know those things and to make sure there are people that they've built into their feedback process. Maybe it's just a monthly advisor call that they have with maybe an advisor or a few advisors who meet with them on a regular basis. Because the challenge with a nonprofit, is really thinking through your revenue source. If your revenue is not coming from a product or a service, it's coming from the fundraising donation side of things. You've really got to build out some people in your network who can help you strategize about that and become really good at that. And I'll say just from personal experience, that's part of why I haven't taken on a leadership role in a nonprofit yet in my career because I feel like you have to feel called to the issue or the problem at hand. If you're going to be in a senior role of a not-for-profit organization, you've really got to have a drive and a passion for that cause. And, number two, you've got to really understand the revenue source is very different in the nonprofit space. And you really have to think about, okay, we're raising money for this cause rather than, hey, this product has this gross margin, it's a whole different mindset shift. And maybe someday I will, but for right now I'm in the for-profit space. But I love supporting and being a mentor and advisor in the nonprofit space and supporting them as much as I can.  [00:04:37] Tommy Thomas: Next up is Caryn Ryan from Episode 84 - Her Leadership Journey from BP Amoco to World Vision to Missionwell. [00:04:49] Caryn Ryan: This is interesting, but really Tommy, I don't think it's any different for a for-profit than for a non-profit organization. So you're always asking do you have a good vision? And a really big and important question is, do you have the resources? And that's in terms of money but it's also in terms of the network of people to support you making steps towards your vision and making things happen. And then do you have the drive? Do you feel called for this?  How do you demonstrate that? How do you demonstrate that you have the call and that you have the drive? Are you a persister? One thing that will happen for every new organization is just tons of obstacles and problems. They're nonstop. And so, you have to have that ability to persist and to say, look, I see this obstacle. Am I going to go over it, under it or around it? But for sure I'm going to go around it or get through this. And so, you need to have that kind of foundational trait characteristic. I think the difference really between a for-profit and non-profit is in where you get the money from. The Shark Tank for the for-profit might be from investors or a bank. Whereas the Shark Tank for a nonprofit might be from stakeholders, donors, grantors. So You have to make sure that the business plan reflects that. But you still have to have the money and you still have to have the people. And the sense of call might be different too. I think if you're working in a for-profit, you may have a vision around some new product or service. In the nonprofit world, your call may be even more deeply embedded. Especially if it's a religious calling. It may be something that's very right tied or connected to your faith. It doesn't matter how deeply connected it is to your faith. If you don't have the same things that a for-profit needs your chances of being successful fall. Now, God can always come in and intervene, if you're going to do your part in it, you need the same things that a for-profit does. [00:06:54] Tommy Thomas: Episode 100 was a milestone for the podcast. In the beginning I probably wondered if I would ever get that far. Here's Rich Stearns, the President Emeritus of World Vision US – An Inauspicious Leadership Journey Part Two. [00:07:11] Rich Stearns: The very first question that a Shark Tank guy would ask if you came with a new product is how is this product different from every other product that's already out in the market? In other words, nobody needs another cola drink, Coca Cola, Pepsi Cola, RC Cola. There's plenty of cola drinks out there. So, if your big idea is I'm going to do my own cola drink, the first question is why? So with a nonprofit, for example, I've seen young people that want to start up a new World Vision. I want to help the poor in Africa. And so, I'm going to start my own non-profit organization to help them. And my question is why would you do that? Because World Vision is a 3.2 billion organization helping the poor around the world. Compassion is one and a half billion dollars helping the poor around the world. Samaritan's Purse is a billion-dollar organization. So what are you doing that they're not doing? Why would I give my money to you instead of an established, successful nonprofit that's doing that work? And, a good example of a positive answer to that would be the International Justice Mission. My friend, Gary Haugen, who started it about 27 years ago now, I think, but he looked around and he said, look, there's a lot of organizations that are feeding the hungry and bringing clean water to the poor and doing microfinance. I don't see any organizations that are helping the poor with their legal problems, protecting them from corrupt police departments and representing them in court when they're falsely accused of something or getting them out of bonded labor in India by using the court system. So Gary started International Justice Mission to focus on justice and legal issues. He could have called it “lawyers without borders” if he wanted to, because essentially, he hires a lot of attorneys that go around the world and they work through the legal systems to help people who are being oppressed in various ways. So, the first question to ask is, why would I give to your charity? What is unique about it? And why wouldn't you just partner up with somebody that's already doing this work? If there are nonprofits that are doing it, the next thing you look at is the leader's vision and motivation, right? If there's a powerful leader with a powerful vision and capabilities do you believe that they, just like you'd look at a startup CEO, do they have the right vision? That's the other thing. Because it takes a lot of elbow grease to start up a nonprofit. ++++++++++++++++++ [00:09:39] Tommy Thomas: From Episode 115 Terri Esau - His Journey from Being Known As The Jingle King Of Minneapolis to Philanthropeneur. [00:09:55] Terry Esau: First of all, whatever you're pitching, it has to solve a problem and there has to be a resource to help solve that problem. Like for us, it was like, here's the problem. Kids in America are unhealthy, they're obese, there's poverty, so they can't afford a bicycle. Can help solve some of their health issues, not just physical health issues, but mental health issues, right? I call my bike my carbon fiber therapist because, you're a cyclist. It's like I get on my bike, and I go for a ride. I could be having a bad day, but by the time I get done with my ride, all that stress has just been washed away.  So I'm Shark Tank. I think you'd have to go, what's the problem? What's the solution? And then on top of that you have to go, what's your strategy to bring the solution to the problem? What are the logistics? What are the resources that you need? People who give money to causes, you really have to sell them on the fact that you are going to change the world in some small way. At least in the nonprofit world. In the for profit world, then you have to prove to them that you can make your money back on this investment. For us, we say, yeah, you're not making money back on us, but you should feel really good about what you're doing to change the lives of children. [00:11:38] Tommy Thomas: From Episode 88 - Lisa Trevino Cummins, Her Leadership Journey from Bank of America to Urban Strategies Part Two. [00:11:49] Lisa Cummins: I think the question I would ask is what is your employee turnover? And because I have found nonprofits come and go and employee turnover helps me understand what your commitment is, what your ability is to lead, what your consistency is with your values. Because if you're not consistent, employees won't stay long. Maybe you can explain them once or twice, but if you have an ongoing record of employees that are leaving, then there's a problem there. The other thing I would ask is a lot of nonprofits talk about partners. Let's say, describe the continuum of partnership with these organizations. When you say your partner is this because you dropped off a leaflet at their door. Sometimes that's okay. Depends on what the goal is or  is this talking about someone who you know their name, right? You know their name and you know their story and so you're trying to get at it in a deeper way. Those kinds of things. Yeah, I think those are a couple of questions I would ask. I would also ask how well, and this is important, some people will say this is a political thing and it's not. How well does your organization reflect the communities you're serving? Because if it doesn't, that means there's probably a sense of a pejorative type of approach that is not going to be that is less what could be, and it'll result in less than results than what could be. Does that make sense? [00:13:33] Tommy Thomas: And last, but certainly not least, from Episode 109 John Somerville - His Leadership Journey from Marketing Executive with General Mills to Chief Financial Officer At The University Of Northwestern St. Paul. [00:13:49] John Sommerville: I think the first question is, what need do you believe exists that your ministry or organization will serve? And how is what you're doing, how will that serve that need? Because if there's a true need I think many things follow from that. And if you have something unique that will really help meet that need, then the organization needs to exist. So I think those are big questions. And the other thing that I often ask is, who else is doing this? What I find is that there are people who are pioneers who do something for the very first time, and we write books about those people, but often what we need is I found more often that the people that are innovators they're just being novel without actually being effective and so it's important to understand the need, be able to meet the need, and then also give examples of how that works. You may have a unique spin on it, but the core of it needs to be channeled into an area that others have been successful in the past. +++++++++++++++ [00:14:51] Tommy Thomas: Next week is Christmas. And in keeping with the tradition, I followed for the past two years, I've interviewed someone from the music industry. This year, our guest is David Tolley.  David is an amazing music, composer and arranger, and a tenured professor at Delaware State University. Part of David's story is that a big part of his career was launched from an inauspicious and some might say accidental appearance on the Johnny Carson Show. Join us next week to hear the rest of David's story.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas The Perfect Search – What every board needs to know about hiring their next CEO   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

Perhaps the most iconic ride of all time, "it's a small world" opened at the 1964-1965 World's Fair in New York at the UNICEF pavilion sponsored by Pepsi-Cola and was later moved to Disneyland, opening there in May 1966. Imagineers Mary Blair, Rolly Crump, Blaine Gibson, Marc Davis, Alice Davis, Harriet Burns and Claude Coats worked closely alongside Walt Disney to bring this attraction to life, and the Sherman Brothers (Richard and Robert Sherman) wrote its iconic theme song. With so much incredible history and a compelling message, this attraction is one of the best known in the world, and the song, written as a prayer for peace, is one of the most played songs of all time.   In this podcast episode, we dive into the rich history of "it's a small world" and share some fun facts you might not have known about this attraction. The episodes includes a binaural scenic audio recording from the ride at Disneyland.   What do you find most inspiring about "it's a small world"? Tag me and join the conversation below. YouTube: https://www.youtube.com/@imaginationskyway Instagram: www.instagram.com/imaginationskyway Facebook Group (ImagiNation): https://www.facebook.com/groups/imaginationskyway Facebook: www.facebook.com/imaginationskyway TikTok: www.tiktok.com/@imaginationskyway  Threads: https://www.threads.net/@imaginationskyway Twitter: www.twitter.com/skywaypodcast Email: matt@imagineerpodcast.com  Get Bonus Content If you want to take your love of Imagination Skyway to the next level and help support the show, definitely consider joining us on Patreon for virtual events, bonus content and episodes, exclusive access to our private Passholder communities and more.  How to Support the Show Share the podcast with your friends Rate and review on iTunes - https://itunes.apple.com/us/podcast/the-imagineerpodcasts-podcast/id1244558092 Join our Patreon Group - https://www.patreon.com/imagineerpodcast Purchase merchandise - https://www.teepublic.com/stores/imagineer-podcast?ref_id=8929 Enjoy the show!

I recently had the pleasure of meeting Mat, and I must say, he is absolutely delightful, despite his charming accent. As is often the case with founders, he found it challenging to remain idle after the successful sale of Cloudability for a staggering $1.8B, backed by Founders Fund and Foundry.What if you had a robot chief of staff to help you remember other people's problems? Think of a human-compatible AI product built and designed to enhance your productivity which will, in turn, make you a better executive.In this episode of The Capital Stack, we have Mat Ellis, the co-founder & CEO at Sixty AI and the former founder and CEO at Cloudability. He has previously held executive positions with four startups and key technology roles at Frito-Lay, Pepsi-Cola, and Goldman Sachs. Sixty AI is an AI-powered Personal Relationship Management software optimized for focus and flow, eliminating mundane and time-sucking digital tasks to focus on what matters most.Listen in to learn how to become more productive and liberated from tedious tasks with an AI system that helps you remember the important things. You will also learn how to build a great and viral product that makes a difference and how to create demand for it.What You Will Discover:· [04:31] Mat explains where he gets his humility from and the need to learn constantly.· [06:31] The importance of having problem-solving skills to run an early-stage startup.· [09:50] How he shifted his mindset to avoid compulsiveness when running an early-stage startup. · [13:53] He describes the end of Cloudability and the beginning of Sixty AI – the journey it's been.· [17:52] How Sixty AI is built and designed to be human-compatible for more productivity.· [21:16] The power of a digital system that helps you remember people's problems to enhance productivity.· [31:53] Mat on the business model helping Sixty AI move from zero to one.· [34:26] How to create a great viral product that makes a difference and how to create demand for it.· [36:20] How to become a beta customer and part of the Sixty AI movement.· [37:11] Some random questions with Mat!Memorable Quote:· “The wedge is a great product that makes a difference in your life instantly but also one that's well-known, highly spoken of, and viral.”- Mat Ellis [35:10]Connect with Mat:· Website: https://sixty.app/· LinkedIn: https://www.linkedin.com/in/matellis/

Seasons and hosts come and go, but the pod remains. It took us a few segments to figure out who was hosting the show in this pairing of unconventionally durable wrists, but once we hit our stride we were off to the races. We talk through a Browns win, jump to conclusions, and interview a featured owner certain to make this pod sound like Pepsi Cola.

EPISODE 92: Says former chairman and CEO of Mercury Records, Danny Goldberg in his book Bumping into Geniuses, Bloom's “interest in rock and roll had more to do with the study of mass psychology in action than furthering the aggrandizement of spoiled rock stars. He approached PR as an applied science.” In fact, Bloom used his science to invent simple correlational techniques and no-cost market research tools.  He joined the resulting data to what he calls “tuned empathy” and “saturated intuition” to help build or sustain the careers of figures like Michael Jackson, Prince, Bob Marley, Bette Midler, Billy Joel, Paul Simon, Billy Idol, Peter Gabriel, David Byrne, John Mellencamp, Joan Jett, Queen, Kiss, Aerosmith, AC/DC, Grandmaster Flash and The Furious Five, Kool and the Gang, Chaka Khan, Run DMC, and roughly 100 others.  He contributed to the success of films like The Great Gatsby, Down and Out in Beverly Hills, Outrageous Fortune, and Purple Rain.   In the process, he helped generate $28 billion in revenues (more than the gross domestic product of Oman or Luxembourg) for companies like Sony, Disney, Pepsi Cola, Coca Cola, and Warner Brothers.  And he did it by focusing not on profits but on soul.  The result?  Sterling Whitaker, author of The Grand Delusion: The Unauthorized True Story of Styx, calls Bloom, “probably the greatest press agent that rock and roll has ever known.” howardbloom.net/about-howard-bloom/Contact us: makingsoundpodcast.comFollow on Instagram: @makingsoundpodcastFollow on Threads: @jannkloseJoin our Facebook GroupPlease support the show with a donation, thank you for listening!

Get ready for a captivating podcast episode featuring "Tuesday Night Detectives" on Vintage Classic Radio! We begin with the thrilling radio drama "Casey, Crime Photographer." Originally airing from 1943 to 1955, this B-grade detective series stars Staats Cotsworth as Casey. In the episode "Blonde Lipstick," Casey, the hot-tempered Boston Mick crime photographer, gets entangled in the murder of a glamorous actress. With his camera and sharp wit, Casey uncovers a web of betrayal and hidden motives. The camaraderie with reporter Ann Williams and the assistance of Captain Logan (Jackson Beck) make this episode a true classic. Next up is "Counterspy," a captivating espionage series that aired from 1942 to 1957. Created by Phillips H Lord, the show follows David Harding, chief of US Counterspies, as he tackles global espionage threats. A powerhouse in old-time radio, Lord was known for shows like Gangbusters and Mr. District Attorney. Airing from 1942 to 1957 on NBC Blue (later ABC) and the Mutual Network, the show met the appetite for WWII and post-WWII espionage, following chief of US Counterspies, David Harding. In "The Industrial Spy Ring," Harding and his team race against time to thwart a dangerous industrial espionage operation. With unique insights potentially influenced by Lord's connections to intelligence agencies, "Counterspy" explores intricate plots and patriotic duty. Though not confirmed, Lord's presumed access to law enforcement and intelligence agencies, facilitated by Gangbusters' connection with J. Edgar Hoover, lent authenticity to the series. This episode showcases the tense atmosphere of the Cold War era, accompanied by Pepsi-Cola sponsorship and the hallmark quality of sound effects. Tune in for an evening of classic radio mysteries, where Casey's photographic sleuthing and Harding's espionage battles take center stage. Join us for an immersive experience that captures the essence of radio's golden age, transporting you to a world where intrigue and suspense unfold with every twist of the dial. Don't miss Vintage Classic Radio's Tuesday Night Detectives every Tuesday evening, featuring back-to-back episodes of the finest detective radio dramas from the 1930s through the 1960s.

[00:00:00] Rich Stearns: I learned early on, just the importance of, I've said this earlier, being truthful and being a person of integrity in the workplace, you never get caught in a lie if you don't lie. And so, some of my early bosses drill that into my head. Bad news delivered late is terrible. Bad news delivered early is the best thing. If you have bad news, deliver it early. And don't try to hide things when they're going south. Tell the boss or the management that you've got a problem early on. +++++++++++++++++++++ [00:00:28] Tommy Thomas: Thank you for joining us today. We're continuing the conversation we began last week with Rich Stearns President Emeritus of World Vision US.  Today we will continue with Rich's leadership journey. We'll also be discussing the all-important topic of board governance. I'm so grateful to Rich for taking time from his schedule to talk with me. As we mentioned last week, the search that JobfitMatters conducted that brought Rich to World Vision literally set our practice on a trajectory that helped make the firm into what it is today.  Let's pick up on the conversation we started last week. If you were creating a dashboard for a nonprofit to get at their health, what might the dials look like? How do you tell if a nonprofit is healthy? [00:01:19] Rich Stearns: This is one of my pet peeves. You've got these services like Charity Navigator and almost all of these services focus on financial metrics. What's the overhead? What's the balance sheet look like? What's the recent growth been over the last two or three years? Basically, those things have very little to do with whether a charity is a good charity, a well-performing charity, or a poorly performing charity. So, the only thing that really matters is the kind of impact that the nonprofit is having. It's about impact. So, let's say it's a homeless ministry, right? What matters in a homeless ministry is how many of their clients actually get out of homelessness and go on to lead independent lives. That's really the outcome that you're looking for in a homeless ministry. And sometimes homeless ministries talk about how many beds they have and how many nights off the street they give their clients. But just giving somebody a safe bed for the night doesn't solve their problem, right? So, you can say we put 300 men to bed every night, in this homeless shelter, and the next day they're on the street again and then the following day they come back to the shelter and there's nothing wrong with providing some safety for a little bit, but ultimately, you're looking for the cure, right? How do we help these men, if they're men, get out of homelessness and get into more productive lives? But none of these charity evaluation websites talk about impact because it's so hard to measure. And it could be that the charity with the greatest impact also has high overheads. So, they get a negative rating from Charity Navigator, even though they were having a tremendous impact on the people that they're serving. You always try to get inside the charity and say, what kind of work are you doing? And are you making an impact? Now, after that, you start to look at finances. So, at World Vision, we got into the clean water business a number of years ago. So then there's a measure called impact per dollar spent. The cost to bring clean water to one person for life through World Vision is $50. So, you tell a donor that for $50, I don't know what your water bill is, but mine's higher than $50 a month. But for $50 I can bring clean water to a person for life in Rwanda. And then I say, how many people do you want to bring clean water to? How big a donation can you make? So that's impact per dollar, right? Impact per dollar spent. And that's the other thing I tend to look at. [00:03:50] Tommy Thomas: Kind of a similar question. I've been asking this the last month or so and I've gotten some fascinating responses. If you were a judge on a nonprofit version of the shark tank and nonprofit startups are coming to you for early-stage funding, what questions have you got to have solid answers for before you open your checkbook? [00:04:10] Rich Stearns: The very first question that a shark tank guy would ask if you come with a new product is how is this product different from every other product that's already out in the market? In other words, nobody needs another cola drink, Coca-Cola, Pepsi Cola, RC Cola. There are plenty of cola drinks out there. So, if your big idea is I'm going to do my own cola drink, the first question is why? So, with a nonprofit, for example, I've seen young people that want to start up a new World Vision, right? I want to help the poor in Africa. And so, I'm going to start my own non-profit organization to help them. And my question is why would you do that? Because World Vision is a $3.2B organization helping the poor around the world. Compassion is $1.5B helping the poor around the world. Samaritan's Purse is a billion-dollar organization. So, what are you doing that they're not doing? Why would I give my money to you instead of an established, successful nonprofit that's doing that work? And, a good example of a positive answer to that would be the International Justice Mission. My friend, Gary Haugen started it about 27 years ago. He looked around and he said, there are a lot of organizations that are feeding the hungry and bringing clean water to the poor and doing microfinance. I don't see any organizations that are helping the poor with their legal problems protecting them from corrupt police departments and representing them in court when they're falsely accused of something or getting them out of bonded labor in India by using the court system. So, Gary started International Justice Mission to focus on justice and legal issues. He could have called it “Lawyers Without Borders” if he wanted to, because essentially, he hires a lot of attorneys that go around the world, and they work through the legal systems to help people who are being oppressed in various ways. So, the first question to ask is, why would I give to your charity? What is unique about it? And why wouldn't you just partner up with somebody that's already doing this work? If nonprofits are doing it, the next thing you look at is the leader's vision and motivation, right? If there's a powerful leader with a powerful vision and capabilities you believe, just like you'd look at a startup CEO. Do they have the right vision? That's the other thing. Because it takes a lot of elbow grease to start up a nonprofit. [00:06:40] Tommy Thomas: Frederick Wilcox said progress always involves risk.  You can't steal second base with your foot on first. What's the biggest risk you've ever taken and how did it come out? [00:06:51] Rich Stearns: Let me mention the Parker Brothers thing again. So, getting Parker Brothers into video games was a huge risk. We had to take our foot off first base because we had to hire 180 people.  We had to create almost another whole company and another whole capability within the company to enter this new marketplace. Cost a lot of money, and a lot of investment upfront, and I would say the outcome was both good and bad. So initially for a couple of years, we doubled the size of the company. We had huge growth, huge profit. But then about two years in, the whole video game market collapsed. It had been a bubble and it collapsed. And when it collapsed, we had seven of the top ten selling video game cartridges in America. From our startup position, we had been very successful. But once the market collapsed, you couldn't give those products away. They were selling video game cartridges, three for $10 in a barrel at Toys R Us because the market was glutted with people trying to get into that market. It was a little bit like the Dot Com bubble in 2000. So anyways, all that profit we made. We had to give it all back over the next few years. That's one of the reasons I got fired from Parker Brothers. But I tried to persuade Parker Brothers to stay in there, hang in there, right? Because video games are going to come back. But they decided that it was too risky. They wouldn't stay in. And of course, we now know that the video game market is bigger than all of Hollywood combined in terms of revenues. And it's bigger than most professional sports. And so had we stayed in video games, we would have probably had huge opportunities in the future, but that was a huge risk to take. And when you take a risk, you bet big, and you lose big, or you win big. I think the other risk was the AIDS campaign that I did with World Vision, because there was a possibility that HIV and AIDS would turn the American church against us. People say, why are you doing this? Why are you helping people that were affected by this, disease that's sexually transmitted? I thought you were about helping children. And so, we had to get our messaging right with AIDS. We took a bit of a risk to go there, but in the end, it really paid off because what people learned about World Vision is that we would tackle the most difficult issues in the most difficult places. And that earned us a lot of respect from pastors and donors. Because nobody else was doing it at the time, nobody else was willing to take that risk. And we did, and ultimately a lot of organizations followed us a few years later. But that was another pretty risky venture. [00:09:39] Tommy Thomas: What's the best piece of advice anybody's ever given you? The best piece of advice that I have received is to be truthful and be a person of integrity in the workplace. You never get caught in a lie if you don't lie. [00:09:41] Rich Stearns: The best piece of advice that I would say, first of all, I learned early on, just the importance of, I've said this earlier, being truthful and being a person of integrity in the workplace. You never get caught in a lie if you don't lie. And so, some of my early bosses drill that into my head. Bad news delivered late is terrible. Bad news delivered early is the best thing. If you have bad news, deliver it early. And don't try to hide things when they're going south. Tell the boss or the management that you've got a problem early on. One piece of advice I got during a difficult time, I can't remember where I was, probably at Parker Brothers. It was a difficult year and one of my coworkers said, what you have to understand, because most of us, we're afraid we're going to lose our job or we're afraid something's going to happen to us. And he used to say, remember this company needs you more than you need them, right? Because if you're a good worker and you're productive and you've got good ideas, the place you work for needs you more than you need them. And I learned that later as a CEO looking for good people. When I had good people working for me, all I want to know is how do I keep them? How do I motivate them? I need them more than they need me because they can find another job, but it's going to be hard for me to find another person of that caliber. So, the importance of retaining really good people struck me. +++++++++++++++++ [00:11:09] Tommy Thomas:  You've been out of office for a couple of years now, but let's go back three or four years.  If you had invited me to one of your staff meetings and then we had dismissed you, and I asked the team what's the most difficult thing about working for Rich?  What might I have heard? [00:11:27] Rich Stearns: I don't know. I want to say you have to ask them that question. You've interviewed some of the people that worked for me in the past. But I would probably say I tended to be an idea machine, that in a particular meeting, I would throw out 20 new ideas. What about this? Or what about that? What if we did this? And what I learned is that when you're the CEO people are frantically taking notes on everything that comes out of your mouth. Let's say you throw out 20 ideas. They're likely to leave that meeting and spend the next month pursuing all 20 of those ideas. And I realized that I had to tell people, look, I'm going to throw out a bunch of ideas in this meeting. I want you to throw out ideas too. Not all my ideas are good.  Number one:  Don't be afraid to challenge me just because I'm the president.  In this room let's think of ourselves all as equals. Everybody in this room has got good ideas and we need to challenge ideas. Some are good, some are bad, some are worth keeping, and some are not. They're like panning for gold, right? I realized that I needed to give people permission to challenge me as a leader and to challenge me in front of other people. I used to say, if you don't challenge my ideas, you're not very useful to me because I need other people to help me evaluate which of these ideas have merit and which ones really don't. And if you can't contribute to that, why are you at the meeting? You realize that they probably say Rich threw out too many ideas at the meeting. And I left wondering which ones do I really focus on? So I think that could have been frustrating sometimes for people. [00:13:04] Tommy Thomas: What do you think they would have said was the most rewarding part? [00:13:09] Rich Stearns: I don't know. I like to feel that people enjoyed working for me. I tried to create a sense of camaraderie among my teams.  I tried not to lead like the imperial CEO that I'm the boss and you're not. Or I'm here on the organization chart, you're down here. So I tried to be more of a collaborative leader.  Hey, we're all a team and every member of the team is important. All these people that work for me are made in the image of God and they have incredible talents, ideas, backgrounds, uniqueness, unique gifts, and talents. Everyone's gifts are different. And you've all got great ideas. And I tried to, especially in the latter half of my career, I started to see that all these people that work for me are made in the image of God and they have incredible talents, ideas, backgrounds, uniqueness, unique gifts, and talents. Everyone's gifts are different. Everyone's abilities are different. And when you start seeing that kind of symphony of talent in front of you, you're like an orchestra conductor and you say, how can I bring the beautiful music out of these talented musicians that I have working for me? I might have a CEO who was brilliant. In fact, you knew one or two of my CEOs who would have been terrible at marketing, right? But he was a brilliant CFO. And so, I recognized that and made sure that I relied on him and leaned into him for his giftedness. Then over somewhere else, I've got a really talented person in product development coming up with new products. And so, you bring that talent out. Ultimately, a leader is like that orchestra conductor. How do you get all these really gifted musicians, each gifted in a different way to play together so that what comes out is a beautiful symphony instead of, discordant, loud sounds that are unpleasant. I like to think that I could create a positive work environment, positive culture for the team. And what I learned about success in the workplace is that teams of people that work well together and feel valued and are in a healthy culture, they're much more productive than people in a negative difficult culture. Culture matters a lot and leaders tend to create culture. [00:15:20] Tommy Thomas:  Here's a quote I'd like you to respond to: “When you're sitting around the table with your leadership team, you never want to be the smartest person at the table”. [00:15:29] Rich Stearns: I love that quote. And actually, one of my first, I'll go back to Parker Brothers, the President of Parker Brothers, Randolph Parker Barton, when I joined was the family vestige or holdover from the old company that had been acquired by General Mills. Mr. Barton was, how do I say it? Not the most capable leader. He didn't have a Wharton MBA. He didn't come up through other consumer products companies. He inherited his job because he was a family member. He knew a lot about toys and games, but he wanted to hire the smartest, most gifted, talented people he could find and let them do what they were capable of doing. And he developed a reputation from within General Mills, the parent company, for having some of the brightest up-and-coming leaders in the whole General Mills organization, which was much bigger than Parker Brothers. And he basically did it by hiring well and then delegating a lot of authority and influence to the smart people that he hired. He never felt threatened by them because he realized that as long as he kept hiring the best people, he would get the best performance for his division. And General Mills would reward him as the president with bonuses and compensation, increase and all of that. I learned from him to hire really the best people you can, to try to find people smarter than you or smarter than you in their field. Hire the best people you can. Try to find people smarter than you or smarter than you in their field. So again, a CFO who is much better at finance than I am, or hiring a head of human resources that's much more gifted than I am in human resources. A General Manager or a President is really a generalist, right? The orchestra conductor can't play all those instruments, so they need people that are really good at the violin, really good at percussion, really good at clarinet and woodwinds. And when you get the very best musicians working for you, that's when the beautiful music starts to happen. +++++++++++++++ [00:17:34] Tommy Thomas: Let's just switch over to board service. I think board service is hard at any level. Talk to me about the board chair. What's the primary function of the chairman of the board? [00:17:49] Rich Stearns: I think the primary function of the Board Chair is to manage the board.   We used to have 18 board members at World Vision. It was a pretty large board. And you got 18 people in a room that are all pretty smart. They're all from different walks of life and they've got ideas and suggestions and things of that nature. The Board Chair's main job is to manage the Board.  That Board Chair reminds the Board that their job is governance, a policy role. And the Board Chair has a very important role in focusing the board on the job at hand. You're not necessarily here for everybody to throw in their ideas. We have a professional staff to run the company or run the organization. The board chair reminds them that their role is a governance role, a policy role. Certainly, their ideas can be offered, but it's really the role of the CEO and the staff to determine whether those ideas are effective or usable. I think the board chair really must control the work of the board and direct it in the right ways. And he's basically herding, 10, 12, 15 other board members, to focus on the job at hand. The other role of the Chair is to be close to the CEO so that the CEO and the board chair are on the same page. The Board Chair can deliver some difficult information to the CEO if let's say the performance is poor or other board members have a problem with the way the CEO is conducting the meetings or leading the organization. The Board Chair is often the messenger that brings that information to the CEO, hopefully in a way that's redemptive instead of crushing, that, how can I help this CEO be more successful by giving feedback to him from the board?  The board chair is really a pretty critical pivotal role. [00:19:37] Tommy Thomas: I know your past Board Chair for the last few years of your time at World Vision. What was the key to you and Joan working together so well? The key to a CEO / Board working relationship comes down to mutual respect. [00:19:45] Rich Stearns: I think it comes down to mutual respect. I think Joan had a lot of respect for me. I was a long-serving CEO of World Vision by the time she was Board Chair. She had a lot of respect for me, my capabilities, and what I'd accomplished at World Vision over those years. But I also had respect for her and her position.  I always respected the Board Chair's position because in my worldview, the board chair and my board in a Christian organization, that was God's way of holding me in the organization accountable. These people were accountable before God for this ministry that was entrusted to their care and their governance care as board members. And I never saw the board as an adversary, I always saw them as really a gift that they were there to keep us on the right track, to keep us out of trouble, to ask the tough questions that needed to be answered to make sure we were financially solvent, to make sure we stayed on mission. And by respecting their role they could see that I respected them, which caused them to respect and trust me more. A board relationship is very much about trust. If if the board trusts the leader who's leading the organization and that leader's team that's a critical ingredient. And the leader has to trust the board not to do inappropriate things or get involved in inappropriate ways and not to be disruptive and if you have mutual trust, which the chair often negotiates that, or referees that, or tries to ensure that you're off to a good start with a board CEO relationship. [00:21:24] Tommy Thomas: When I interviewed you back in 2017 you mentioned that from your perspective, the best thing that the World Vision Board did for you when you came on was you recalled an offsite retreat where y'all got introduced to each other. Could you share a little bit about that with us? We probably have a lot of up-and-coming CEOs listening and that might be an interesting discussion. [00:21:45] Rich Stearns: I don't know how much that costs. Probably not much, but it was the best money World Vision ever spent. When I came into World Vision the Board and the CEO had what I'd call a turbulent relationship. He wasn't thrilled about his board and the way they behaved, and the Board wasn't thrilled about him in certain ways. And so, I was coming into kind of a troubled marriage, right? You could say there'd been a divorce, and I'm the new husband coming in. And so, the Board had enough wisdom to say, you know what, we should start off on the right foot here. Why don't we hire a board consultant to come in and do a two-day retreat with a new CEO to teach the Board and the new CEO how best they should interact and communicate with one another? So, a friend of yours and mine named Bob Andringa, he's retired now, but he was in the Board consulting business. He's written at least one book if not several. He came in and he conducted a Board Governance 101, 102 course for all of us and gave us tools to use and dealt with different scenarios of the dos and don'ts for Board Members and the dos and don'ts for the staff and the CEO. Here is the best way to understand your responsibility as Board Members. This is what your responsibility is, and this is what your responsibility is not. This is the role you play. This is the role you don't play. And the same with a CEO. Rich, your role is this. The board's role is to establish policy. I guess the best way to say it is it laid down the ground rules for a healthy relationship. And I don't think it's an exaggeration to say I had a 20-year honeymoon with my board. Not that there wasn't an occasional marital argument over the years. But it was like a 20-year honeymoon with the board. And I respected them, they respected me. My staff, when I first started, after a year, they said, boy, you've had a one-year honeymoon with this board. It's amazing. Because they'd seen some of the dysfunction in the prior years. And 20 years later, they were still saying you're still on your honeymoon. And in terms of my response, what I attribute it to, is what I talked about earlier, Tommy, that the board knew they could trust me. I would never tell them a lie. I would never hide anything. I was completely transparent. Anything they wanted to talk about at a board meeting, we could talk about. Any numbers they wanted to see; we'd show them. If I had some bad numbers, I'd bring them to the board and say, look, this is not good, and here's what we're going to do.  They never felt I was hiding anything. And so that created trust as well. The board knew they could trust me.  I would never tell them a lie. I would never hide anything. I was completely transparent. Anything they wanted to talk about at a board meeting, we could talk about. +++++++++++++++++++++ [00:24:34] Tommy Thomas: One of the guys that you've influenced over the years is Joseph J. Mettimano, the President at Central Union Mission in Washington, DC. And when I interviewed Joe he talked about a lesson he learned from you about the President's Report to the Board. He would attribute part of his success to what he learned from you there.  Tell us about that. [00:24:53] Rich Stearns: I started every board meeting with a President's Report. So, the Board is gathered, in the case of World Vision they've flown in from all over the country and here they are at the World Vision board meeting, and remember, they're all volunteers, some are pastors, some are business people.  They're from all walks of life and so I tried to use the President's Report to basically bring them up to speed on what was going on at World Vision. What were the important issues? What were we doing about the important issues? How are the finances doing? I tried to answer as many questions as they might have in advance. I started every board meeting with a President's Report. I tried to use the President's Report to basically bring them up to speed on what was going on at World Vision. What were the important issues? What were we doing about the important issues? How are the finances doing? Because the rest of the board meeting, the finance committee was going to meet and other committees were going to meet. And I tried to use the President's Report to cast a bit of a vision for where we were as an organization, where we're headed, what my outlook was for the coming year or the coming quarter. And I try to use the Board Meeting to really cast a vision to remind them of the mission of World Vision. Often, I would start with a trip report. I've just gotten back from the Syrian refugee crisis, and I want to tell you what I saw. I would remind them, we're sitting here in a nice boardroom, but people are dying all over the world. And our job is to intercede for them to help them to rescue those who are perishing, as the book of Proverbs says. And so, trying to remind them why they were here, why World Vision was here, and then look under the hood at the financials, the numbers, the revenues, the overhead, and you had to deal with issues like real estate transactions and mundane stuff like that. I wanted to always put it in the context of the bigger mission, vision, and values of the organization. My President's Report would sometimes go 90 minutes to two hours, which is a lot. But usually, the board would say that was the highlight of the meeting because that really brought them up to date on everything. My President's Report would sometimes go 90 minutes to two hours, which is a lot. But usually, the board would say that was the highlight of the meeting because that really brought them up to date on everything. [00:26:46] Tommy Thomas:  I've done a little bit of speaking here over the past three or four years, most of it pre-pandemic on succession planning and one of the things that we talk about in that is how much of the outgoing president's identity is tied up in his or her current job. You've been away now for almost two years, any reflections on that? Did you have any trouble walking away? [00:27:11] Rich Stearns: No, I didn't actually. I talk about this a lot. We had a very orderly succession process when I left World Vision. In 2015, I hired a Chief Operating Officer, and he worked under me for three years, learning the ropes. He then became a candidate to succeed me, although the board did a nationwide search. They ultimately selected him. But about two years before I retired in an executive session of the board, I said, look I'm planning to retire.  I had a contract that expired in two years, and we renewed my contract every five years for 20 years. And I said, at the end of this contract, I'm planning to retire and I'm giving you a gift right now. The gift is number one, I'm leaving without any drama, it's like you're not having to talk at the bathroom breaks about when is the old guy going to retire, when is he going to leave, I'm retiring, I want to retire at the top of my game, not at the bottom of my game. And that's a gift to you because now as a board, you can focus totally on how can we have the best transition process. How can we use this time to find the very best candidate to replace Rich? And you don't have to worry about any of the drama or that I'm going to be clinging to power and so long story short, Tommy, they did a very good job. They did a pretty thorough search. They took a lot of advice from me because I said a lot of nonprofits do this very poorly. And some of the nonprofits that I shared with them during my 20 years at World Vision, some of these nonprofits that were peer organizations had 10 CEOs come and go. And I said that's very unhealthy for an organization to have 10 years. And the reason they had 10 CEOs is because their nonprofit volunteer board continued to make bad decisions about who to hire, so I wanted to help them make a good decision about who to hire with all the facts on the table and knowledge. So then I retired, and I had a nice retirement party. We had a passing of the torch to my successor, Edgar Sandoval, who was the COO under me for the last three years. Then I walked away, and I know a lot of people really have a struggle in retirement and they feel like they've lost their identity. I felt like I gave everything I had for 20 years. I gave World Vision everything I had to offer. It's somebody else's turn. I sensed it was time for fresh leadership. I was 67 years old I had a family, a growing family, grandsons, a wife that I had been away from for a lot of months during my time at World Vision, traveling internationally and I was ready, and I looked at retirement as this is my sabbath rest after a 45-year career. [00:30:01] Tommy Thomas:  Bringing this thing to a close. What's something that you would have liked to have told a younger version of yourself? [00:30:09] Rich Stearns: You know a couple of things come to mind. One is comical - a career is a very long time. In your 20s or 30s, you're in a particular job in a particular industry or sector and your career seems you're focused on this year, right? You're right now, this job, maybe you're thinking about what would my next job be, but in a 40-some-year career, you can do a lot of different things, and if you feel like I used to, I tell young people, if your current job is not your dream job, and it probably isn't, think of it as a stepping stone toward your dream job. Because every job you have gives you more information, more experience. I'm good at this. I'm not good at that. I like this kind of environment. I don't like this kind of environment. You're learning more about yourself and hopefully, the next job you have, the next company, or whatever organization you work for becomes a better and better fit, and more and more like your dream job, the dream situation that you'd like to be in. So don't get too impatient. A career is a very long time. Look at me. I started out selling shaving cream for Gillette. I ran a toy company. I was there for nine years. I spent 11 years at Lennox China selling fine china, crystal gifts, and things like that. Then I spent 20 years at World Vision. I've had three or four different careers during my 40-some years, and then developed a fifth career as an author. I've written four books now. You can do a lot of things in 40 years. Even if you don't like your current job, take heart. There's hope your next job may be the one that you really love and really fits you well. One other thing I'd say, this is a little piece of managerial advice, the most powerful tool in a leader's vocabulary is encouragement. You motivate people a lot more with encouragement. Hey, that was a great idea you had at the meeting today. Wow, I loved your contribution to that discussion. The most powerful tool in a leader's vocabulary is encouragement. You motivate people a lot more with encouragement. That report you gave was fantastic. With that kind of affirmation, people just thrive and they bloom when they get a compliment from the boss. The problem is, as bosses, we often like to lead with criticism. Yeah, I didn't like the way you ended that presentation. Or, 90% of the presentation could have been fabulous, but you didn't like their last two slides. And you think, oh, so what do they hear? I failed. The boss didn't like it. And that diminishes people. It crushes their spirits. You attract a lot more bees with honey than you do with vinegar. There's a time for correction. And even correction is more easily digested when it's preceded by praise and encouragement. I think it's a superpower that a leader who really encourages people, we've all raised kids, and your kid will bring home some crazy drawing from first grade. And what do you do? You praise it and say, I love the way you drew that pumpkin for Halloween, I love the way you drew that house. We praise them. We encourage them. We need to find ways to praise and encourage our staff, and our teams. And then again, correction, when needed, obviously in the right circumstances, but encouragement is powerful. Tommy Thomas:  Thank you for joining us today and thanks to Rich Stearns for sharing his leadership journey with us. I've put links to all of Rich's books in the episode notes, along with some that he and his wife Reneé wrote together. Several months ago, we began to put a transcript of the podcast in the episode notes. Many of you have commented on how helpful this is to you.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas World Vision Books by Rich Stearns: Lead Like It Matters to God: Values-Driven Leadership in a Success-Drive World by Richard Stearns The Hole in Our Gospel 10th Anniversary Edition: What Does God Expect of Us? The Answer That Changed My Life and Might Just Change the World by Richard Stearns Books by Rich and Reneé Stearns: God's Love For You Bible Storybook by Richard Stearns & Reneé Stearns He Walks Among Us: Encounters with Chris in a Broken World by Richard Stearns & Reneé Stearns   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile

No time for a full episode? Check out these segments from podcast episode 147! “Pop Culture Headlines” includes Disney's trend of its blockbuster movies not making as much in the box office lately. Are the movies going down in quality, changing moviegoer behaviors changing, streaming impacts or some combination of a few factors? We discuss! In our “Ask An Idiot” segment we talk the new social media app ‘Threads!' ‘Threads' is Instagram's new Twitter competitor. Do we need something new to compete with Twitter? Do we need another social media app in general or is this another waste of time? Pepsi Cola is introducing “Colachup” which is a ketchup blended with Pepsi Cola. Interested to try or does it sound gross? Listen to us weekly on your favorite podcast platforms including Apple Podcasts, Spotify, Overcast, Google Podcasts, Amazon Music, Overcast, iHeart Radio, Vurbl, Goodpods, Podvine & more! Watch us on our YouTube channel & the B.O.S.S. Code Media Network! Show info can be found on our website: convincingidiots.wordpress.com Find show links on our Link Tree: https://linktr.ee/ConvincingIdiots Email us at ConvincingIdiots@gmail.com. Enjoying the show? Consider becoming a Patreon: https://www.patreon.com/ConvincingIdiots Or support the show from our main podcast page: https://anchor.fm/convincing-idiots YouTube Channel: https://youtube.com/@convincingidiots Show merch store here: https://convincing-idiots-podcast.creator-spring.com/ We hope we convince you to listen & subscribe! --- Support this podcast: https://podcasters.spotify.com/pod/show/convincing-idiots/support

Welcome back to another episode of "The Secret to Success" podcast. In today's episode, we delve into the art of making yourself stand out in a crowded marketplace. Drawing inspiration from "The 22 Immutable Laws of Marketing" by Al and Laura Ries, we explore key strategies to differentiate yourself from the competition and establish a unique position in the minds of your customers.Here are key points discussed in this episode.1. Create a Distinct Category:  - Discuss the importance of creating a category in which you can be the first and foremost player.  - Emphasize the need for a category that is supported by a singular word, making it easier for customers to associate your brand with a specific concept.2. Be the Opposite of the Leader:  - Highlight the strategy of fighting against the market leader by positioning yourself as their opposite, rather than attempting to be better than them.  - Explain how this approach can help you carve out a distinct niche and attract customers who are seeking an alternative to the market leader.3. Avoid Line Extensions:  - Share insights from "The 22 Immutable Laws of Marketing" regarding the risks of brand extensions.  - Discuss the idea that your brand is not necessarily the one that works, but rather the association with something.  - Encourage listeners to focus on building associations and connections that resonate with their target audience.4. Study Customers, Market, and Trends:  - Emphasize the importance of conducting thorough research to understand your customers, market dynamics, and emerging trends.  - Discuss the concept of finding the "one move" that will have the greatest impact on your brand's success.  - Encourage listeners to analyze their customers' needs and preferences, identify gaps in the market, and adapt their strategies accordingly.In a competitive business landscape, it's crucial to make yourself stand out from the crowd. By following the principles outlined in "The 22 Immutable Laws of Marketing," you can create a unique category, position yourself as the opposite of the leader, avoid ineffective brand extensions, and make strategic moves based on customer insights and market trends. Join us next time as we continue to uncover the secrets to success in various aspects of life and business.Here are notes for this class:Day 2Making Yourself Stand Out The 22 Immutable Laws of Marketing by Al and Laura Ries     Create a category that you can be first in — and make sure that the category is supported by a singular word. Fight the leader by not being better, but being their opposite. Don't extend your brand through line extension; it rarely works. Plus, your brand is not the one that works, it's the association with something. Study your customers, market and trends to find the “one move” that works.The Law of Leadership – It's better to be first that is it is to be better.The first person to fly across the Atlantic was Charles Lindbergh. Neil Armstrong was the first person to walk on the moon. Roger Bannister was the first person to run the four minute mile.What are the names of the people who accomplished these feats second?Bert Hinkler was the second man to fly across the Atlantic. Buzz Aldrin followed Neil Armstrong onto the moon's surface. John Landy was the second man to run a mile in less than four minutes (only six weeks after Bannister did).While you may have heard of Aldrin, you're most likely not familiar with the names Hinkler and Landy.Similarly, the leading category in any brand is almost always the first brand into the prospect's mind. Hertz with rent-a-cars. IBM with computers. Coca-Cola in cola.After WWII, Heineken was the first imported beer to make a name for itself in America. Decades later, it's still number one. Advil was the first Ibuprofen and is still number one. Time still leads Newsweek. Coke leads PepsiIf you're second in your prospects mind you'll languish with the Buzz Aldrins, John Landys and Bert Hinklers of the world.In spite of the benefits of being first though, most companies tend to wait companies until a market develops and then they jump in.Chapter 1: The Law of Leadership It's better to be first than it is to be better. The basic issue in marketing is not convincing prospects that you have a better product or service. The basic issue in marketing is creating a category you can be first in. It's much easier to get into the mind first than to try to convince someone you have a better product than the one who got there first. The leading brand in any category is almost always the first brand into the prospect's mind. E.g Hertz in rent-a-cars, IBM in computers, Coca-Cola in cola. Not every first is going to be successful. The timing could be an issue — for e.g your first could be too late. Some firsts are also just bad ideas that will never go anywhere. E.g Frosty Paws, the first ice cream for dogs. The law of leadership applies to any product, brand or category. Imagine you didn't know the name of the first college founded in America. You can always make a good guess by substituting leading for first. What's the name of the leading college in US? Most people would say Harvard, and that is indeed the name of the first college founded in America. One reason why the first brand tends to maintain its leadership is that the name often becomes generic. Xerox, the first plain-paper copier became the name for all plain-paper copies. Kleenex. Coke. Scotch tape.The Law of the Category – If you can't be first in a category, set up a new category you can be first in.-Antonio set up a newer category when it comes to business and he is the first in it. Who else do you know that is doing what he is doing?While Bert Hinkler's name is not a household word, I'm sure you know the name of the third person who successfully flew across the Atlantic Ocean. Her name was Amelia Earhart. The first female to fly across the Atlantic.If you can't be first in a category, set up a new category you can be first in.Charles Schwab didn't open a better brokerage firm; he opened up the first discount broker. Lear's isn't the best selling woman's magazine; they're the best selling magazine for mature women. Dell wasn't the biggest computer company; they're the biggest computer company to sell their computers over the phone.Chapter 2: The Law Of The Category If you can't be first in a category, set up a new category you can be first in. Example: What's the name of the third person to fly the Atlantic Ocean solo? You probably don't know. Yet you do. It's Amelia Earhart. But she isn't known for that. She is known as the first woman to do so. IBM was the first in computers. DEC competed by becoming the first in minicomputers. Cray Research came up with the first supercomputer. Today, Cray is an $800 million company. Convex put two and two together and came up with the first mini super-computer. Today Convex is a $200 million company. You can turn an also-ran into a winner by inventing a new category. Commodore was a manufacturer of home PCs that wasn't going anywhere until it positioned the Amiga as the first multi-media computer. There are many different ways to be first. Dell was the first to sell computers by phone. When you launch a new product, the first question to ask yourself is not “How is this new product better than the competition?”, but “First what?” Forget the brand. Think categories. Everyone is interested in what's new. Few people are interested in what's better. When you're the first in a new category, promote the category. In essence, you have no competition.The Law of the Mind – It's better to be first in the mind than to be first in the marketplace.First personal computer was the MITS Altair 8800. Duryea was the first automobile. Du Mont is the first commercial TV set.What's going on? Is the just mentioned Law of Leadership wrong.Not at all. Here's the thing …IBM wasn't first in the marketplace with a mainframe computer, Remington was.However, IBM began a massive marketing campaign to get into people's mind first and when they did they won the computer battle early.Being first in the mind is everything in marketing. Being first in the marketplace is important only to the extent that it allows you to get into the mind first.Chapter 3: The Law Of The Mind It's better to be first in the mind than it is to be first in the marketplace. The law of the mind modifies the law of leadership. Being first in the mind is everything in marketing. Being first in the marketplace is important only to the extent it allows you to get in the mind first. Marketing is a battle of perception, not product, so the mind takes precedence over the marketplace. The problem for would-be entrepreneurs is getting the revolutionary idea or concept into the prospect's mind. The conventional solution is money. But it's not. More money is wasted in marketing than any other human activity. You can't change a mind once it's made up. The single most wasteful thing you can do in marketing is try to change a mind. Having a simple, easy-to-remember name helps get into prospect's minds.The Law of Perception – Marketing is not a battle of products, it's a battle of perceptions.Some marketers see the product as the hero of the marketing program and that you win and lose based on the merits of your products.Ries and Trout disagree – what's important is the perceptions that exist in the minds of your prospects and customers. They cite as an example the three largest selling Japanese imports, Honda, Toyota and Nissan.Most people think the battle between the three brands is based on quality, styling horse power price. Not true. It's what people think about Honda Toyota and Nissan which determines which brand will win.Chapter 4: The Law of Perception Marketing is not a battle of products, it's a battle of perception. It's an illusion. There is no objective reality. There are no facts. There are no best products. All that exists in the world of marketing are perceptions in the minds of the customer or prospect. The perception is the reality. Everything else is an illusion. Marketing is a manipulation of these perceptions. Most marketing mistakes stem from the assumption that you're fighting a product battle rooted in reality. What some marketing people see as the natural laws of marketing are based on a flawed premise that the product is the hero of the marketing program and that you'll win or lose based on the merits of the product. This is why the natural, logical way to market a product is invariably wrong. Only by studying how perceptions are formed in the mind and focusing your marketing programs on those perceptions can you overcome your basically incorrect marketing instincts.The Law of Focus – The most powerful concept in marketing is owning a word in the prospect's mind.A company can become incredibly successful if it can find a way to own a word in the mind of the prospect.Federal Express was able to put the word ‘overnight' in the minds of their prospects. Xerox owns ‘copier'; Hershey owns ‘chocolate bar'; Coke owns ‘cola'; Heinz owns ‘ketchup'; Crest owns ‘cavities'; Volvo owns safety; Nordstrom's owns service.The word should be simple and benefit oriented. One word is better than three or four.Words can change ownership. In the early days of the personal computer, Lotus owned the word ‘spreadsheet'. Now it belongs to Microsoft thanks to ‘Excel'.Chapter 5: The Law Of Focus The most powerful concept in marketing is owning a word in the prospect's mind. Not a complicated word, or an invented word. Simplest words are the best, words taken right out of the dictionary. You “burn” your way into the mind by narrowing the focus to a single word or concept.Just Do It. The Best Part of Waking up…. Prime Membership.   The law of leadership enables the first brand or company to own a word in the mind of the prospect. The leader owns the word that stands for the category. For e.g IBM owns the word “computer”. If you're not a leader, your word has to have a narrow focus. Your word has to be “available” in your category. No one else can have a lock on it. The most effective words are simple and benefit-oriented. No matter how complicated the product, no matter how complicated the needs of the market, it's always better to focus on one word or benefit rather than two or three or four. While words stick in the mind, nothing lasts forever. There comes a time when a company must change words. You can't take somebody else's words. What won't work is leaving your own word in search of a word owned by others. The essence of marketing is narrowing the focus. You can't stand for something if you chase after everything. You can't narrow the focus with quality or any other idea that doesn't have proponents for the opposite point of view. For example: You can't position yourself as an honest politician, because nobody is willing to take the opposite position.Once you have your word, you must go out of your way to protect it in the marketplace.The Law of Exclusivity – Two companies cannot own the same word in the prospect's mind.When a competitor owns a word or position it's futile to own the same word. For instance Volvo owns the word ‘safety'. Many automakers have tried to wrestle that word away from them, but none have been successful.Energizer tried to wrestle ‘long lasting' away from Duracell. But Duracell got in people's minds first.Chapter 6: The Law Of Exclusivity Two companies cannot own the same word in the prospect's mind. It's wrong to think that if you spend enough money, you can own the idea.The Law of the Ladder – The strategy to use depends on which rungs you occupy on the ladder.The primary objective is to be first, but if you're not – all is not lost.Avis lost money for 13 years in a row when they used the slogan “Finest in rent-a-cars”. It wasn't until they changed it to “Avis is only No.2 in rent-a-cars. So why go with us? We try harder” that their fortune turned around. (Avis was later sold to ITT who ordered up the advertising theme “Avis is going to be number one” which bombed.)Another campaign that worked was when 7 Up, the leader in the lemon-lime soda category wanted to make inroads into the larger cola market. When they positioned themselves as “The Uncola” they climbed to the third largest selling soft drink in America.Chapter 7: The Law Of The Ladder The strategy to use depends on which rung you occupy on the ladder. All products are not created equal. There is a hierarchy in the mind that prospects use in making decisions. For each category, there is a product ladder in the mind. On each rung is a brand name. For e.g car rental. Hertz is on the top rung, Avis is on the 2nd rung, and National on the third. Your marketing strategy should depend on how soon you got into the mind and consequently which rung of the ladder you occupy. Example: Avis admitted it was #2. Told prospects to go with them because they tried harder. They made money. The mind is selective. Prospects use their ladders in deciding which information to accept and which information to reject. In general, a mind only accepts new data that is consistent with its product ladder in that category. Everything else is ignored. How many rungs are there on your ladder? Products you use every day tend to be high-interest products with many rungs. And vice versa. There's a relationship between market share and your position on the ladder in the prospect's mind. Sometimes your own ladder or category might be too small. It might be better to be a small fish in a big pond than to be a big fish in a small pond. It's sometimes better to be №3 on a big ladder than №1 on a small ladder.The Law of Duality – In the long run, every market becomes a two-horse race.In batteries, it's Eveready and Duracell. In photographic film, it's Kodak and Fuji. In rent-a-cars, it's Hertz and Avis. In mouthwash, it's Listerine and Scope. In fast food, it's McDonalds and Burger King. In running shoes, it's Nike and Reebok. In toothpaste, it's Crest and Colgate.Chapter 8: The Law Of Duality In the long run, every market becomes a two-horse race. Early on, a new category is a ladder of many rungs. Gradually, the ladder becomes a two-rung affair. E.g Coke vs Pepsi.The Law of the Opposite – If you're shooting for second place, your strategy is determined by the leader.If you're number two it makes sense to try and leverage the leader's strength into a weakness. An example of this is the campaign Pepsi Cola used to become the choice of the new generation (versus Coke-Cola being the old established product).Scope successful hung the “medical breath” label on market leader Listerine by becoming the good tasting mouthwash that kills germs.Other examples are Lowenbrau's “You've tasted the German beer that's the most popular in American. Now taste the German beer that's the most popular in German” and advertising slogan used to launch Tylenol in 1955 “For the millions who should not take aspirin” (when it was discovered that aspirin caused stomach bleeding).Chapter 9: The Law Of The Opposite If you're shooting for second place, your strategy is determined by the leader. Wherever the leader is strong, there is an opportunity for a would-be №2 to turn the tables. A company should leverage the leader's strength into a weakness. You must discover the essence of the leader and then present the prospect with the opposite. Too many potential №2 try to emulate the leader. This is an error. You must present yourself as the alternative. The law of the opposite is a two-edged sword. It requires honing in on a weakness that your prospect will quickly acknowledge. Marketing is often a battle for legitimacy. The first brand that captures the concept is often able to portray its competitors as illegitimate pretenders. A good#2 cannot afford to be timid.The Law of Division – Over time a category will divide and become two or more categories.A category starts off as a single entity. But over time it breaks up into other segments.Computers for example, you have: mainframes, minicomputers, workstations, personal computers, laptops, notebooks.Beer is the same way. Today's there's imported and domestic beer. Light, draft and dry beers. Even non-alcoholic beers.Each segment has its own leader (which is rarely the leader in the original category).Chapter 10: The Law Of Division Over time, a category will divide and become two or more categories Each segment is a separate, distinct entity. Each segment has its own reason for existence. Each segment has its own leader, which is rarely the same as the leader of the original category.The way for the leader to maintain its dominance is to address each emerging category with a different brand name.The Law of Perspective – Marketing effects takes place over an extended period of time.Does a sale increase a company's business or decrease it? Obviously in short term it increases it, but more and more there's evidence to show sales decrease business in the long term by educating customers not to buy at regular prices.Sales also say to people that your regular prices are too high. To maintain volume some companies find they have to run continuous sales. In the retail field, the big winners are Kmart and Wal-mart who are known for their everyday low prices.Chapter 11: The Law Of Perspective Marketing effects take place over an extended period of time      Many marketing move exhibit the same phenomenon. The long-term effect is often the exact opposite of the short-term effect. For e.g a sale. A sale increase in a business in the short-term, but there are increasing evidence that shows that sales educate customers not to buy at regular prices.The Law of Line Extension – There is an irresistible pressure to extend the equity of the brand.Here are two examples they give of companies harming their brand by overextending it:The introduction of Coors Light caused the collapse of regular Coors which today sells one-fourth of what it used to.Back in 1978, 7 Up had a 5.7 percent market share. Then they added 7Up Gold, Cherry 7 Up and assorted diet versions. In the early 90's, 7 Up's share had fallen to 2.5 percent.Chapter 12: The Law Of Line Extension There's an irresistible pressure to extend the equity of a brand. One day a company is tightly focused on a single product that is highly profitable. The next day the same company is spread thin over many products and is losing money. When you try to be all things to all people, you inevitably wind up in trouble. Line extension usually involves taking the brand name of a successful and putting it on a new product you plan to introduce. Marketing is a battle of perception, not product. In the mind, for example, A-1 is not the brand name, but the steak sauce itself. Less is more. If you want to be successful today, you have to narrow the focus in order to build a position in the prospect's mind.The Law of Sacrifice – You have to give up something to get something.If you want to be successful today you should give something up.The first area you could sacrifice in is your product line. The example they give is Federal Express who focused on one service: small overnight deliveries.The second is market share. Pepsi gave up part of their market when they focused on the youth market and it worked brilliantly – it brought them within 10% market share of Coca Cola. Here a few of the other companies Reis and Trout cite as having given up market share by specializing: Foot Locker (athletic shoes); The Gap (casual clothing for the young at heart); Victoria Secret (sexy undergarments); The Limited (upscale clothing for working women).The third sacrifice is constant change. One of the examples they list is White Castle whose restaurants look the same as they did sixty years ago and still sell the same frozen sliders, yet they still average over a million dollars per year per location.Chapter 13: The Law Of Sacrifice You have to give up something in order to get something This law is the opposite of Law 12. If you want to be successful, you have to give up something. There are 3 things to sacrifice: product line, target market and constant change.        The generalist is weak.The Law of Attributes – For every attribute, there is an opposite, effective attribute.The Law of Exclusivity says that two companies can't own the same word or position. A company must seek out another attribute (it's much better to find an opposite attribute, similar won't do).For instance, Crest owns the word “cavities”. Other toothpastes avoided “cavities”. Instead they focused on taste, whitening, and breath protection.Of course, all attributes aren't created equally. When it comes to toothpaste “cavities” is the best. If the best one is taken you must move on to an attribute and live with a smaller share of the market. And then dramatize its value and increase your market share.Chapter 14: The Law Of Attributes For every attribute, there is an opposite, effective attribute. Too often a company attempts to emulate the leader. It's much better to search for an opposite attribute that will allow you to play off against the leader. All attributes are not created equal. Some attributes are more important to customers than others. You must try and own the most important attribute. You cannot predict the size of a new attribute's share, so never laugh at one.The Law of Candor – When you admit a negative, the prospect will give you a positive.First admit a negative and then twist it into a positive.Examples:“Avis is only No.2 in rent-a-cars” (Avis tries harder)“With a name like Smuckers it has to be good” (We have a bad name, but a good product.)“The 1970 VW will stay ugly longer.” (A car that ugly must be reliable.)“Joy. The Most expensive perfume in the world.” (At $375 an ounce, it has to be sensational.)When you state a negative it's automatically viewed as the truth. When you state a positive it's looked upon as dubious at best.Another great example of twisting a negative into a positive is how Listerine reacted when Scope entered the market with a “good-tasting” mouthwash. They came out with “Listerine: The taste you hate twice a day.”Chapter 15: The Law Of Candor When you admit a negative, the prospect will give you a positive. It goes against corporate and human nature to admit a problem. Yet one of the most effective ways to get into a prospect's mind is to first admit a negative and twist it into a positive. Candor is disarming. Every negative statement you make about yourself is instantly accepted as truth (NOTE: This is a similar law stated in 48 Laws of Power.) You have to prove a positive statement to the prospect's satisfaction. No proof is needed for a negative statement. When a company starts a message by admitting a problem, people tend to almost instinctively open their minds. Example: Listerine used to advertise with “The taste you hate twice a day.” which set them up for selling the idea of killing a lot of germs. The Law of Candor must be used carefully and with great skill. Your negative must be widely perceived as a negative. It has to trigger an instant agreement with your prospect's mind. Next, you have to shift quickly to the positive. The purpose of candor isn't to apologize. It is to set up a benefit that will convince your prospect.The Law of Singularity – In each situation, only one move will produce substantial results.According to Reis and Trout “many marketing people see success as the sum total of a lot of small efforts beautiful executed. They think as long as they put the effort in they'll be successful whether you try hard or try easy, the differences are marginal”. They say the one thing that works in marketing is the single, bold stroke.An example they give is the two strong moves that were made against General Motors. The Japanese came at the low end with small cars like Toyota, Datsun and Honda. The Germans came at the high end with super premium cars like Mercedes and BMW.Chapter 16: The Law Of Singularity In each situation, only one move will produce substantial results (similar to 80/20 principle.) Many marketing people see success as the sum total of a lot of small efforts beautifully executed. They think they can pick and choose from a number of different strategies and still be successful as long as they put enough effort into the program. They seem to think the best approach is “get into everything.” Trying harder is not the secret of marketing success. History teaches that the only thing that works in marketing is the single, bold stroke. In any given situation, there is only one move that will produce substantial results. What works in marketing is the same as what works in the military — the unexpected. To find that singular idea of concept, marketing managers have to know what's happening in the marketplace.The Law of Unpredictability – Unless you write your competitors' plans, you can't predict the future.Marketing plans based on what will happen in the future are usually wrong. It's very difficult to predict your market. You can get a handle on trends, but the danger for many companies is they jump to conclusions about how far a trend will go.Chapter 17: The Law Of Unpredictability Unless you write your competitor's plans, you can't predict the future. Implicit in most marketing plans is an assumption about the future. Yet such marketing plans are usually wrong. Most companies live from quarterly report to quarterly report. That's a recipe for problems. Companies that live by the numbers, die by the numbers. Good short-term planning is coming up with that angle or word that differentiates your product or company. Then you set up a coherent long-term marketing direction that builds a program to maximize that idea or angle. Not a long-term plan, but a long-term direction. While you can't predict the future, you can get a handle on trends, which is a way to take advantage of change. The danger of working with trends is extrapolation. Many companies will jump to conclusions about how far a trend will go. Equally as bad as extrapolation is the common practice of assuming the future will be a replay of the present. One way to cope with an unpredictable world is to build an enormous amount of flexibility into your organization. NOTE: There is a difference between predicting the future and taking a chance on the future.The Law of Success – Success often leads to arrogance and arrogance to failure.Ego is the enemy of successful marketing. Objectivity is what is needed.Companies who became arrogant according to Ries and Trout are General Motors, Sears, Roebuck and IBM. Quite simply they felt they could anything they wanted to in the marketplace. And of, course, they were wrong.In my opinion, IBM's arrogance peaked back in the days of the IBM PC, XT, AT and the PS/2 line of computers. The difference between models was based more on marketing considerations rather than supplying their customers with a technically superior product. Compaq computers, on the other hand, focused on pushing the technical limits of their products and soon gained a reputation for building a superior computer, eventually outselling IBM.The bottom line being while ego can be an effective driving force when it comes to building a business – it can hurt if you inject it into your marketing.Chapter 18: The Law Of Success Success often leads to arrogance, and arrogance to failure. Ego is the enemy of successful marketing. Objectivity is what is needed. When people become successful, they tend to become less objective. They often substitute their own judgment for what the market wants. Ego can be an effective driving force in building a business. What hurts is injecting your ego in the marketing process. Brilliant marketers have the ability to think like how a prospect thinks. They put themselves in the shoes of their customers.The Law of Failure – Failure is to be expected and accepted.Too many companies try to fix things rather than drop things. For instance, American Motors should have abandoned passenger cars and focused on the Jeep. IBM should have dropped copiers and Xerox should have dropped computers years before they finally recognized their mistakes.Chapter 19: The Law Of Failure Failure is to be expected and accepted. Too many companies try to fix things rather than drop things. Admitting a mistake and not doing anything about it is bad for your career. A better strategy is to recognize failure early and cut losses.The Law of Hype – The situation is often the opposite of the way it appears in the press.Hype usually means a company's in trouble. According to Ries and Trout, when things are going well you don't need hype.For example, new coke had tons of publicity, but as everyone knows it bombed. Remember Steve Job's NeXt Computers? All the hype in the world couldn't turn NexT Computers into the next big thing in computers.History is full of failures that were successful in the press. Tucker 48, US Football league, Videotext, the automated factory, the personal helicopter, the manufactured home, the picture phone, polyester suits. The essence of the hype was not just that these products would be successful, but they would render existing products obsolete.For the most part hype is hype. The authors tell us that "real revolutions don't arrive at high noon with marching bands and coverage on the 6:00 pm news. Real revolutions arrive unannounced in the middle of the night and sneak up on you."Chapter 20: The Law Of Hype The situation is often the opposite of the way it appears in the press. When things are going well, a company doesn't need the hype. When you need the hype, it usually means you're in trouble. Real revolutions in the industry don't arrive at high noon with marching bands. They arrive unannounced in the middle of the night and sneak up on you.The Law of Acceleration – Successful programs are not built on fads, they're built on trends.According to Ries and Trout, "A fad is a wave. A trend is the tide. A fad gets hype. A trend gets very little. A fad is a short-term phenomena that in the long-term doesn't do a company that much good".A great example they cite is Coleco Industries Cabbage Patch Kids. They hit the market in 1983. Two years later they had sales of 776 million with profits of 83 million.Then in 1988 the bottom fell out. Coleco filed for Chapter 11. (In 1989, they were acquired by Hasbro where Cabbage Patch Kids with more conservative marketing are doing quite well.)Fads don't last. When everyone has a Ninja turtle, nobody wants one anymore. Compare that to Barbie which is a trend and continues to be popular.Chapter 21: The Law Of Acceleration Successful programs are not build on fads, they are built on trends. A fad is like a wave in the ocean, and a trend is the tide. Like the wave, the fad is very visible but it goes up and down in a hurry. Like the tide, a trend is almost invisible, but very powerful over the long-term.A paradox: if you were faced with a rapidly rising business, with all the characteristics of a fad, the best thing you could do is to dampen the fad and stretch it out.The Law of Resources – Without adequate funding an idea won't get off the ground.The best idea in the world needs money to make it happen. A mediocre idea and a million dollars is better than a great idea with no money.Chapter 22: The Law Of Resources Without adequate funding, an idea won't get off the ground. You need money to get into a mind. And you need money to stay there. First get the idea, then get the money to exploit it.Support this podcast at — https://redcircle.com/the-secret-to-success/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Features recordings by Artie Shaw, Jan Savitt, Jimmie Grier and Red Norvo.  We also listen to some classic spots featuring Pepsi Cola. Consider supporting The Big Band and Swing Podcast by becoming a Hepcat.  Learn more at SupportSwing.com. * All music in this podcast are Creative Commons.  Artists are credited within the podcast.

In 1969 Jack Benny hosted a a box-set of records looking back at old time radio. It was titles "Jack Benny Presents the Treasury of Golden Memories of Radio". Side 1 - Remember Golden Radio? The Philco Radio Show with Bing Crosby, Jack Benny and Mary Livingston. George Burns and Gracie Allen. Eddie Cantor. Amos 'n Andy. Side 2 - Day Time Radio and Commercials Lorenzo Jones. The Romance of Helen Trent. Just Plain Bill. Mary Noble, Back stage Wife. "Ma" Perkins' Last Broadcast. Mary Margaret McBride with Mr. & Mrs. Alben Barkley. Commercials: Interwoven Socks, Chesterfield Smoke Dreams, Pepsi-Cola, Rinso, Lava, Crisco, The Longines-Wittnauer Watch Company.

One of the biggest mistakes of micro-business is putting branding in front of making more money, humanizing, and personalizing their business. Enjoy this show, and if you gain value, let me know and share it with three people.  Photos of the Birth Place of Pepsi Cola https://photos.app.goo.gl/sd2svryYMbuakjCK7 My Success Coaching website is https://Coachingsupport.com . To join Martin Brossman's Small Business Monthly News Letter for useful tips and more, sign-up here: https://bit.ly/MartinsNewsletter If you value this podcast, share it! Email me what shows you like and what you want more of. Please include the word podcast and the show you are referencing in the subject line to martin@martinbrossman.com - Find all my online content at https://linktr.ee/martinbrossman

As the working environment continues to evolve, many companies and professionals around the world are adapting, and better yet, leading the way.Join our knowledgeable hosts, Johanna Molina, Talanta's Co-founder and Head of Impact, and Paul Lynskey, Talanta's Head of Experience, as they delve into deep discussions with industry thought leaders from top companies around the globe, only on How to be the Difference.Stay ahead of the curve with actionable insights that are reshaping the processes of talent acquisition, human capital management, remote and hybrid workforce development among others.Tune in every Tuesday and don't forget to follow us on social media!In this episode of How to be the Difference, Johanna and Paul have a conversation with Patrick Mork. Today, Patrick shares his insight on feedback and phychological safety. Patrick Mork is a silicon valley veteran and 4x time chief marketing officer who led the team that launched the Google play brand in 2012. Today he works as a Purpose Driven Leader coach, specialized in startups, company culture and marketing. He uses powerful stories and Co-Active coaching to help senior executives and startup founders make profound changes in their organizations and their lives.Patrick is the author of a new book on personal transformation called Step Back and LEAP. In it he uses powerful stories and practical exercises to help people make profound changes in their professional careers and their lives.Patrick's unique perspective stems from his experience as a consumer marketer at Pepsi-Cola along with over 18 years building brands and marketing campaigns for technology companies including Google, Glu mobile and various startups in Europe and Silicon Valley.In his role as leadership coach and storyteller, Patrick has been a personal advisor to senior executives at Apple, Google, Facebook, and several well-known startups including Onavo (acquired by Facebook), Distimo (acquired by App Annie) and Lime (the giant of electric scooters).Charismatic and Visionary, Patrick has given speeches at many international conferences and company events. He is an expert on topics related to managing change and transformation, the world of startups, marketing, creating and launching technology products and training and managing high performance teams. He has lived in 11 countries, speaks 4 languages and has worked in Europe, the USA and South America.Resources and people mentioned:Talanta Johanna MolinaPaul LynskeyPatrick Mork LEAPStep back and LEAP, written by Patrick MorkEdited by: Valeria Gonzalez Produced by: Melanie Konstandt

The CPG Guys are joined by Vince Jones, SVP/GM and Global head of eCommerce at PepsiCo, whose are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo's product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands – such as Lay's, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker and SodaStream – that generate more than $1 billion each in estimated annual retail sales.Follow Vince Jones on LinkedIn at: https://www.linkedin.com/in/jonesvince/Follow PepsiCo on LinkedIn at: https://www.linkedin.com/company/pepsico/ Follow PepsiCo online at: http://pepsico.com Vince answers the following questions:1) Your career journey after Stanford has been in operations first, then even CEO of ebags before leading the digital journey at PepsiCo especially as covid shaped. You have created long lasting legacies for the industry. Take us through the years and what's your advice for someone early in their career in the digital world?2) Why is retail media one of the most important spaces in the cpg and retail industry these days?3) How has ecommerce matured over the last 5 years in the grocery world? What is sticky these days and what should people focus on?4) How do you connect to the other arms of PepsiCo for surround sound amplification? How do you link back with marketing and selling commercial teams?5) What is the role of technology innovation these days? Is AI and MLL real or pretenders? How are you using these?6) The industry is largely still from a knowledge standpoint mostly brick & mortar. In this scenario, how do you coach other senior leaders on all aspects digital especially given winning in this space has as many tactical execution parameters as brick & mortar?7)  What are the latest instore digital technologies these days connecting back to the shopper omnichannel journey that drive outcomes for the consumer and the brand? Which ones do you personally feel the industry should be championing?8) Our last question always goes to fast forward …. what is your prediction around how RMN will evolve?  CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comNextUp Website: http://nexupisnow.org/cpgguysRetailWit Website: http://retailwit.comDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent.  CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Glen Caruba is one of the most in-demand percussionists in the Nashville scene having recorded or performed with artists such as Jimmy Buffett, Max Carl, Lynda Carter, Beth Nielsen Chapman, Sara Evans, Steve Forbert, Glenn Frey, Vern Gosdin, Jack Jezero, Denny Jiosa, John Jorgensen, Toby Keith, Hal Ketchum, Tom Kimmel, Barry Manilow, The Mavericks, K.T. Oslin, Kenny Rodgers, Lionel Richie, Leon Russell, SheDaisy, Dan Seals, Pam Tillis, Rick Trevino, Kirk Whalum, Lari White, Maurice Williams, Trisha Yearwood amongst many others.  His percussion can also be heard on TV commercials and movie soundtracks such as:  HBO, Land O Lakes, Pepsi Cola, Coors Light Beer, American Express, Nintendo, King of the Hill, Cape Fear, Contact, and Hope Floats.  Glen has three percussion instructional books and videos distributed by Hal Leonard: Afro Cuban Drumming, Modern Percussion Grooves, and The Contemporary Percussionist (DVD).  Look for Glen's record released in 2015 – Mambo, Mambo, Mambo! Glen is also a VP at Pearl (drums).https://pearldrum.com/artist/glen-carubaHost - Trey Mitchelltreymitchellphotography IGfeeding_the_senses_unsensored on IGtrey mitchell: facebook.com/profile.php?id=100074368084848Sponsorship Information or submitting for interviews -  ftsunashville@gmail.comTheme Song - Damien HorneTake It From Me @damienhorne

Today's guest is Dawn Hudson, the former President and CEO of Pepsi-Cola North America and former CMO of the NFL.  Now, you don't work for Pepsi unless you love competition. And Dawn absolutely has that competitive drive to keep pushing for better ideas and bigger impact. But she's also passionate about helping leaders build cultures that allow EVERYONE to win.  We may not even realize the ways we've allowed assumptions and biases to shape our team's culture. But they're real. If we aren't intentional about eliminating them, they can hamper the growth of our people – and the growth of our organizations, too.  Like every great leader, Dawn understands the power of a strong, diverse culture where everyone can win – and this conversation is full of practical ways YOU can build one. You'll also learn: • Small ways our language can create gender bias in the workplace • Why you have to pay closer attention to your work culture, especially right now • What “office housework” is and what every leader needs to know about it  • Key insights into generational shifts in consumers • What every woman needs to hear before her next performance review

Originally released August 30, 2021. For a very short time period, the Pepsi Cola Company had the sixth largest navy in the world. It was the result of a crazy trade deal with the Soviet Union and the Soviets' love for the soft drink. In this episode, we explore how this came to be and then play the Quick Quiz game with Comedian & Magician Erik Tait! Review this podcast at https://podcasts.apple.com/us/podcast/the-internet-says-it-s-true/id1530853589 Check out The Power of the Streak at https://www.amazon.com/POWER-STREAK-Consistent-Exercise-Motivated/dp/B0BRDD3QLH Bonus episodes and content available at http://Patreon.com/MichaelKent For special discounts and links to our sponsors, visit http://theinternetsaysitstrue.com/deals

A Zoom sit-down conversation with Miles Minges, Vice President of Sales and Marketing at Minges Bottling Group. North Carolina native, Miles shares over the next 50 minutes with Duluth Pack's CEO, Tom Sega, about being a fourth-generation family owned and operated bottling company leader for the Pepsi Cola Company. Now at the pinnacle of his career, Miles explains the multiple roles he has held over the past 20 years as a full-time employee at the company and shares the trials and tribulations of working with multiple family members. Miles goes more in depth about the process of delivering with CDL trucks to customers and locations, to bottling details, to the technology advancements in his industry, to sourcing the actual product itself. In 2023, Minges Bottling Group is celebrating its 100th anniversary of continuous American business and is looking so forward to a bright future for the fifth generation of family ownership. Miles concludes the conversation with discussing supply chain changes due to COVID – which involves sourcing vehicles, to employment, and sourcing materials for bottling. Miles is the definition of an incredibly down to earth and humble leader, and it was a true honor to host him. Enjoy this week's episode of Leader of the Pack; a podcast by Duluth Pack. Learn More About Minges Bottling Group at http://mbgpepsi.com. Support American Jobs, Buy American Made at www.duluthpack.com. --- Support this podcast: https://anchor.fm/duluth-pack/support

This week, the randomizer goes all the way back to 2021 to once again cover a Disney+ original documentary series all about, what a shocker, just how awesome Disney is at doing the things Disney does! This time, it talks about that one time all the countries in the world converged on Flushing Meadows in Queens, and Walt Disney, Pepsi-Cola, the "No Wire Hangers" lady, a team of exhausted overworked Imagineers and of course the songwriters of "Pineapple Princess" all combined efforts to show those countries of the world, "here's what we think you'd look like if you were all adorable doll-children stuck singing the most insufferably insipid melody ever devised until the end of time." And the void stares back, ever deeper. Join Tony Goldmark, Charlie Callahan, Haley Baker Callahan and Cassie Shima as they getcha from BEHIND THE ATTRACTION, season one, episode eight, "It's A Small World!" You all have until 11:59PM on Tuesday, February 14 to VOTE for this year's Theme Month! https://twitter.com/efvdpodcast/status/1623230124526272514 Watch my original three-part "It's A Small World" episode of Some Jerk With A Camera! https://www.youtube.com/watch?v=854rX0bpFE8&list=PLXVC39FA6kPfVJPk9rdvVmo7gnXlC5rRl  Check out my guests' stuff! CHARLIE CALLAHAN Twitter: https://twitter.com/ThemeSnark  YouTube: https://www.youtube.com/rbgprods    HALEY BAKER CALLAHAN Twitter: https://twitter.com/Tricksterbelle  YouTube: https://www.youtube.com/channel/UCjYjtuqtRKT0wCcO1T9j2dQ  CASSIE SHIMA Instagram: https://www.instagram.com/cassies_island Twitter: https://twitter.com/CassiePrologue  And check out this show on social media! Twitter: https://twitter.com/efvdpodcast Host's Twitter: https://twitter.com/tonygoldmark Facebook Group: https://www.facebook.com/groups/972385353152531 YouTube: https://www.youtube.com/tonygoldmark Hear new episodes a day early by supporting this show on Patreon: https://www.patreon.com/tonygoldmark

This Week's Panel - Big Ell, FuFuCuddilyPoof, Kooshmoose, Matrarch This Week's Discussion - With Hi-Fi Rush being announced and released on the same day, do you think the reception it has received is the same it would have gotten had it been revealed 6 months ago? Secondly, what are your opinions on releases in this format? Do you like stealth releases or would you prefer games to have a longer build up? We have a rare news heavy week this week! A bunch of Xbox 360 games are being delisted on the Xbox 360 marketplace. Should we be this upset about this after well over 15 years? #darntootin  We delve into Cruz Brothers (Tom and Ted?) going past the 5K barrier! Our hopes of getting Star Wars: Jedi Survivor on time were destroyed worse than Fufu's Iron Man 2 cup! Finally, Rumbleverse is closing faster than the doors at all you can eat buffet when the staff sees Ell approaching. Xbox 360 delisted list - US removal list x360 marketplace - Google Sheets Games Mentioned: Only one good one. Thanks, Nate! Koosh - Hi-Fi Rush Matrarch - Walking Dead: A New Frontier Ell - Oxenfree, Telling Lies Kenny - Age of Empires 2 In this episode of Genre'lly Speaking, Matrarch and Elroy make like Jambi and say the magic words and then jump into their walking robot suits that they may or may not be able to take off and that may or may not just be Transformers.  There's more than meets the eye, genres in disguise in this segment. (1:15:17)   AH101 Podcast Show Links - https://tinyurl.com/AH101Links Year of the Veiner spreadsheet - https://docs.google.com/spreadsheets/d/1VkAvMjmVmXLjRWS61eoMimaoovUz7fr7uPsD6DQPIz4/edit?usp=sharing Intro music provided by Exe the Hero. Check out his band Window of Opportunity on Facebook and YouTube