Podcasts about pepsi cola

What do you do when life hands you a layoff, single parenthood, and a house full of 28 years' worth of memories… all at once?In this episode of Dancing in the Discomfort Zone, I sit down with organizational change powerhouse Serena Diamond (www.diamondsolutionsgroupllc.com) —former IBM exec turned entrepreneur—who shares how she navigated a major life and career pivot by betting on the one person she could trust: herself.From leadership lessons in the trenches of corporate transformation to the deeply personal art of letting go, Serena brings the insight, the heart, and the real talk.Whether you're leading a team through change or leading yourself through a reinvention, this episode is full of wisdom you'll want in your back pocket.What You'll Take Away:  Why self-trust is your most valuable asset in times of change  How curiosity (not control) builds team loyalty and growth  What downsizing your life can teach you about leadership  Why empathy and accountability aren't opposites—they're a power duo  How to stop doing it your way and let others riseFind Sarena on the web.https://www.linkedin.com/in/sarena-diamond/www.diamondsolutionsgroupllc.comSarena Diamond, CEO & Founder of Diamond Solutions Group, is an Organizational Change Expert who helps leaders bring big vision to life and turns “what if?” wonderings into “way to go!” celebrations. Sarena leverages her corporate experiences from Accenture, IBM, Pepsi Cola, and others to inspire teams to embrace change more easily and brings leaders' visions to life in client environments ranging from Fortune 100 enterprises to PE-backed ventures.

3pm: I Was Thinking: The Danger of Indifference // This Day in History: 1989 - Caleb Bradham invents a carbonated drink for digestion that would become Pepsi-Cola // This man keeps buying and returning 110-pound anvils on Amazon

6pm: Video Guest – King County Councilmember Reagan Dunn // King County Audit: Potential multimillion dollar fraud in juvenile diversion programs // This Day in History: 1989 - Caleb Bradham invents a carbonated drink for digestion that would become Pepsi-Cola // Influencer accused of exploiting remote ‘cannibal tribe’ for TikTok views: ‘Leave them alone’ // Social Media Influencers Offered $8,000 Per Month to ‘Bolster Democratic Messaging

As the longtime senior editor of Los Angeles magazine, Chris Nichols has accumulated more knowledge about this city than anyone else we know. As an author and frequent tour guide, he loves sharing his discoveries, which is why his newest book BowlaRama (Angel City Press, written with Adriene Biondo) is so much fun. Leonard and Jessie enjoy diving into the fad-like growth of bowling alleys in the Baby Boom years of the 1950s and early 1960s. (Leonard is still mourning the loss of his Pepsi Cola bowling team shirt.) Chris's enthusiasm for everything he does is positively infectious.

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!

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.

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

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.

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

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

Most artists want career growth and they want it fast — sometimes to a fault. This is where Curren$y is an outlier. From the jump, Curren$y set out to grow both his career and fanbase slowly but steadily. He successfully did that and it's a reason why he's not only stayed in the rap game for almost twenty years, but is now still earning more money, and at a career point where most of his peers coming up have already fizzled out.Curren$y and his longtime manager, Mousa, joined me on this week's episode to explain how zigging when others zagged contributed to their career longevity. One instance is leaving his hometown Cash Money Records label to create their own, Jet Life. The two have been able to morph the brand into a full-on business empire that now includes apparel, athlete management, products, and more verticals on top of the music label. The duo built Jet Life on the back of touring and being true to their audience. To do so, they turned down more brand partnerships they can remember and even music festival appearances at times — no matter how good the bag was for each. These trend-bucking moves were covered at length in our interview. Here's what we covered:[3:15] New Orleans folks are immune to heat[4:44] Mousa and Curren$y relationship began in 2005[8:49] Growing Jet Life business beyond a record label[11:45] Turning down non-authentic business opportunities[15:59] Emphasizing touring early in Curren$y's career[19:21] Releasing an EP as an NFT[23:52] Curren$y's take on streaming farms[29:47] Macro-view of Jet Life revenue streams[34:47] Touring is cornerstone of Jet Life business[37:08] Performing on own shows vs. music festivals[43:48] Festival money goes to sports car dealership[45:16] Curren$y's partnership with NASCAR (and problems with Coca-Cola)[50:37] What's the secret to a great artist-manager relationship? Listen: Apple Podcasts | Spotify | SoundCloud | Stitcher | Overcast | Amazon | Google Podcasts | Pocket Casts | RSSHost: Dan Runcie, @RuncieDan, trapital.coGuests: Mousa Hamdan & Curren$y, @MOUSA504 & @spitta_andretti  Sponsors: MoonPay is the leader in web3 infrastructure. They have partnered with Timbaland, Snoop Dogg, and many more. To learn more, visit moonpay.com/trapital Enjoy this podcast? Rate and review the podcast here! ratethispodcast.com/trapital Trapital is home for the business of hip-hop. Gain the latest insights from hip-hop's biggest players by reading Trapital's free weekly memo.TRANSCRIPTION[00:00:00] Curren$y: You can always expand and try new things, but if it feels wrong on the core, then you're setting yourself up. We never made a move like that. No matter what deal comes across the table 'cause he's money first. But he'll tell the people, the check writer like, man, just let me talk to bro. Because at the end of the day, he's going to hear me say it's half a million dollars, but he might say it's a boring job and he might not want to do it. [00:00:32] Dan Runcie: Hey, welcome to The Trapital podcast. I'm your host and the founder of Trapital, Dan Runcie. This podcast is your place to gain insights from executives in music, media, entertainment, and more, who are taking hip-hop culture to the next level. [00:00:54] Dan Runcie: Listen, you're going to love today's episode. It is with one of the most successful independent artists in the game and his longtime manager. We got Curren$y and we got Mousa. If you've been following Curren$y's journey for a while, you know that he was originally on No Limit Records 20 years ago. He left the record label. He then went to join Young Money. He was a little early on the Young Money Train, but he ended up leaving the record label before Nicki and before Drake blew up and he started his own. He started Jet Life, and he's been building up his career as an independent artist, and it's been great to see how he has navigated both how he releases music and also how he approached his business overall. And that was a big focus of this episode. We talked about his strategy for releasing music, and Curren$y is someone that is very prolific in terms of the amount of music that he puts out, but it also gets him plenty of opportunities to be able to go on tour, to be able to have several other business ventures that they have through Jet Life and through other areas. We talked about what they're doing in cannabis as well. We talked about the nightclub that they have, the apparel business, and a whole lot more. We also talked about a few partnerships that you may be surprised by, but I still think that fit well within the ethos for what Jet Life is and what Curren$y is trying to build. We even talked about some of the movie deals and opportunities that Curren$y had turned down. I don't want to spoil it. It's a really good one, but this was a really fascinating conversation, is also been great to just see how long these two have stuck together. If you're a big fan of this podcast, these are the type of episodes that you come for. Hope you enjoy it as much as I did. Here's my chat with Curren$y and Mousa. [00:02:41] Dan Runcie: All right. Today we're joined by the duo themselves. We got Curren$y and we got Mousa here, the artist-manager combination. How are you guys doing? [00:02:49] Curren$y: Man, we can't complain. The weather is nice outside and it is been pretty bad out here in Orleans. It's been a hundred degrees and raining every day, but right now it's sunny, 86 degrees, you know what I'm saying? I got long sleeves on, top down, having a good day. I can't complain. [00:03:07] Dan Runcie: See, that's the one thing about folks I know from New Orleans, like it could be 86 degrees and y'all are still in long sleeves. Y'all are still in hoodies. [00:03:15] Curren$y: Well, it is, well, because it is the heat, we're already adjusting. It's just hot in here. So now we've gone more fashion-forward, bro. It's like, just fuck it, bro. Wear what you want to wear because it's still going to be 190 degrees no matter what. So just go for it. I don't really condone that lifestyle unless you have a car. A lot of my younger brothers I see walking up and down the street, and they definitely look like they're about to commit crimes because it's a hundred degrees and they got on the hoodie and I'm, like, weary of, I'm like, hold on, you know what I'm saying, because, fuck, that don't make no sense. You dressed for action. But if you are in the car, you are in the office, you are in the studio. That's where that look really originated. People always tell me, II'm dressed like that forever, but it's been because most of my life has been like tour bus, studio, even when it wasn't me, I was like a little guy on Masterpiece bus. It was 60 degrees, you know what I'm saying? And these big mansions, it's cold as shit. So I just grew acclimated to dressing like that. I think I might have spearheaded that. I honestly, I think that I may have spearheaded that, but what haven't we spearheaded over here, you know?[00:04:25] Dan Runcie: It's true, especially folks at New Orleans, folks like y'all are trendsetters. And one of the things that I feel like sets y'all apart is that you've been doing this for so long, and you've been doing this for so long together. I mean, Mousa, you've been managing Curren$y now for, since '05, right? I know you do 'em before, but you started managing, like, '05, right?[00:04:44] Mousa Hamdan: We're friends before, but definitely since '05, since he joined in with Lil Wayne, with Young Money, Cash Money. So I think that's when he brought me on and asked me to come on as his manager. [00:04:53] Curren$y: Yep. Yeah. [00:04:54] Mousa Hamdan: And you know...[00:04:55] Curren$y: As soon as there was business to manage. [00:04:58] Mousa Hamdan: Right. [00:04:58] Curren$y: You know, right? While I was just slinging t-shirts, like ordering 28 t-shirts on a month, pressing CDs upstairs at my apartment, that was easy to do. When it began to grow and I saw, like, my two homes wasn't going to be enough to handle it, you know, what could I do but reach out to the one homie who I knew forever who don't want to smoke no weed with me, who don't want to get drunk with me, you know what I'm saying? Like, who's just like totally, his high is the business, deals closed and stuff gone successfully is him having a drink, you know what I'm saying? So it worked. It works like that.[00:05:36] Mousa Hamdan: Definitely. I like achieving goals. You know, I'm a goal seeker. And once you achieve one goal, set another one, you know? And that's my inspiration is to see how big we could really take this Jet Life, how, you know, how big deal this will be, and how long we can make it last. I mean, I thought about this morning, I was talking to one of my other homies, I was like, we've been in this game a minute, bro. Like, and he was like, look, I've been home for a little while and y'all been doing this a long time. So I say, yeah, definitely, but we not done, you know. We're nowhere near done. We really just starting, we really starting to grow even more now. [00:06:12] Curren$y: That's crazy to say that, and that's really the truth, to be here in the game. Like, Jet Life, we're like over a decade, and each year it just gets bigger. That's really what you want. It's not a big, hasn't been just one big explosion. It's a slow burn. But it is guaranteed. And we've always grown. A lot of times you see people struggling, like, not to lose ground in the game, you know, and stay relevant. And that's never been a problem with us because we've been blessed to be able to, like, generate or, like, create our own world, you know what I'm saying? And the people who listen to our music or who dress, some people dress only in Jet Life apparel. And it is because they don't give a fuck about nothing else, you know what I'm saying? They've had their time to see what the world had to offer, and they saw that ours was just uncompromised. So they lend themselves to it a hundred percent. And that's been enough to sustain, like, the lifestyle that we have. And the people that support us, they like to pass by the Jet Life store just to see what cars we might have outside. So they continue to support us because now we're going to park more and more shit. Like, they the ones who help us do it, you know? So it's good. It's good. [00:07:27] Mousa Hamdan: It definitely is. It's really a lifestyle, you know? I think it's, you know, from the beginning I remember, Curren$y said in interviews as well as told me directly, like, you know, his vision of seeing how Jet Life and how he wanted to grow. He always said it was like a balloon. And I listened, I heard that, and I was like, he's right. He's like, you could either, you could blow air in it fast and it's going to blow big and then it's going to explode and it's over. Or you could blow in it slow and it's going to slowly blow. [00:07:57] Curren$y: Yeah. Fucking right. [00:07:58] Mousa Hamdan: Then you show the longevity. And that's what we did. We're blowing it slow. [00:08:02] Curren$y: Yep.[00:08:03] Mousa Hamdan: But look at us. We're still here. There's a lot of people that we saw that came before us and during us who we feel like, oh yeah, they got the light quick and they blew up fast. But then what happened? And you know, they're not around no more.[00:08:16] Curren$y: Something explodes, it ceases to exist.[00:08:19] Mousa Hamdan: It's done.[00:08:20] Curren$y: I've never seen anything, you know what I'm saying, explode that still had it ever, you know? [00:08:26] Dan Runcie: Right, oh yeah. You know, and I feel like with y'all, specifically, you're able to see the trajectory. You're able to see everything that you've accomplished, too, because I look at Jet Life, and it started as the imprint for your record label, but now you have your apparel, you also have the other businesses you have. How would you describe the current businesses? What are the current things under Jet Life right now? [00:08:49] Mousa Hamdan: Well, we got, of course, like you said, it started with records, Jet Life Records. And then it went to, we started doing tour merch, which grew into Jet Life Apparel. We were in now Jet Life Athletics. So we started to do deals with managing athletes and growing that brand. Then of course, we've other stuff that's not necessarily labeled Jet Life, but we've opened up a nightclub in New Orleans, so so that's something that's coming. [00:09:16] Curren$y: We got a big footprint in the cannabis community. We got a couple of other startups, like a coffee shop and a cereal bar we're going to launch. We already have two films out, so, I mean, if you want to say Jet Life Films is in existence, that is true. It's so much stuff that we do, but the circle is so tight, like, nobody's going to tell the other one. Like, bro, you realize what we doing because we are still in the midst of doing it. Like, an outside person would have to come in and really show us how many businesses and what's all under the umbrella 'cause we really just wake up and try to, like, just make sure we make something happen, you know, every day. If you want to label it and put a name on it, then, it was news to me, right now just listening to how much stuff we have going on. [00:10:04] Mousa Hamdan: We forgot Starting Line Hobbies.[00:10:06] Curren$y: Yeah, we got hobby shop bro, like that. See? So the more you sit down… [00:10:11] Mousa Hamdan: We forget some of the business. But they exist and they're profitable, right?[00:10:16] Curren$y: He's got an auto body shop, it's still in existence. That's really where a lot of it comes from, his whole foray into it all was being able to survive if one thing fell down. Even though the music was the one that paved the way and drew the attention, the industry is fickle. So you see people like, we see them rise and you think they going to build this whole empire, they end up with a warehouse full of shit. They can't move bobbleheads of themselves. Nobody wants t-shirts, nobody wants home furnishing. Nobody wants it, fucking goes that way, you know what I'm saying? And we've been blessed to like, now we got two or three warehouses, you know what I'm saying? But we're moving the shit, you know. So it's just about staying true and not, we never really tried to do too much, nothing outside of what felt right to us. You can always expand and try new things, but if it feels wrong on the core, then you're setting yourself up. We never made a move like that. No matter what deal comes across the table 'cause he's money first. But he'll tell the people, the check writer like, man, just let me talk to bro. Because at the end of the day, he's going to hear me say it's half a million dollars, but he might say it's a boring job and he might not want to do it even though it's half a million dollars. So he'll just check with me, you know what I'm saying? We probably go and do the 'shit anyway 'cause it's half a million dollars. But he checks with me because in my heart of hearts, I might want to say no, but I got a kid and shit. [00:11:45] Mousa Hamdan: I'll definitely ask him. Do you want to do this though? [00:11:49] Curren$y: Yeah. And I got respect for him for doing that. The fact that he compromised his money mentality that asks me that much, gives me the strength to be able to say, you know what, fuck it, bro, you gave, I'll give. I'm going to come and do this shit, you know what I'm saying? And then lo and behold everybody wins, you know? [00:12:07] Dan Runcie: Yeah. What's an example of something that you have turned down? Like, Mousa, 'cause it sounds like you're the one that's seeing the things and you're thinking about, oh, this is the bag, but is this something that fits with the Jet Life lifestyle?[00:12:18] Curren$y: There's a lot of those, like, TV shit that'll come across, you know what I'm saying? I hope that he knows, I don't care. So he would say, I'm going to jump out in front of you, like, you don't see because these people still come up with more and more ideas. And eventually, they might put, they might table something that we want to pick up. But we've slammed them because it's like, bro, you know, just looking at something where they say, well, he can say it in his own words, but the way they phrase it makes me like, I'll never put this in my own words, I don't want to fucking do it. You know, just fuck it, you know what I'm saying? Or like post, they'll try, you know, they'll pay you for social media stuff just to say you like something or you can't wait for something to fucking hit the theaters. And I'm like, you know what? Fuck no. I don't want to say that. Because as soon as I post this, my fucking true audience is going to say, you know, how much did you get, bro? They'll say shit like that. I don't want to play them like that. [00:13:15] Mousa Hamdan: Yeah. I think we've known each other long enough and I know his answers on some things. Some things I won't even bring to him.[00:13:22] Curren$y: For sure. [00:13:23] Mousa Hamdan: You know, we had some stuff like, you know, I'll be honest with you, like, you know, media companies that come and say, well, you know, let me post this on your page or do this, that, and the others, and it's clickbait. And he was like, nah, bro, I don't want my fans clicking on that. [00:13:37] Curren$y: Yeah, I don't want that. I'm the one who have to answer for this shit.[00:13:41] Mousa Hamdan: I don't care how much it is. And the fans aren't crazy. They'll be like, Curren$y, that shit was clickbait, bro. [00:13:46] Curren$y: They're like, what? Or you had to, bro? Like, I have all that kind of shit. So I'm just like, let's save the company who wants to pay us the embarrassment of when they realized this was not organic and it didn't cross over. Like, now they won't want to spend any money. They may not want to spend money with us later on, on something that might actually work, you know? So it's just better to just say, you know, it is better to protect yourself that way. You end up in the long run, you still make that money. A few times people have double-backed because they realize, you know what, that was kind of lame. I can't believe we asked them to do that shit. And then they come back with something way dope after they've researched me, you know? 'Cause immediately you do a Google search and you are like, all right, cool. We'll get him to do the new weed spray. Let's get him to endorse this new air freshener that kills the weeds, man. Like, bro, the fuck? Like, I'm not even living like that. I'm actually a boss and I don't have to conceal the weed smell in my fucking life, you know what I'm saying? Like, I'm not promoting shit. [00:14:46] Dan Runcie: I'm even come to you with a deal like that though, knowing you. [00:14:50] Mousa Hamdan: Yeah, yeah. They'll bring all type of deals, bro. They'll try and get you out of character if you let them. You know, they'll push the button. [00:14:57] Curren$y: But it feels like trolling a lot of the time. Like, are they trying to see if I would do this, you know what I'm saying?[00:15:03] Dan Runcie: Right. [00:15:03] Mousa Hamdan: I don't think they understand that he's not saying he's true to his lifestyle. He is actually true to it. He's not going to do anything that's going to bend. [00:15:11] Curren$y: It's not about money. We got enough pots on the stove. It's a six-burner stove. And we have pots with food and all of them are cooking, you know what I'm saying? So when somebody comes with the bullshit, it's like, all right, let's just go dip in this, right, quick. You know, like I I've done that with music, when I feel like, it is just sometimes I get a little down on myself just based on the climate of music, you know? And I'll fall back and maybe I'll just come up here and we'll just make a whole collection of clothes at that time, you know? And we were able to keep the lights on and shit through the apparel. If I said fuck it from here on end, you know what I'm saying? But it just so happens, like, I get my win and it is fun again, and I want to do it. You know, so we're lucky as shit.[00:15:59] Dan Runcie: That makes sense, yeah. It's a good position to be in, right? You understand your brand, you understand what makes sense. You're only going to do certain types of deals. And I feel like this goes back to the way that you just go about this industry overall, right? You were early in terms of, let me put out my music and if people get it for free, they may get it for free, but let me go make the money on tour. Let me go make the money with these other business interests. [00:16:24] Curren$y: Yeah, because I mean, it's, shrinkage. It didn't matter how much music, like, what you do, how much you put behind the budget and what the labels do and all this shit. These people were just, our music was being stolen. This was during the time of, like, manufacturing jewel cases and all this shit that the company had to do, so that affected how much money they could give you. And then at the end of the day, everybody had the album a week before any damn, you know? So you can't feed your family like that. But what you can do, and what I did do is, and also when I did that, it was out of necessity. I didn't have no money to pay everybody for beats. But I could download Dr. Dre's instrumental for free. And as long as I don't sell this bitch, he's not coming for me, you know? I'm going to put it out for free. People going to love it. They're going to want me to come and wrap the motherfucker and they're going to pay however much it costs, you know, so that's how we did it. You know, that's just, like utilizing your natural resources. Like, what's growing in the land? Like, what's there? Just looked around and worked off what's growing out of the ground when you don't have the funds to do it. Like, you know, and you're creating business. Like, that's all we've ever done. And the more resources and the more materials we gain, you know, from gaining leverage or going up a level, then we start another joint, you know? Cause we got more to start with, 'Cause we, we did it with zero. So now it's insane. Like, we're just throwing darts at the board, like, fuck it, let's try and start a speedboat racing team tomorrow, you know what I'm saying? Like, fuck, whatever is whatever you want to do. And I've seen people do it. I've seen Master P do it because he had, like, with the bread to try it, you got to go for it. But what you had, but his circle is, was so large at the time with no limit. Like, first crack some ideas, not the best ideas, but you got love for everybody, so you going to roll the dice with everything they come with. You going to try, see, but what's working for us is we don't have that many people, like, around, you know what I'm saying? Like, as far as where the love is, it is right, it is in the room, so we not going to bounce. So if we try each other's ideas, one of 'em going to work 'cause it was just to, you got 19 people in here trying to, you know, tell you what to do and you want to keep everybody happy. You try, you going to end up trying to, like, start a golf cart company and, like, do spacewalks and sell reptiles and wild pets and then just doing everything that they ask you to do. And some of it's not going to work. [00:18:59] Dan Runcie: And I feel like with that, too, is just understanding your brand, understanding what's effective. And I know last year you had released an EP as an NFT, and I know this was the time when a lot of people were first discovering what an NFT is and things like that. What was that like? Because I know that was something that you didn't necessarily need to do to reach your fan base and do everything you wanted to do.[00:19:21] Curren$y: It wasn't to increase the fan base. It was to make our listeners aware that we are in touch with what's going on, and we are going to make sure that you guys aren't left behind as far as having Jet Life representation because we know you wear this shit every day. We know this is all you're listening to. So if the whole world converted to the metaverse, and everybody just wore headsets and live like that, how will you survive if your life is Jet Life? We got to give you something in this shit too. Rather we understand it or not, we have to learn to understand it, to become a part, to take care of y'all out there because it's real, you know? No matter how imaginary it may seem, it's real, you know what I'm saying? It's intangible, but it's a real thing. So we had to be able to provide something for our people 'cause they were there, you know? You look out of touch and, like, not sharp, not able to move, you know, then people wash their hands of you. Other companies won't want to collaborate with us that much because it won't appear that we are in the know, where if you have a big company that's not doing anything in that world, they're like, oh shit, look at Jet Life, well, let's just fuck with them. Let's put some bridge in them because they can handle this for us, blah, blah, and that be our representation 'cause we're far too big to even try to learn and far too big and far too old to even try to learn that shit, you know what I'm saying? So once they saw we did, that makes us look, you know, mobile, you know what I'm saying? [00:20:51] Mousa Hamdan: We have to exist in the future. You know, at the end of the day, we got to do what we have to do to let everybody, like he said, we're in the know, you know, we're aware of what's going on, what's coming, what's worth getting involved with, what's not.[00:21:05] Curren$y: And we going to ride with y'all because if it crashes, all us, then it did it off of us. You know what I'm saying? Fuck it. We going to roll too. [00:21:12] Mousa Hamdan: And even back a long time ago, I don't know if Curren$y even remember this, we did a deal back then with BitTorrent that we released a mixtape on BitTorrent, and it was 'cause the relationship we had with BitTorrent, they wanted to move away from everybody feeling that BitTorrent was a piracy site, and they wanted to like, well what if we give away something that we actually want shared? [00:21:38] Curren$y: Yeah. [00:21:38] Mousa Hamdan: And I remember we did that, I think we had like 156 million shares.[00:21:45] Curren$y: Yeah. [00:21:45] Mousa Hamdan: I told the record label that we were in a deal with at the time and they was like, nah, I got to see that. They didn't believe it. Well, like, what? Don't worry about it. You don't have to believe it. And that's why we're not with y'all now, because y'all don't believe the future. Y'all believing what y'all were taught to believe.[00:22:05] Curren$y: Yep. [00:22:05] Mousa Hamdan: Rather than having your own mind and realizing things change, the world changes. And you just got to be in the mix. You got to know what's going on. You got to get involved where you fit in. [00:22:15] Curren$y: You got to appear agile, man. [00:22:18] Dan Runcie: Stories like that, I feel, is what set y'all apart because if you think back to that time, no one wanted anything to do with BitTorrent or even LimeWire, BearShare, all these places where you could stream music and I get it. It was all the piracy, all the copyright. But at some point, someone asked to be able to say, all right, this is where folks are at. This is how they're getting our music. How could we get our music onto these places? Or how could we just think about it in a different way that isn't just no, don't do that?[00:22:46] Curren$y: Watch it come all the way back to the beginning because we stayed true the entire time, that company that needed to wash his hands and kind of rebirth themselves, needed to stand next to something that was pure the entire time so that they could get some of our life, you feel me? Like, that was the way that shit worked. Their name was so sullied that it was like, okay, as far as music is concerned, people know Jet Life will not falter. They won't fold. They don't go for fucking the dangling carrot. So if we fuck with them, then they would know, like, well, Jet Life wouldn't fuck with us if we were really this pirate fucking factory. So it made everything, you know, legitimate. You know, we saw good in them, so it was cool, yeah. [00:23:34] Dan Runcie: Yeah. It's interesting too, to make me think about the current thing that people are pushing back on, whether it's streaming farms, you know, people trying to drive up these streams and stuff like that. What's your take on that? Because I feel like, for you, something like that's almost irrelevant because you're not in this to, like, sell your music, so you don't care about charts or probably any of that stuff. [00:23:52] Curren$y: I can't blame them because it's not like streams, not like that shit pay you a lot of money, you know? I'm saying it takes a lot of streams to make, like, you know, substantial money. It takes a lot of people. A lot of artists don't even understand, you know what I'm saying? Like, the motherfucker call me like, bro, you did a million streams in the day. Like, so what do you think? I'm going to buy a yacht tonight, like, that was worth $12,000, bro, you know what I'm saying? That was worth 12 grand. I was like, don't trip. So I know they need those machines and shit to try and run those streams up. That could be check fraud. Like, they're trying to fucking, they're riding the clock, like, here man, we did 80 zillion billion streams in Apple music. Here's the paperwork. Fucking pay us, man. It could be that, it could be, we need to fucking this shit up so we could get a deal from some other people, maybe Pepsi Cola will reach out to us because they think we going to bring 'em all this attention and fuck them if we can't. The check's already here. You know, everybody's hustling though. It's not righteous, you know, but none of this shit is righteous. And that's kind of the ceiling that we set on ourselves by trying to, like, be legit, you know, it's not like that, you know what I'm saying? So I don't trip off the stream machines and people with the padded streams or, because I understand why they do it. We're blessed to not have to exist that way. And on the other hand, we do a decent amount of streaming because I put out a good amount of music, so I'm not going to do a million every month on one project like these other dudes, like, dude, some people only got to come out two times a year because that project will stream a million fucking streams a month every month all year. But what I will do is probably drop every month and still make it that way, you know what I'm saying? Or drop every two months, you know, and I'm still making that same bread. We just work harder, you know, because we're not doing a lot of the extra shit. [00:25:56] Mousa Hamdan: It don't hurt that he likes to record and what you're going to do? [00:25:59] Curren$y: Yeah, for sure. [00:26:00] Mousa Hamdan: You going to hold all the music? The music's going to sound old. He was writing about a '96 expedition, right? You got to put it out, bro. Next year, that thing's old. [00:26:11] Curren$y: Yep. [00:26:12] Mousa Hamdan: So at the end of the day, it don't hurt that he likes to record and the fans like to consume the music. They like the new drops. They don't feel like they're oversaturated with his music. They want more. [00:26:23] Curren$y: Yeah. The only time we hear that word is from, like, somebody outside. It's like when I'm doing, like, a press run and the people who had to Google me while we were on the elevator and we get up there to interview me, and that's like some shit they say like, so do you think you know about oversaturation? Like, fuck no, I don't think about oversaturation. I only think about my folks, like, you know what I'm saying? That's you. Y'all don't know. Y'all just tired of saying that Curren$y is coming out again with a project. I'm just tired of saying that. It shows up on y'all fucking thing. You have to mention it. You're just tired of saying this shit. [00:26:58] Dan Runcie: That's them trying to put you into a box. That's them trying to put you into what they know. But like a lot of people that serve their base, you know what they want and you are giving them exactly what they want. [00:27:08] Curren$y: Well, I mean, we interact with and we're around motherfuckers that come to this store all day, sometimes not even, to buy a shirt, like to be like, bro, when is this dropping? Like, you know, to play something for Instagram, when is this coming out? So we got our finger on the pulse of what's keeping us alive. Like, we check our posts often, you know.[00:27:28] Dan Runcie: For sure. Mousa, I want to talk to you a bit about the business of Jet Life and everything you have going on. And I know we talked a little bit about how touring is a big place where you all are getting a lot of the money, but what does the breakdown look like from a high level? Like, how much of the money you all have coming in is from touring compared to the other businesses and then compared to streaming and the music itself? Like, from like a percentage? [00:27:53] Mousa Hamdan: Well, I think, of course, since pandemic, the touring has slowed down. We haven't done anything, but I don't think, for a while, I didn't think the people were ready for a tour, you know, because different cities still had different COVID restrictions and vaccination card restrictions, which would limit the fans of coming to the venues. So it wasn't a good look. I spoke to some other artist manager, who is like, yeah, he's on the road, but he's kind of depressed because shows are not selling out. He feels like he lost it. And it's not that, it's just that the environment wasn't for that. You were going out there too fast looking for the money. The good thing with us was, like he said earlier, that if one thing wasn't doing what we wanted, we had something else that was doing it. So, crazily, the apparel skyrocketed during the pandemic. [00:28:47] Curren$y: And I was the one who thought we needed, I thought we had to stop. [00:28:51] Mousa Hamdan: Yeah. [00:28:51] Curren$y: I was like, nobody is going to buy a fucking hoodie. [00:28:55] Mousa Hamdan: He was like, bro...[00:28:56] Curren$y: There's no toilet paper. There's no fucking lights on in the store. Who the fuck is going to order a shorts, and fuck it, we're selling out of shit. [00:29:05] Mousa Hamdan: Shit was flying. [00:29:06] Curren$y: I was watching the news. There's just one, like, who are these people that are buying? Are they aware that this shit's even happening? Do they know they have nowhere to wear it to? And they're just posting the shit in the crib, in our brand new drop. Like, just fucking kicking it. The love was real, and they kept us alive, bro. I bought like fucking three or four cars while the shit was locked down. You couldn't even, we couldn't even go to dealerships, and I was buying cars because people were buying fucking sweatshirts. I'm sorry. I'm going to go back here. Y'all continue with business talk. [00:29:42] Mousa Hamdan: Definitely.[00:29:43] Curren$y: You know I'm saying? He knows, he knows, he knows. [00:29:47] Mousa Hamdan: So I think when he drops some music, there's a jump in streams, you know what I'm saying? There's a bigger check coming, you know, apparel, same thing. We drop some, a new line or a new drop, it's bam. You know, everybody wants that, and depending on what it is. But, you know, we tend to drop a good little bit of apparel. So I think now apparel and the music kind of coexist, and both have their times, that one makes a little more than the other and vice versa. The other businesses that are fresh starts are creating a revenue. Of course, we don't expect the nightclub business to make the money that the record label makes, but it's an addition. So it is always like our thought of keep putting in the pot. Eventually, that pot will get full or, like he says in the songs, we're trying to fill up a safe. Once we fill that safe up, we just got to get another safe. We're not going to empty that safe. We're going to get another safe. Now we got to fill that one up, you know? So if, you know, at the end of the day, you know, it is Jet Life, we're going to spread our wings, we're going to see what we can put our hands on that will create a revenue and at the same time, sticking to our morals and beliefs of what we feel like Jet Life should stand for. A lot of people don't know, Jet Life, at the beginning, Jets was just an acronym. Just enjoy this shit. So that's what we're doing. We're enjoying it. Or like I tell people, Jet Life has just enjoy this life. So that's where we're at with it, steadily growing, steadily trying to get involved in everything that makes sense. You know, If it doesn't make sense, we leave it alone. So the revenue streams, like I said, it kind of goes back and forth. Apparel definitely is a world of its own now. Apparel is great. You know, we moved from, originally, like you said, with touring. That's when I realized that the apparel was so good because at touring, we were selling so much what I consider tour merch, you know, which is just the name of the show, the city's on the back, a picture of Curren$y on the shirt. You know, all the fans want it. They're like, man, they really love this shit. They're buying it. [00:31:56] Curren$y: That was just a tour shirt. [00:31:58] Mousa Hamdan: So then I was like, well, damn, I'd rather wear our own clothes when I want to go to the nightclub, when I go out to eat, or if I just want to hang around. I don't want to wear a tour shirt all the time, but I want to wear something. [00:32:12] Curren$y: And I didn't want to wear no shirt with my name on it.[00:32:15] Mousa Hamdan: Right. He doesn't want pictures of himself.[00:32:17] Curren$y: I don't want no shirt with me on it, no shirt with my name on it 'cause like, who the fuck am I? You know what I'm saying? Who am I, you know, to even do that? [00:32:27] Dan Runcie: Right. 'Cause that's more like merch, right? And I didn't know that people use merch, but like, no, y'all have a clothing apparel.[00:32:33] Mousa Hamdan: Tour merch. And then we changed it to apparel. Apparel, which you wear on a daily thing, every morning you wake up and you put apparel. You were sleeping in apparel. So we had to reach that. And then every couple of months we just think, what else can we make? What else? 'Cause you know, we started with just t-shirts, you know, then went to hoodies and long sleeves. And then we're like, we got to start getting bottoms and we got to get hats and you know, so now we're, you know, building into accessories and whatever else people may like. And at the same time as well, like I said, we test fitted on ourselves. If it's something that we don't want to wear, I'll always show him stuff like, look, these are some of the new designs. This is some of the stuff that you talked about with me that we created. Now it's on paper. Do you like it? If you like it, let's push the button. Let's go with it. If it's something you would wear. 'Cause at the end of the day, if he doesn't wear it, if I don't wear it, if the other artists on Jet Life don't wear it...[00:33:33] Curren$y: It will sit in the warehouse. [00:33:35] Mousa Hamdan: Why would we expect a fan or a fellow lifer to wear it? They don't want to wear something that you don't even want to wear yourself. So if we don't want to create nothing that we don't like. You know, and that's just, I think our business model with everything we do. We don't want to do anything that we don't agree with. We don't want to do anything that goes against what we stand for. [00:33:58] Dan Runcie: That makes sense. And the point again about the merch, too, I think Curren$y, you had this line in maybe it's an interview, I think you said, but it's like, no one's calling you Sean John merch, right? As you're telling Diddy like, oh yeah, I like your merch. [00:34:12] Curren$y: Right. You know what I'm saying? And just, we have to stand on that, you know? And I think we have for a long time, and it made people change the perception of it, you know. Before, like, just, the fact that we stand behind it like that, it made people buy it who maybe weren't even thinking about it because it made people want to look at it a little more to not like it, you know, like people came in to find like what was wrong. And then it's like, well, shit's just actually, you know, I'm going to buy the shirt, you know what I'm saying? Like, they were coming to point out why it was just merch and it wasn't, you know? [00:34:47] Dan Runcie: Yeah. Yeah. One other question for you, Mousa, about touring itself and just doing live shows. Because of how well the apparel's going right now and how the business overall may have changed since the pandemic, do you ever think that you'll go back to doing the same number of shows that you were doing before the pandemic because of how much success you have with everything else? Do you think it'll scale back a bit at all?[00:35:10] Mousa Hamdan: In my mind, I've always lived thinking never forget where this started from and never forget what created this lane for you to get into. Without the touring, I never knew how much the merch sold. And I noticed that with a lot of artists, there's a lot of artists that don't sell merch, and they don't know the money that they're missing. So without the touring, without the shows that we do, like he said, we put a finger on the pulse of the fans. Well, we'll know who's coming to these shows, you know, and you can see when, all right, well, the shows are getting a little light, so what is it we're doing wrong? There's something that we're missing. Same thing with the apparel. When sales are a little low then I'm like, well, what are we doing that we used to do better? Or what are we missing? Are we getting laid back? Are we feeling like it just is what it is now? But being involved in it like that, I think, keeps us on with whatever else we're doing 'cause it's going to keep telling us, like, this is the pulse of the people. This is what you're doing. So I think we'll always do tours. Maybe we're not, you know, one time we did, I think it was 60 shows in 70 days, which was crazy. [00:36:23] Curren$y: 63. [00:36:24] Mousa Hamdan: Yeah, it was, yeah, crazy. Show every night, Monday, Tuesday, Wednesday, Thursday. And they're like, whoa, when is the break, bro? Like, when are we? So I don't think we'll do that. But we're going to stay out there, you know, as long as the people want to see, and he's got fresh music that he wants to perform. And you know, he's an artist, I think, that feeds off the energy, you know. And if the crowd doesn't have the energy, he's like, why am I here? Why am I performing for these people? They don't really want to see me because the energy is not there. So as long as we're feeling the energy, then I think we're there. Hopefully, I don't see it going down no time soon. You know, we're going to keep doing whatever it is that allows us what the universe puts for us to do, you know? And we're just going to be there. [00:37:08] Dan Runcie: How do you look at doing your own shows versus doing festivals? Do you have preferences? I feel like for an artist like you, your own shows where your people are going to be at, right?[00:37:18] Curren$y: Yeah, bro. This is a whole other show. Don't do it. We love, we love, we love festival checks. If I had to pick, I like, you know, me at the House of Blues. I know exactly that the people who are in there, like, are there for what we going to do, you know what I'm saying? The festival, I've been blessed to be a person that you kind of, you can't get around me in the game, you know what I'm saying? So when you don't fuck with me, people speak out to you. You look stupid, you know what I'm saying? You look crazy. So people put me on shit, like just, no, we got to have him on this festival. We got to put him on this. We got to put him on this, you know what I'm saying? And my core people are there, but they're surrounded by people who are, like, waiting for like the next person to come out and like spit fire, you know what I'm saying? And walk on the crowd, pop, you know, like, I can't do it. I'll never do it, you know? So I'm like, I don't want to put my listeners through it because and they're in there like, shit, man. There's, like, a kid who kept, like, elbowing me, you know what I'm saying? Like, some of my listeners are, like, there's always somebody to put me to the side, like, yo, I'm 51, my nigga, like, this is the shit I'll listen to. So them, them dudes don't, they don't want that. Those ladies, like, who pull me to the side, like, boy, look, you know, I could be... I'm like, Yeah, you don't have time for, you know, for that. So I like to do just my thing. But the festival checks go directly to the sports car dealerships. Like, those are the checks that get you off the lot though. So, you know, you're being a fool not to do it, you know? And that's just business. [00:39:03] Mousa Hamdan: The checks are good, yes, but I think as well...[00:39:08] Curren$y: He makes sense with this. I know what he coming with this, but I'm going to tell you, they're coming to business. He makes sense. [00:39:12] Mousa Hamdan: Sometimes, I honestly, in a lot of things that we do, I always tell him, I think he underestimates his reach, you know, and he's too humble to the point of, nah, bro, like, they're not really here for me and this, that, and the other. Now, I'll be honest with you, we had one festival show. I was a little worried. We got on stage. He wasn't on stage. He was backstage, so he didn't know nothing was going on. I literally walked to the DJ. I said, bro, this is probably our last festival 'cause it was like, there was literally 10 people in front the stage. I said, bro, if he gets out here and there's 10 people out here, he's liable to walk off stage, bro, so listen to me. The intro started and it looked like a rush. Like, I didn't know who. They had about 5,000 people or better rush to the stage. And I like, whoa, that's more like it. Then he came out, he didn't see the dead part. He saw that part. He was like, oh, my people are here. They're here. They showed up. They showed up. I'm like, you just don't know. They really did show up 'cause they wasn't here five minutes ago. [00:40:22] Curren$y: They just showed up.[00:40:23] Mousa Hamdan: Bro, but then that's understanding the festivals. You got six stages. [00:40:28] Curren$y: Yeah. [00:40:29] Mousa Hamdan: They're trying to catch everybody.[00:40:30] Curren$y: I was posting one time, there's a way to do it, you know what I'm saying? As long as you are vocal about what time you go on, your people will navigate through to get there for you, you know what I'm saying? But you also, you got the people who're waiting for somebody else 'cause I'm like, it's a gift and the curse, 'cause, like, I'm, like, the most known unknown. So it's, like they know they can't put me on at fucking one o'clock, you know what I'm saying? So then when you put me on at, like, eight, and then there's, like, whoever the fucking, whoever name was written this big on the flyer, this guy's coming after me, all right. The kids who are waiting for this guy are, like, have been pressed against the barricade for hours, like since 11:00 AM. When I come out there with my low-impact workout, like they're fucking dying, like looking at me and I'm like, I get it. Don't trip. I fuck with this guy's music too. He'll be out here in a minute, and I hope he does a backflip on top of you when he does, you know what I'm saying? Like, that shit kind of fuck with me because I'm delivering a real message. Like, every word I write, like, I mean it. So I really don't want to say it sweating to a person who's like this, like on the barricade, just like, bro, please stop. We get it. You like Chevys, you want us all to get rich? Fucking shut up. We want to fucking rap about drugs. Where's the next guy? So that shit kind of make you not want to do it. But then this guy, fucking, he's also the person who says this like, okay, you also woke some people up to the music you make. Then there's always, like, when I get done, the people who work the festival, the grounds, are, like, bro, I never heard this shit, but this was real music. Like, I couldn't understand nobody else's words, you know what I'm saying? This is fucking good. So I'm like, well, that's cool. I do leave out there with more listeners than I did, you know what I'm saying? It might be 12, it might be 150. He going to count every dollar for each one via stream, so I understand where he comes from with that. But I always like, I say it to myself sometimes, and sometimes when it gets too heavy to me, I say to the people around me, I'm like, bro, I'm actually the only one who fucking have to go and do that shit. Like, I get it. We all here, we all fucking supporting, but they're not looking at you, like, get the fuck out. And you got to do this shit for 45 minutes, you know what I'm saying? Sure. There's some people who are enjoying it, but the motherfucker who's right in front of you is dying, and you have to continue to have a good time. Like, that shit is like being a fucking Disney World animatronic or, being like a Chuck E. Cheese thing. Like, that's a rough time for me for sure. But it works, you know? That's anybody's job.[00:43:27] Dan Runcie: It's a balance, right?[00:43:28] Curren$y: You know, a hundred percent love any fucking gig that you have, any job you have, bro. I'm sure everybody at NBA, that was their dream, to go to the NBA. Some of those days sucked though for those dudes, you know what I'm saying? So it ain't always going to be the shit. The situation overall is one that I wouldn't trade for the world. [00:43:48] Dan Runcie: That makes sense. And you mentioned too that the money that you're getting from the festivals is going to the sports car dealership. Can we talk a little bit about that? How's that business set up and how's that been going? [00:44:01] Curren$y: Oh, well, me and Mousa, we've always been kind of into, like, bringing cars back to life, restoring things, and shit. But I've been holding on 'em. But as of late, we're building a stable of vehicles to kind of release onto the public, but it'll be like a collection, the same way we come out with clothes. There'll be like six vehicles put up for sale at one time that we cultivate and put together. We putting together a BMW, a few vintage sports car that we putting together. We're going to roll 'em all out at one time, you know what I'm saying? So I expect them all to be gone, like, within the week. I expect it to be like shoes. Like, I expect motherfuckers to try it and everybody will blow. You know, everybody try their hands at the shit we do. So another motherfucker with a bigger audience and shit will try to do the same thing, but you know, who cooked that shit up first. [00:44:52] Mousa Hamdan: Okay. They know, They know where they got the idea from.[00:44:56] Curren$y: Yeah, they know, too, so it don't matter. [00:44:59] Dan Runcie: Speaking of cars and trendssetting, I know you got a partnership with NASCAR as well, and I feel like there's another thing, too, where not a lot of hip hop artists are doing those deals, but we are just seeing the way things are trended now. Everyone will be following to that. And you got the Jet Life cup series. All right, let's talk about it. [00:45:16] Curren$y: Yeah, man. Yeah, man. Well, yeah. People of any other nationality other than the original rebel down home boys were not involved in NASCAR and they fucking, they had it that way. They built it that way, executive-wise, it's not like that anymore. Now, you know, doors have been broken down, kicked in, and open-minded. People are now there, and it's made it more accessible for fans. I was shocked when I went that I saw like groups of different people, I don't want to just say black people, just different people in general because the other side of it, the way it was, they weren't picking what nationality or what people they didn't want, they didn't want nothing else, but what the fuck they had, you know? So it's way different now in all aspects. It's not just minorities selling nachos. They driving the cars. They are the ones like turning the wrenches and making sure shit is right. They got headsets on, they out there doing the real thing. And I brought one of my younger homies with me, it blew him away. He's at school for engineering, and he was just, he was nervous for us to even be out there. I made a few small jokes to my friends when we first got there based on the appearance and how it looked. But it really wasn't like that once you got down into the meeting. And I read on social media, like I read a few comments. There were some people who were not excited about our presence. There's some people who weren't into the collaboration. I saw one thing under a video that I was so sad 'cause I was like, I hope my mom don't see it. Because the motherfucker was like, what is he coming to steal? And I was like, damn, if my mama sees that, she'll probably cry, you know what I'm saying? Like, it'll take a minute for me to get her over that shit. But what are you going to do? You know what I'm saying? This shit, you can't blame the behavior 'cause it was taught a long time ago. Like, they didn't pop out like that. That's what that motherfucker told him to do, you know what I'm saying? And what we doing is playing the hand and telling the people who are receptive and the new people, the younger generation, like, it could go this way instead, you know what I'm saying? Like, we were up in all the suites and eating NASCAR food, you know, and actually, I'm going to say this, I was a little bummed with the NASCAR because we couldn't get a Coca-Cola badge on our jersey. We wanted to have it because the race that day was actually Coke Zero, Coke Zero 400, all right. So, when they originally had the design meeting for the package, they included Coca-Cola logo because that was the race, you know, that's when it was coming up. And I think like they did the same thing, like, whoever is involved with the collaborations just did a little brief overview of who I was or what I was about, and they're like, oh, no. So like, that kind of fucked me up. [00:48:17] Mousa Hamdan: They'll be back though. They'll be back. [00:48:19] Curren$y: Yeah. But you know, like, I was like, well this still, you know, shit is still hard, you know? But with time, with time, yeah. And I don't know. And then, and I didn't like the you got gang with you. I heard over there, I'm sorry. [00:48:32] Mousa Hamdan: Oh, yeah.[00:48:32] Dan Runcie: That's from fans or was that from NASCAR? [00:48:35] Curren$y: No, no.[00:48:35] Mousa Hamdan: Coke exec. [00:48:36] Curren$y: Just one of the brass at Coca-Cola. And I drank a lot of Coca-Cola, so I really do need to stop, but for health and maybe for business, because motherfucker was like, to the representative from NASCAR who was showing us to where we were going to go to sit down, like, in the suite. He's like, oh, you got a gang with you. And I was just like, damn, like. I'm sure maybe I'm looking at it with a microscope, you know. [00:49:01] Dan Runcie: But still though, you can't say that, yeah. [00:49:04] Curren$y: I really don't know, I just don't know. I just was on the fence. I thought about it a lot. I think about it. [00:49:09] Dan Runcie: But like, they wouldn't say that if, like, Jason Aldean walked up in there with a group of folks.[00:49:13] Curren$y: You got a lot of people with you, you know I'm saying? It wasn't like he said the gang's all here. If he said the gang's all here, that would not have hit me like that. People say that the gang's all here, that doesn't mean that you got a street gang here. [00:49:29] Mousa Hamdan: Right.[00:49:29] Curren$y: But, whoa, you got a gang with you. [00:49:33] Mousa Hamdan: He could have said, Hey fellas and just kept it moving.[00:49:36] Curren$y: Yeah. [00:49:36] Mousa Hamdan: How y'all doing guys? [00:49:38] Curren$y: Yeah. [00:49:38] Mousa Hamdan: And you didn't have to make conversation with us. You were just passing.[00:49:41] Curren$y: It felt like it was a Chappelle show skit because it could have been where keeping the real goes wrong. Because I was like, half step, like, trying to see if I could make eye contact with one of my friends who felt like maybe that was wrong and I had support in, like, hey man, like, what? But it could have went way south. Like, there could be no more NASCAR 'cause shit if we could, would've did that. You know, we just might not have the Coca-Cola on the next one. Or maybe we will, maybe they're like, oh, shit, man. We didn't mean that. I thought I did say that gang's all here. Let's put a badge on the fucking next jacket, you know, it might work that way. And that's business and that's why we're here talking, you know? And and that's why it it pays to be true to yourself within your business. And if your circle is small, it's easier for you to be honest and not worry about if something sounds stupid or anything because, like, we have a yin and a yang, like, you know what I'm saying? Like, that's what makes it work. [00:50:37] Dan Runcie: Right. And I think that's a good note to close things out. And I want to get your thoughts on this question because as you started with the beginning, y'all have been together for a while, even in this conversation, we can see that chemistry between the two of you, that yin and the yang, you understand each other. What do you think is the secret for having the artist and manager that just stay with each other? 'Cause there's so many times that, either other artists or other managers that have been on this show and they're like, oh, yeah, you know, so and so fired me. [00:51:04] Curren$y: Somebody lied in the beginning.[00:51:07] Mousa Hamdan: Right. [00:51:08] Curren$y: Just like, who fucks up anything. You know, like, just somebody lied in the beginning. The artist was signed to nine different managers. Everybody loaned him $1,500 to help him do something. He's just signing with whoever's going to fucking give him a fucking chain or watch, and he's not being honest. Or there's a fucking, like, a discrepancy on this stack of paperwork or something, and this guy's outsmarting the artist and fucking going to rob and blind, you know what I'm saying? Like, if that happens in the beginning, the intentions are bad in the beginning, then you'll see where it looked good and then it fall into pieces because you find out, you know what I'm saying? Like, fucking, when we read for fucking N.W.A, which is one thing I didn't turn down, I was down to do that. He's coming to me with movie shit. Do you want to read this? Do you want to do this? No, no, no, no. They're like, do you want to be Easy-E? And I was like, no. At first I was like, no, like, they should call his son, you know what I'm saying? But then I end up reading for it, and then they end up getting a guy from New Orleans anyhow. So that was cool. I'm like, damn, I probably could have got that shit. But nonetheless, the part that we were reading, it was after Easy-E's wife went through the paperwork that he did with Jerry Heller and she brought, like, so much shit, attention to him. And when E and Jerry had this talk, it made Jerry cry because he was leaving even though he did so much wrong shit. But in his heart of hearts, he probably didn't think it was wrong 'cause he took dude from nothing. But it was still bad and he couldn't believe how quick Eric was ready to shut the shit down. But it's because he was wrong. Like, once that, there's nothing you could do after that. Once it get like that, it shut down. That shit is heartbreaking. And we never, like, we have not hurt each other like in that aspect, you know what I'm saying? Like, when I came to him, I was like, look, I don't, you know what I'm saying, I ain't signed nothing yet, but this is what's going on. Boom, boom, boom, boom, boom. That's that, you know. I don't know, I'm going to go talk ahead, I'm going to do this and get this and then not say this. You know, he don't fucking pop up and see I'm doing the show in Colorado and, you know what I'm saying, I didn't say anything. I just went, flew out and oh no, I made just 30 grand right quick, you know. That there's just, it's all on the up, bro. So with that, you know, you stay friends, we friends first all. [00:53:28] Mousa Hamdan: That's I think the biggest thing. [00:53:29] Curren$y: Yeah. If he wasn't in my homie, then we wouldn't do business. [00:53:31] Mousa Hamdan: We started as friends, and then we continued to be friends in this. [00:53:36] Curren$y: Yeah. All the way through.[00:53:38] Mousa Hamdan: We're business partners, but we never was just business partners. We was always friends to begin with. [00:53:44] Curren$y: Right. So that make you not be able to do no fucked up business. [00:53:48] Mousa Hamdan: And then we trust each other. [00:53:49] Curren$y: You know what I'm saying? You can't do that to your friend.[00:53:52] Mousa Hamdan: Trust is big, you know. I think he trusts my decisions, I trust his decisions. And then we talk about things, like he said, we were going to always converse about whatever decisions we want make. If there's ever a thought, I think, you know, this may be wrong or whatever, I'm going to consult with him as if he was my manager, you know what I'm saying? So we're going to talk and the trust issue, I always hear that, you know, how, why y'all been together so long? I'm like, if you build a business, who builds a business to separate, right? We build a business together [00:54:24] Curren$y: Who are these people that you're with? Who's in your car? Who the fuck are you riding with in the car? Like, who? That's why. That's why I said, like, having 19 and 30 motherfuckers. Like, now there might be 30 people in this building at a time, and they all could have a Jet Life chain, they all be a part of what's going on. But at the end of the day, you know what I'm saying? When it'll come down, it'll come down. Like, we got to sit down and fucking, you know what I'm saying, and put it together, you know. Everybody respect that because when we come out the room, we come out the with the right answer.