Podcasts about Q4

EP272 - Q2 Ecom Data, Earnings, and Amazon News US Dept of Commerce Data In July retail sales were up 13.3% from previous July (down 1.1% from June). Year to Date sales were up 21.1% vs. 2020. Apparel is in the biggest recovery, up 63%. At peak of pandemic, restaurants lost nearly $51B/mo of sales to grocery stores. In July the gap has closed to $4B in sales. Restaurants sales for the past two months are higher than two years ago. Retail sales for all of Q2 2021 grew 28.2% from Q2 2020, e-commerce in Q2 grew 9% during the same period (due to the very high covid driven e-com last year). E-Com was 13.3% of retail sales for Q2. Q2 Retail Earnings Reports Walmart – US Comp Store sales up 5.2%, E-Commerce up 6% Target – US Comp Store sales up 8.9%, E-Commerce up 10% Home Depot– US Comp Store sales up 3.4%, E-Commerce flat Lowes– US Comp Store sales down 2.2%, E-Commerce up 7% Stores selling essential goods are comping against a very large 2020 basis in Q2. Most stores saw increased foot traffic driving store growth. Concerns about Covid resurgence and supply chain disruptions loom for Q3 and Q4. Amazon News NYT wrote that people now spend more at Amazon than Walmart – Jason says the number are debatable and that's besides the point. WSJ wrote Amazon Plans to Open Large Retail Locations Akin to Department Stores. We discuss Episode 272 of the Jason & Scot show was recorded on Thursday August 20, 2021. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:24] Welcome to the Jason and Scot show, this is episode 272 being recorded on Thursday august 19 20 21 I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scot Wingo. Scot: [0:39] Hey Jason and welcome back Jason Scott sure listeners Jason we had a little bit of a break in there you had vacation and I got to focus on car washing and it's good to be back together. Jason: [0:53] It is I had a great time but I did miss you. Scot: [0:57] Oh I did see that while you are on vacation your company won a big Walmart deal so I think they would like for you to go on vacation more often. Jason: [1:09] Yes that is the general consensus the like I have great empathy for anyone in these spaces where you have these like huge drawn-out pitches but this was like. More than five month pitch and. Not shockingly it took the the client a little longer to pick a winner then they they promise so I you were kind of. On pins and needles for a long time and then I went on vacation and we got a good result so I think all my my co-workers my the hundred of my co-workers that were involved in this pitch with me like are all eager for me to work even less than I already do. Scot: [1:48] Well I heard it was because Doug mcmillon listens to the podcast. Jason: [1:54] Yeah amongst others so Chef to all of our listeners from Walmart thank you so much for putting your trust in me and all the mean things that get said about you on the podcast all come from Scott please remember that. Scot: [2:08] Absolutely not I love Homer I probably spend more time in a Walmart than you. Jason: [2:13] That is debatable but I do know that you are a legitimate Walmart Shopper and and you have an awesome use case for Walmart. Scot: [2:25] Which one are you referring to. Jason: [2:26] I feel like Walmart is your go-to for hard to find Star Wars collectible toys. Scot: [2:34] That is true I have spent many a midnight at a Walmart waiting for the pegs the toys to be hanging from the pegs and it's just the best time to be at Walmart is the best people people watching that 12:00 to 3:00 a.m. period. Jason: [2:47] Yeah they're there are some interesting shifts that go on at a Walmart store especially the 24-hour ones. Scot: [2:57] And then I'm super jealous because on your vacation you've got to go two galaxies Edge before me and that is for the non Star Wars fan folks in the audience that is the new Star Wars attraction at both the California and Florida Disney parks. Jason: [3:16] Exactly and it was awesome we went to California Disneyland as many listeners will know I'm a dad in the body of a grandad so I have a, almost six year old son so we took him to Disneyland for the first time and generally, my my Advanced age is a disadvantage but in this one case it was an advantage because I had a much better excuse than you do to take time off from work and go to Galaxy's Edge. Scot: [3:43] Awesome well I'm bummed was it fun how would you rate it. Jason: [3:48] I highly recommend it I mean yes the whole trip was fun Galaxy's Edge lived up to my expectations and there's. Kind of too wet in the old days we would have called e-ticket rides in Galaxy's Edge. Smugglers Run on the Millennium Falcon and this much more extravagant ride called rise of the resistance and they were both awesome I would say rise of the resistance is the best ride I've ever been at an amusement park so so, totally cool totally worth it and you for sure have to go and I'll go with you when you're ready. Scot: [4:22] All right strong words were gone we'll take we'll take all the listeners will take your mom and you know some of the other folks with us. Jason: [4:31] I'm sure a lot of listeners would love to go the one that wouldn't would be my mom because my six-year-old dragged her on every roller coaster at Disneyland and he had a blast but she was like white-knuckled the entire time. Scot: [4:43] Okay so she's already checked the Box. Jason: [4:46] Exactly exactly you're not a big enough draw only the grandson is a big enough traffic to your bed. Scot: [4:53] Well I'm glad you had an awesome vacation and the last time we recorded a podcast was one of my favorite days which is Amazon earnings and today is one of your favorite days of the year this is when the US Department of Commerce who sidebar has been on the podcast they drop a big load of data what did you discover in the data. Jason: [5:15] Yeah so just side note I just to be jealous of my my month Disneyland. Got got invited to keep working with my my favorite client for for the foreseeable future and I got quarterly e-commerce data from the US Department of Commerce so that's what I call winning. But yeah let's jump into it so. We're recording this on a Thursday on Tuesday the US Department of Commerce released their monthly retail sales data so super brief. Primer recap they published data every month. For the previous month and that's called the advanced retail monthly data it's kind of a quick look at the the month it was 15 days prior. And then they publish more comprehensive set of data for two months back which would be like 45 days prior. So so that's the data that we got on Tuesday and of course we're all pretty interested in what July looked like because there was this whole kind of. [6:19] Covid recovery and people rushing back to stores in the pivot from online back to stores and then there you know had been a lot of like negative news and rebounds because of Delta and so you know it's kind of interesting to see. See how the the data swung and so in general, if you were someone that looked at month-over-month retail sales it was a Debbie Downer month so Joel I was about one percent lower than June, but as I have counseled many times on this show that's not a very important number to look at what we really want to look at is July 20 21 against July. 20/20 so so year prior data and retail sales for for this July were 13.3% higher, then last July so ordinarily that would. Um cause for a party that's a huge growth like ordinarily we see like kind of for to unit three to four percent growth year over year in total retail sales so 13% is huge. But of course. Last July was still pretty impacted by by covid so we have this weird basis and as we'll talk about later that's why most retailers are talking about year over two years at this point but so first data point. [7:44] July was a good month it was up 13 percent from the previous July. [7:51] We I also like to look at year-to-date sales so I add up all the months and January through July of this year is up 21% versus January through July of last year, which is also very healthy and again half of that period would have been pre covid versus last year so that's that's encouraging and then, there isn't a. [8:14] In awesome measurement of e-commerce in the monthly data especially the advanced monthly data but there is this thing called non store sales which is kind of the closest proxy we have to e-commerce and that's where things got interesting it was about 5.9 percent up from last year so way slower growth. Then you would normally expect for e-commerce so you normally expect retail the girl about four percent in e-commerce to grow 12 to 15% so so retail growing 13% is unusually fast and and Ecommerce growing 6% is unusually slow. But again if you think about the fact that last July a lot less people are going to stores and instead spending online. It kind of It kind of fits so I would from my perspective, there was nothing there was nothing like super anomalous in this data it's kind of where we would have expected it to be and then I like to dive into the categories and see if there's anything important in the categories and again the categories are kind of where you would expect, by far the category that's most up this year versus last year on a monthly basis and a year-to-date basis is a Peril so the apparel industry is like. [9:32] Sixty-three percent better this year than it was last year because they were just absolutely creamed by by covid last year restaurants and bars or up thirty percent over last year but then there's some some categories that actually did well in covid but are still pretty significantly up so things like furniture and home, Sporting Goods those and consumer electronics are all up significantly. Even though they generally got a covid boost so. That that is pretty interesting and then the thing that I most look at specifically related to covid is. In covid everyone bought all their food from grocery stores instead of restaurant so restaurants got creamed grocery stores did really well and so we've been watching to see if that. [10:26] Goes back to pre covid levels and it's getting awfully close so you know in. March of last year seventy percent of the calories got sold by grocery stores 30% by restaurants and that's a that's a that meant 60 billion dollars a month in sales that used to go to restaurants were going to grocery store so that's huge. And in July that Gap it became kind of, 52 versus forty eight percent so only a 4% Delta and pre covid-19 t-50 so that's that's about four and a half or five billion dollars a month, that grocery store still winning that they didn't win before covid but not surprisingly. Like people were eager to go back to restaurants and they are going back to restaurants and that's one of several indications we've seen that while. Digital grocery grew a lot during covid and it's going to keep some of those gains it does not appear to keeping all of those games and we are seeing some backslide and we're seeing that in things like like instacart sales as well. Scot: [11:40] Yeah there's been wasn't there a rumor that instacart was looking to be acquired. Jason: [11:46] Yeah yeah there's a few things out there there is a rumor that instacart was talking to doordash. And then Super interesting this week and I'll put a link to it in the show notes former guest and friend of the show Dan McCarthy who remembers the, the professor at Emory that specializes in in customer lifetime value and cohort analysis he got a big. Set of credit card panel data from Ernst research and he was able to use it to kind of. [12:20] Back into the gmv which in the restaurant business or the grocery business they actually would call govt Gross order value um and he was able to kind of figure out the size and stickiness of doordash and instacart and what he found was, instacart got a bigger covid bump than door – but that door – is much stickier and and has a much higher rate of repeat customers than instacart in fact. About 30% of he found that about 30% of door – Shoppers repeat and only about 20% of instacart Shoppers repeat and that that difference, is is very meaningful in the financial outcomes for those two companies and he kind of estimated that insta cards govt is probably around twenty three billion dollars on an annualized run rate so he kind of looked at it and said hey instacart does appear to have significant weakness versus door – and and so it kind of lien when the some Credence and some tangible Nest to the. The rumor that you know instacart might be on a covid peak in trying to sell at it's at its high we've also heard just some rumors that they're you know struggling to retain some of their there, customer Sellers and some things like that so so it's going to be an interesting space to follow. Scot: [13:48] Any other surprises from the dinner. Jason: [13:50] Nothing wildly surprising in later in this podcast we're going to talk about earnings and we're going to talk about Home Depot and Lowe's reported and so sort of a preview I would say like. Um the do-it-yourself category was a category that did really well in in covid-19, um and so you you know it's interesting to see like if that sticky if have you know as people are starting to go out more are they are they stopping the investment in their home and or are they reinvesting in their home this year is that a new habit so I've been watching the do-it-yourself space and it had modest growth. From last year so I want to from memory I want to say it was about eighteen percent up from last year and last year was a very. Hi year so that that's interesting and I won't spoil it but it's going to be that number will be even more interesting when we talk about how Lowe's and Home Depot. Scot: [14:53] Let's jump into it. Jason: [14:54] Okay so the next thing I wanted to talk about is so I mentioned that this monthly data doesn't have awesome e-commerce data in it. The US Department of Commerce publishes much better e-commerce data but they only publish a quarterly and that's why this week is so fun is because this is one of those quarter months when they publish both the monthly data and the quarterly data so we just today got the cue to e-commerce data from the US Department of Commerce and the top line here is Q to 2021 Drew about 28% from Q2 2020 and e-commerce. [15:38] I'm sorry tale so that's all of retail which like that's way higher growth than you normally see and eCommerce growth was 9% for that period so lower. Then you would normally expect to see right and again that kind of follows the trend here. E-commerce was artificially High last year and so you know even though it's growing it's growing against a bigger base and so the growth this year does not look as big. So a lot of people are you know trying to talk about. Growth on a two-year stack but that 9% growth becomes super interesting when you think back to Amazon you know Amazon got beat up because their rate of growth slowed a lot they were down to 22 percent but 22% still means you're more than growing more than twice as fast as the industry average. And as we're going to see you later like much faster than most of their competitors so so that that is pretty interesting and then a ton of news then writes like e-commerce is down. Because nine percent is lower than we would usually expect but I just want to remind people. That down doesn't mean what you think it means like like we sold more stuff online in Q2 of this year than we did Q2 of last year and Q2 of last year was amazing. It's just the rate of growth is slowing down. Scot: [17:02] This is where I always get confused because the headlines that came across my CNBC trackers were retail sales were down 1.1 percent and worse than expected. Jason: [17:14] Yeah so that was. Scot: [17:15] How do I reconcile that with 28%. Jason: [17:18] Yeah well so the 1% is monthly and it was that mean that was down month over month so that's June to July so, July 2 July monthly going back the retail sales were actually up by 13 percent which is much more healthy and Q2. Versus last Q2 retail sales are up what did I just say 20 that's the. Scot: [17:48] But okay but then the month-on-month is interesting because why do you you know if we're still coming out of covid you would expect it to be kind of climbing up even if we were heading into the fall or. Jason: [18:00] What you have to remember about consumer spending patterns and Retail is there it's all heavily driven by these purchased occasions and there's a bunch of purchase occasions that are tied to date and so the spending patterns you'd expect to see in July are different than the spending patterns you'd expect to see in June so there's there's more people spending on summer activities in June than July and there's more people starting to spend on back to school in July then in June and so there are all these factors that make it really hard to. Compare month-over-month in West you you do some like heavy seasonal adjustment gymnastics and even that tends to not work because, some of these these purchase occasion shift from month to month from year to year so sorry it's complicated. Scot: [18:51] Got it dads and grads will scrap it up two dads and grads being in June. Jason: [18:57] Yeah but so I mean my biggest takeaway is like as a retail I guarantee you every retail team I work with care a lot more about there. Their sales bases from last year than they do their sales bases from last month. Now the Miss versus analysts expectations that's a separate story and some you know obviously is you know like investors tend to get squeamish when, when the recharge missed the analyst expectations but it's super hard to predict analyst it's a tough job for the analyst right now given all the uncertainty around health and covid and we simultaneously have states where they're throwing parades because covid over and people are opening up and then we have states where their reinstituting Mass mandates so it's. It's like high degree of uncertainty at the. [19:51] Um so in that climate some poor companies had to report their earnings and face investors and so this was to me a fun week for earnings calls, Walmart reported their their Q2 earnings Target reported their Q2 earnings Lowe's and Home Depot reported their Q2 earnings and then TJ Maxx reported their cue turning so it's a pretty fun week in retail earnings um and. Again I tend to focus more on the operational metrics and less on the investor metrics so you know there were some beets and some misses in there that impacted stock performance and I don't pay that much attention to those. [20:33] As a reminder because Amazon reported a couple months ago and we did a whole show a couple weeks ago we did a whole show about it, Amazon is predominantly e-commerce and Amazon's Q2 was up 22 percent from Q2 of last year so so, put that data point in your head and then you go okay home Walmart and Target how did you guys do Target was up eight point nine percent. Which was a beet and Walmart was up 5.2% which I want to say was a meat if I'm if I'm remembering right so so both those retailers did pretty well they sold a ton of stuff last year during covid and they sold significantly more this year. Um with less of a covid impact and less of an economic stimulus impact and so that that. Was pretty encouraging both retailers throughout cautions about. Their performance the rest of this year and so both retailers I think had some negative movement in their stock based on there, um on there like forward-looking expectations but not based on their performance so so again. [21:53] Amazon twenty two percent Target at eight nine percent will call it and Walmart at 5%. Um that's their total sales e-commerce was a much more interesting story targets e-commerce grew ten percent. [22:09] And Walmart's e-commerce grew three percent and those numbers are tiny by historical standards right so Amazon is all e-commerce so their 20% growth means their e-commerce grew 22% so the so Amazon's e-commerce grew more than twice as fast as Target and more than four times as fast or about four times as fast as Walmart so that that makes Amazon's performance look even more impressive if you think about Target like last year. [22:41] They grew a hundred and ninety-five percent so, so again like really sucky to comp against that that huge huge Peak and last year Walmart grew a hundred percent so they're comping against a huge Peak so the, the story of Q 2 for all these retailers is going to be, you know how do they hold on in their total retail sales can they kind of beat the industry average and then. You know where do they fall on e-commerce and candidly like. Target Walmart and Amazon kind of don't surprise me what surprised me was Lowe's and Home Depot so remember I told you earlier that, the do-it-yourself category is crony US Department of Commerce is performing reasonably well it's like up like eighteen percent so. Home Depot with retail sales for the quarter were only up 3.4 percent and lows sales were down 2.2%. [23:52] So Kind of hard to reconcile that in my head like there are many other do-it-yourself retailers besides Lowe's and Home Depot. I almost think this is like highlighting a problem in the US Department of Commerce categorization because it just, I can't put together a model where Home Depot only grew by 3 / 3.4% where lows went backwards 2.2% and yet the whole do-it-yourself category went forward, yeah but that being said Home Depot's e-commerce and super cheesy how they report this like they Home Depot totally tried to bury this but Home Depot's e-commerce growth was flat, they did not grow from last quarter from this quarter last year again off a big basis they grew a hundred percent last year and then was grew seven percent. Which you know again that that's actually better growth than Walmart and Lowe's also had a big basis they had a hundred and thirty five percent so on an e-commerce standpoint you'd say like glows actually kind of out performed in e-commerce but then the bad news for Lowe's is they way underperformed and in terms of a brick-and-mortar thing which is of course much more meaningful to them. [25:11] Um so those were kind of the monthly earnings so. That I you know I think that is a trend the other thing that came out in these earnings calls is both Walmart and Target talked about how last year retail traffic was way down but ticket size was way up people came to the store to last and they bought more in each, trip almost all the retail growth we saw this quarter was from increased trip frequency, so it was almost all tied to more people walking into Targets in Walmart like there's probably pent-up demand go shopping from people that were we're doing more of their spending online so this is kind of, all of these data points are converging to say that people are are had kind of online fatigue and we're happy to go back to stores and we're seeing that in the industry data we're seeing that in the earnings data and you know it's going to be really interesting to look at Q 3 because. It's not clear that that trend is going to continue based on some of the the health news and. State restrictions that are getting imposed and certainly based on some of the international news. Scot: [26:22] Yet it was this time last year when we kind of coined the ship again, I wonder if we're teeing up for you even kind of a tougher holiday this this may be kind of teased out of the date a little bit like maybe maybe Lowe's was down because of supply chain issues of you know they just couldn't stop the stores I don't know that that's one way to explain kind of why one retailer would be doing bad but the category did it better, and yeah so you know the supply chains are all jammed up there's just all the way from Manufacturing to hear stories of you can't get room on boats and certainly planes and then when it gets here you can't get it off the dock because there's not enough trucks and then you know I'm living the nightmare scenario where you can't buy vehicles and I have a business built on being buying Vehicles so you know there's you know. The whole system's and need to add capacity for delivering more and there's literally no vehicles to be had due to this tube shortage so it's gonna be really interesting next four months to see how this plays out. Jason: [27:35] Yeah no a hundred percent agree I'm super concerned about holiday the inventory levels like wouldn't really show up in the, the kind of reported earnings like where it would come up in is the transcript of the investor calls and I'll confess I didn't listen live to I did listen to Walmart and Target I didn't listen live to Home Depot or Lowe's I kind of skimmed the transcript so I can't I don't I did not see, then calling out supply chain as a reason for this quarter's performance it definitely was called out as a risk factor for there. Their future performance and what was a little interesting is Walmart and Target vote both went to Great Lengths to express that they felt like they were going to be in a good inventory position for holiday and I say that because none of us are expecting them to be in a great inventory position for holiday so they're they're trying to. Push back that narrative and it like obviously those are two of the biggest retailers that have a lot of Leverage over the supply chain so it's like, you know if anyone can buy inventory it's going to be them and they're saying they've invested early and they think they've got the inventory they need for Holiday locked up. Your points are all, super valid like every step in the supply chain is more expensive and more fragile right now and the one that you didn't mention is. [29:05] It's also just harder globally to get stuff made and you know if you look at the global, like flow of covid there's really only one economy economy that completely recovered and got a hundred percent of their retail foot traffic back for example and that was China and guess what China is, like in the throes of a Delta pandemic and foot traffic to retail as way down like they've had a back slide and that has impacted factory production and productivity and you know you mentioned one tangible, way that's playing out as these chip shortages but like there's a bunch of them and then we also have this Global labor shortage, and a place where it's been particularly hard to hire people is in warehouses and factories and so I here in the United States we've got like a bunch of Labor shortages we've got a bunch of labor dispute so I want to say Mondelez has like three big factories under strike so Santa may not be able to get Oreos this Christmas like there's a lot of those things playing out right now so I would say, that Walmart and Target may have locked up enough inventory but there's. [30:21] Severe uncertainty about the holiday and I think everything we talked about for ship again in last year's going to be worse this year. FedEx and UPS have both announced their surcharges for holiday and they've already informed most of their customers of what there, how they quotas will be so that's going to for sure come into play the US Post Office which historically has not had surcharges is adding surcharges this year so lots of stuff going down and again, I'll be shocked of Amazon has as much capacity as they want but you know Amazon unique amongst all these retailers owns a lot of their own capacity and in fact. They're huge Amazon air Hub in Cincinnati just went online so. Yeah yeah and even when you can get stuff it's just more expensive like I want to say that like average price of a container with six thousand dollars last year and it's 22 thousand dollars right now so. Scot: [31:19] Effort Amazon Seller say 40,000 I don't know. Jason: [31:23] I think yeah it depends on what you know but yeah and so I again I've seen like. Retailers by part of a porch in Canada I want to say, um Canadian Tire like literally bought a shipping Port you know we've seen lots of retailers including Home Depot by their own container Freighters like, we're seeing all kinds of crazy reaches up into the supply chain to try to protect capacity so it's it's definitely going to be interesting. Scot: [31:54] We will keep listeners posted well this is the place to go to where we're called it last year early and we're going to keep tracking it and calling it early this year. Yeah and then since we're doing a news episode it wouldn't be a Jason and Scot show without a little. Jason: [32:15] News new your margin is there opportunity. Scot: [32:23] That's right Amazon news Jason I saw this one got your dander up a little bit on on the the Twitter there was a New York Times article where they talked about how Amazon is now officially a hundred percent without any argument bigger than Walmart and an article what they do is they use a third-party source for GM v data which I actually appreciate this because for a very long time I was trying to help educate people that that you can't just look at Amazon Revenue numbers that their impact is bigger because there's this kind of Iceberg neath the surface of gmv that matters because if someone buys something from a 3rd party seller for $100 other retailers lost $100 they didn't lose the around $10 commission that Amazon shows us Revenue so I thought this was pretty interesting and when you you gross up now the number they used was pretty aggressive I don't know who this this Source was I don't have a subscription but it seemed a little aggressive and the lines are definitely going to cross I thought maybe they had pulled it into your to what we're I know this kind of got you a little agitated what what do you think about this. Jason: [33:39] Yeah yeah so it's super interesting it's a great article it's it prompted a lot of conversation I am mildly annoyed so first of all the I have seen as a result of this this article got written in the New York Times and it's a very accurate article. But it then got echoed by hundreds of other Publications and it got. Progressively worse so a I thought that would warm your heart is a ton of these articles go to Great Lengths to explain why revenue is in a valid way to compare these retailers and what gmv is and it's like. They all have discovered this year what you've been been teaching all of us for four. Probably 10 years now at this point we're old but so that was kind of fun so the New York Times article the headline first of all was people now spend more at Amazon than at. [34:33] And then the subtitle is the biggest e-commerce company outside of China has unseated the biggest brick-and-mortar seller. And so what this article is saying is, they're using a gmv estimate from a data company that sells data to investors and so it's a Wall Street analyst firm called factset and facts that said, Walmart's trailing 12-month gmv, was 500 Global GMB was five hundred sixty six billion dollars and Amazons 12-month gmv was six hundred and ten billion dollars so for the first time Amazon's Global gmv is higher than Walmart's and so Amazon has finally passed. Past Walmart and you know we've hit this big milestone that everyone should be talking about right like so that was their article and nothing in its wrong I would argue that the fact that data tends to be on the aggressive side but, maybe aggressive for both and, facts that is not estimating gmv for Walmart just you know like they're using revenue for Walmart and they're using GM V for Amazon and as you know, Walmart now has a meaningful Marketplace why got you know I don't think they've disclosed what the. [35:59] The ratio of 1 Peter 3 p is but Walmart has said they're going to sell 75 billion dollars online this year so. That you know their gmv is likely significantly larger than their revenue but the biggest reason this isn't an apples-to-apples comparison is these two companies don't sell in the same countries right so Amazon's and many more countries than Walmart so you know their incontinence that that Walmart isn't in and, the there India is a quite large Market both of these companies are significant players in India, the Amazon includes India sales in their gym in the fact that Jim V there are the facts that GMB includes am India for Amazon Walmart revenue does not include any India sales because Walmart owns a minority majority interest in Flipkart. [36:53] Um but that's that's really the way Amazon does business in India as well like if you're doing Apples to Apples I would argue that it's probably true that Walmart is still slightly bigger than Amazon of you if you put India back into these numbers and and do a gmv estimate for Walmart instead but I don't, even really care about that what's annoying is everyone that read the New York Times article then wrote a new article saying Amazon's the biggest retailer in the world and that's, wildly untrue because. Ali Baba's gmv is bigger is like 1.3 trillion right so its bigger than Walmart plus Amazon's estimate in these articles and that's why the New York Times had to write the most awkward headline ever that's like, outside of China even and you go well why are they saying outside of China when both Walmart and Amazon are competing in China well it's because they don't want to talk about the fact that they're both way smaller than Ali Baba. [37:51] And so so again like I just I kind of don't think this is a very big milestone I think Amazon spins more time and effort trying to sell more stuff in the US than anywhere else and Walmart spends more time and effort trying to sell in the US than anywhere else it's the whole market for both countries for companies it's highly likely that Amazon is going to pass Walmart for sales in the US in the near future I don't think they have yet and when they do that will be a big milestone that will be like when Walmart passed Sears Versailles in like 1990 but to me that's the big milestone that this, this kind of facts that data thing that New York Times is trying to spin and then you know everyone else misreported like to me it's. Not that interesting and so I'm kind of annoyed how much Buzz it's gotten but I just blew it and gave it a bunch more buzz on the podcast. Scot: [38:44] Okay another one Amazon this was kind of the big big topic today there was a leak or someone figured out that Amazon is going to open a department store. How do you feel about Amazon departments course I feel like they're going to have put Target out of business in six months. Jason: [39:09] I just sold all my Target stock it so it's over. I'm kidding yeah so I mean this is interesting news the. I would say it's very vague news at this point like I don't think it surprises anyone that Amazon is interested in and is probably moving forward with trying a bunch of different retail floor mats I do think Amazon realizes that. That brick-and-mortar is important I don't think they think of themselves as purely an online, retail and they've been investing a bunch of brick and mortar and a category they want to do better and is a parallel and they have been making a lot of progress in a parallel so it's not shocking that they would be trying to experiment with some apparel formats so so this news is kind of exciting I'd be eager to see what they what stores they do open and I'm aisle you know quickly go visit them when they do to see what see what they're trying but. From this article it's hard to know exactly what they're talking about so the the leases that the. The reporter found in this is an exclusive article from Wall Street Journal. The wheezes they found were for thirty thousand-square-foot stores so the first thing is again everyone saying like Amazon's getting into the department store business. There are almost no 30,000 square foot department stores most department stores are much bigger than 30,000 square feet. [40:33] Whatever it's worth the the article says that apparel is one of the categories that's likely in this new store from Anonymous sources that talk to them. So does that mean it's primarily an apparel store so that would make it like a Kohl's or T.J.Maxx eyes store and that could be interesting and meaningful or does it mean it's a general merchandise store that has some apparel and also has a full grocery store because there's a lot of 20,000 25,000 square foot grocery stores so 30,000 square feet. Isn't that much different than the the bigger store formats we've already seen Amazon starting to experiment with so I guess I'm just saying. Any brick-and-mortar news from Amazon is interesting I'll be super eager to follow it but there was nothing, to me and this announcement that goes man my mind's blown this is a major Game Changer or some some new industry that wasn't worried about Amazon last week should be super worried about them this week like I think all those Industries should have already been worried. Scot: [41:35] Yeah and a lot of people I saw coming and we're saying they're abandoning the bookstore this means the 4-star store doesn't work they're getting rid of just je wat technology the Amazon goes towards and I think people just kind of, Amazon. At the heart of their DNA is to experiment with stuff doesn't just because they're experimenting with something doesn't mean the other things failed they can run they have the resources to run 300 experiments retail store experiment simultaneously if they want to and that you can't really read that kind of stuff into them I think that's really jumping the gun. Jason: [42:12] No I would a hundred percent agree with that and again it's built right into their leadership principles like small autonomous teams right so it's not like it's one big entity and they can only do one thing at a time. They've got you know a ton of entities that are doing a ton of things at a time so I I certainly. Scot: [42:28] Purposely don't talk to each other because it was a slow not yeah. Jason: [42:31] Yeah absolutely. So excited to see them doing new things I do think when they open new store formats they tend to be more Innovative than than traditional retailers that are opening new format so I hope they open them and I will be there when they do. Scot: [42:48] And then while we were on the podcast Tesla announced they have a new robot swiped will have to you have to order one of those and then give us a gadget unboxing kind of walkthrough of how that goes. Jason: [43:02] I feel like you are higher on the Tesla waiting list than I am so we may have to leverage your status but I'm all for doing a robot Deep dive at our earliest convenience. Scot: [43:12] Yeah humanoid robots kind of freaked me out so I think I'll lose my status to send it to your hostel we'll see if it a skynet's you or not. Jason: [43:20] Yeah isn't is there another Terminator movie coming out I think there is. Scot: [43:23] There's always another Terminator movie coming out sometime. Jason: [43:26] Fair enough awesome we'll listen we set a goal for ourselves to do a shorter concise show and I said I think we can knock this out in 30 minutes so I totally blew that this feels like about 45 minutes but hopefully it was valuable to listeners if it was we sure would appreciate, five star review on iTunes if you have any questions or we got anything wrong in the show you want to talk about we would encourage you to hit us up on Twitter or Facebook. Scot: [43:57] Yeah I like to think we gave everyone 50% more for their money today so you're welcome. Jason: [44:03] Yeah and you and I earned fifty percent less what's 50% of zero awesome well until next time happy commercing!

From HSA spending reminders to scheduling doctor appointments, this episode of HR Party of One covers how human resources professionals can help employees plan their coverage now using 2021-22 employee benefits reminders—and ensure that Q4 and open enrollment is smooth sailing heading into the new year. Find us at https://www.bernieportal.com/hr-party-of-one/ (https://www.bernieportal.com/hr-party-of-one/) BerniePortal: The all-in-one HRIS that makes building a business & managing its people easy.  http://bit.ly/2NEQ5Qb (http://bit.ly/2NEQ5Qb) What is an HRIS? https://bit.ly/what-is-an-hris (https://bit.ly/what-is-an-hris) BernieU: Your free one-stop shop for compelling, convenient, and comprehensive HR training and courses that will keep you up-to-date on all things human resources.  Approved for SHRM & HRCI recertification credit hours. Enroll today! https://university.bernieportal.com/ (https://university.bernieportal.com/) The HR Party of One Blog https://blog.bernieportal.com/en/hr-party-of-one?hsCtaTracking=b3b92578-8739-4cfd-b1ca-97b75053c111%7Cfc88f7d2-eafe-4e2f-b269-3cd9d1d6950c (https://blog.bernieportal.com/en/hr-party-of-one?hsCtaTracking=b3b92578-8739-4cfd-b1ca-97b75053c111%7Cfc88f7d2-eafe-4e2f-b269-3cd9d1d6950c) Join the HR Party of One Linkedin Group! https://www.linkedin.com/groups/12527070/ (https://www.linkedin.com/groups/12527070/) ▬ Episode Resources & Links ▬▬▬▬▬▬▬▬▬▬ Items to spend FSA and HSA funds on https://blog.bernieportal.com/summer-items-that-are-hsa-and-fsa-eligible (https://blog.bernieportal.com/summer-items-that-are-hsa-and-fsa-eligible)  Template: PTO Communication to Remind Employees to Use Time Off Hours https://blog.bernieportal.com/template-check-pto-status-hr-letter (https://blog.bernieportal.com/template-check-pto-status-hr-letter)  HR's Step-by-Step Timeline for Open Enrollment https://blog.bernieportal.com/open-enrollment-timeline (https://blog.bernieportal.com/open-enrollment-timeline)  ▬ Social Media ▬▬▬▬▬▬▬▬▬▬▬ ► LinkedIn: https://www.linkedin.com/company/bernieportal (https://www.linkedin.com/company/bernieportal) ► Twitter: https://twitter.com/HRPartyofOne (https://twitter.com/HRPartyofOne) ► Facebook: https://www.facebook.com/BerniePortal (https://www.facebook.com/BerniePortal) ► Instagram: https://www.instagram.com/bernieportal/ (https://www.instagram.com/bernieportal/) ▬ Podcast▬▬▬▬▬▬▬▬▬▬▬▬ ► Apple Podcasts: https://podcasts.apple.com/us/podcast/hr-party-of-one/id1495233115 (https://podcasts.apple.com/us/podcast/hr-party-of-one/id1495233115) ► Spotify: https://open.spotify.com/show/5ViQkKdatT40DPLJkY2pgA (https://open.spotify.com/show/5ViQkKdatT40DPLJkY2pgA) ► Google Podcast: https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5jYXB0aXZhdGUuZm0vaHJwYXJ0eW9mb25lLw%3D%3D (https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5jYXB0aXZhdGUuZm0vaHJwYXJ0eW9mb25lLw%3D%3D) ► Amazon Music: https://music.amazon.com/podcasts/1874beb8-2a68-4310-8816-e704e6850995/HR-Party-of-One (https://music.amazon.com/podcasts/1874beb8-2a68-4310-8816-e704e6850995/HR-Party-of-One) ► iHeartRadio: https://www.iheart.com/podcast/269-hr-party-of-one-57127074/# (https://www.iheart.com/podcast/269-hr-party-of-one-57127074/#) ► Pocket Casts: https://pca.st/o6e2auqq (https://pca.st/o6e2auqq) ►RSS: https://feeds.captivate.fm/hrpartyofone/ (https://feeds.captivate.fm/hrpartyofone/ ) ► Other: https://hrpartyofone.captivate.fm/listen (https://hrpartyofone.captivate.fm/listen) #HR, #HumanResources, #HRTips, #HumanResourcesTips, #SmallBusiness, #HRPartyOfOne, #Benefits, #OpenEnrollment

On today's episode of #WithSONAR, Luke Falasca and Kyle Taylor will discuss the possibility of truckload volume hitting a new all time high. Ocean imports are increasing which could cause a big Q4 push in truckload volume.Follow #withSONAR on Apple PodcastsFollow #withSONAR on SpotifyMore FreightWaves Podcasts

We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

Jack Henry & Associates, Inc., Q4 2021 Earnings Call, Aug 18, 2021

Newcore Gold announced a major increase in meters planned to be drilled at the Enchi project, along with new drilling results. We also share drill results from GoGold and Mako Mining. Outback Goldfields shared an update from Australia and Orogen Royalties plans a SpinCo. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

1:03 - Tracy Hazzard introduction. Co-founder and CEO of Podetize. https://podetize.com and https://thebingefactor.com 4:07 - Nothing is impossible. Being curious is attitude and a state of mind. 4:58 - What does attitude mean to you. Tie action and mindset together. 7:02 - Talk to us about young Tracy. What are the lessons the people can get from listening to you? A drive to do more from a young age. Always doing something. Helping people find their voice. Being innovative.  9:37 - What is your definition of innovation? There's a difference between invention and innovation. Innovation is the "why not".  10:52 - What are you most proud of? Costco chair. Covertly feminine design. Fast-fail model. Does the market have what we want to sell?  13:14 - 40 active patents. Shark Tank?  14:59 - What are the biggest mistakes that people make in the product world? Refusing to talk about it. Entrepreneurs think you can build it as you go. Need proof of concept. Word of mouth referrals is huge. Own your own authority.  19:10 - What are the two biggest mistakes that podcasters make? Seeding your authority. People don't title and utilize all their space inside the podcasts platforms. Feed the search bots. Bot list. Have a great leading paragraph. Titles are so important.  23:27 - What are the two best things that people do with their podcasts. When you stay true to your audience. Be genuine. People not taking additional coaching on or advice. Improve over time.  25:27 - Coached with Mike Weiss. Web site development. Differences between WIX and WordPress. HubSpot, Wix, Simplero, Kajabi, and SquareSpace are among the worst website platforms. WordPress is the best. 28:10 - What other advice would you have for a startup business? Get that product market proof. Testing the product. Concentrating on building really good systems.  31:09 - What's your attitude when it comes to business. If I'm not excited and energize by something then it's not worth it. Learn how to say no.  33:57 - Supply chain issues. The supply isn't there. China is having another variant outbreak. Labor shortage. Backups at the ports. Cascading problems. Product shortage in Q4 of 2021. Get your orders in as consumers. 36:54 - Knowledge through the decades. What is the attitude lesson at birth? Gratitude for being in the world.  37:56 - Attitude lesson at the age of 10? Being resilient. Resilience under fire. 39:41 - Attitude lesson at the age of 20? Rhode Island School of Design.  40:41 - Attitude lesson at the age of 30? Learned how to be scrappier. Hardships taught me a lot.  42:33 - Attitude lesson at the age of 40? Creating a better environment for ourselves. Innovating. What would we love and what does that look like? Clarity. Experience.  43:42 - Attitude lesson at the age of 50? So much more I want to do. Fix the things I don't love but dig deeper into the things that I do love.  45:01 - Closing thoughts. Message of hope and encouragement. Innovation doesn't happen in a vacuum.  _ _ _ _ _ _ _ _ _ _ _ _ _ _  SUBSCRIBE / RATE / REVIEW

There was a round of new drill results to share this morning from Roscan Gold, Superior Gold, Firefox Gold and First Energy. EMX Royalty has also made a new royalty purchase in Chile. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

Maximizing your Q4 revenue, how to keep the Q4 momentum, and republishing content with Bjork Ostrom and Jenna Arend. ----- Welcome to episode 318 of The Food Blogger Pro Podcast! This week on the podcast, we're rewinding back to a Q&A we held last year where Food Blogger Pro members asked Bjork and Pinch of Yum's General Manager, Jenna, questions about preparing for Q4. How Food Bloggers Can Make the Most Out of Q4 It's another FBP Rewind episode today, and we're so excited to revisit our October 2020 Q&A with Jenna Arend from the Pinch of Yum team! We hold these live Q&As every single month for our Food Blogger Pro members. Sometimes we focus on a specific topic (like this one), and other times it's an excuse to pick Bjork's brain on any blogging topic under the sun. It's so fun to connect, answer our members' toughest questions, and have an hour to intentionally work on getting a tiny bit better. And in this Q&A, we focused on all the ways that food bloggers can make the most out of Q4! Q4 is made up of the last three months of the year (October, November, and December), and it's a big deal for food bloggers. Not only are people hungry for recipes, but advertising spending also goes up during these three months, and sponsors are looking for bloggers and content creators who can create seasonal content. We hope that you enjoy this Q&A and that it leaves you feeling inspired and motivated as we get closer and closer to Q4. In this episode, you'll learn: What Jenna's role looks like on the Pinch of Yum team How the Pinch of Yum team is preparing for Q4 Tips for Q4 if your blog is new How to maximize affiliate earnings in Q4 Alternatives to the Amazon affiliate program How Q4 differs from Q1 and how to keep the momentum into the new year How to choose whether to create a new recipe or republish existing content What Pinch of Yum's current email strategy looks like Resources: Pinch of Yum October Coffee Date post on Pinch of Yum Republishing Content course

Want to avoid low-income months this summer? Listen to this 8-part series, so you can “Accelerate Your Income” as we head into Q4. To get the best results, please listen to and study all 8 episodes. This is part 4 of 8.    One of the biggest ways we limit our prosperity is by telling […] The post The Successful Mind Podcast – Episode 395 – Accelerate Your Income Series: The Key To Empowered Prosperity – Part II appeared first on Successful Mind Podcast.

The most wonderful time of the year is right around the corner! That means that you have to have get ready for Q4 so you can make the most money with your Etsy shop or Amazon store, sis!   The holiday season is a gold mine for online sellers. Wether you sell on Etsy, Shopify, Amazon FBA, etc, now is the time to get your house in order for the upcoming sales! Cha-ching!    So, mama bear, let's make sure your online store marketing strategy is on point and that your online shop is ready for those holiday sales!   Listen in as I share 5 hacks on how to get the most out of this holiday season, starting now!   With love and gratitude,    ⁣Juliana    ⁣⁣ps. love the show? Leave a review and share it with a friend⁣⁣    Ready to take your e-commerce shop to the next level?! Book a 1:1 marketing and strategy session with me to get more sales, higher conversions and more moolah in your pocket! www.julianabarbati.com/workwithme    Let's connect!⁣⁣    Join the FREE Facebook Group: https://www.facebook.com/groups/beginnermomboss    email- howdy@julianabarbati.com    Instagram- www.instagram.com/juliana.barbati   ⁣www.julianabarbati.com  

*IMPORTANT NOTES Bitcoin dominance may be on the brink of a massive influx of strength. If I am correct, it looks like whales are in the early phases of moving their altcoin profits back into Bitcoin. Assuming this is true, we will start seeing a flight of capital move away from altcoins like Ethereum, Cardano, & Ripple to take profits by moving back into Bitcoin. We may be in the early macro stage of a reversal in BTC.D trend to see strength into Q3 & Q4. If this is true, depending on your tax situation, the best method of navigating this portion of the market cycle will mean hedging altcoins profits back into BTC. It will ensure that less capital is lost with any market correction, assuming Bitcoin sees less % downside than other coins. The key to this is to re-enter altcoins after the cycle begins to tip the other way. To expand on this further, I believe Ethereum will form a new all-time high before the end of this year. However, this does not mean it will happen soon. I think that Ethereum will have a second impulse to form a higher high (new ATH) while BTC lags behind it. If I sell any Ethereum to Bitcoin, I would be dammed to not get back into Ethereum after the next pullback. We will cautiously shift away from dominant long trades on margin and incorporate more shorts to hedge long-term spot positions when it comes to day trading. Lastly, expect strict regulation in the cryptocurrency market coming into 2022—snipers Out More Info https://www.tradingview.com/chart/BTC.D/tPdgbqPm-BITCOIN-DOMINANCE-STRENGTH-EXPECTED-TOWARDS-Q4-2021-MUST-READ/ -------------------------------------------- My Verified Social Pages! Instagram https://instagram.com/naeem Youtube https://www.youtube.com/snipers Daily Crypto, Stock, & Forex Signals! https://www.tradersprofitclub.com My Interview w/ Founder Of Cardano & Ethereum! https://youtu.be/j-xhUSTDVxE​ (Charles Hoskinson Interview) Timestamps! 00:00 cryptocurrency market analysis 04:15 how I am trading this cycle 07:15 bitcoin analysis 11:15 dxy and btc.d correlation 12:20 bitcoin roundup 12:45 eth/btc chart 13:30 total crypto prediction...eth flip? 16:50 dogecoin use case #bitcoin #ethereum #cardano

What's the quickest way to build and execute a content strategy that will deliver big inbound lead gen results in a short amount of time? This week on the Inbound Success podcast, Trimble Director of Demand Generation Lindsay Kelley breaks down how she and her team grew inbound deals from 22% to 66% of the company's pipeline in just six months with a content-driven strategy. As Lindsay says, the company's website was "skinny" when it came to content. Upon joining, she immediately set about creating "cornerstone" content and then repurposing that into other assets. Her name for it is the "Thanksgiving Turkey" approach - meaning you break up big content pieces and make lots of other things out of them, just like you do with a Thanksgiving turkey after the big day.  She also explains how she worked with her internal team to encourage cross-departmental collaboration on content and other marketing efforts. Check out the full episode to get the details. (Transcript has been edited for clarity.) Resources from this episode: Check out the Trimble website Connect with Lindsay on LinkedIn Transcript Kathleen (00:03): Welcome back to the inbound success podcast. I'm your host, Kathleen Booth. And this week, my guest is my good friend, Lindsay Kelley, who is the director of demand generation at Trimble. Welcome to the podcast, Lindsay. Lindsay (00:45): Hi, Kathleen. So excited to see you so excited to be here. And I love your podcast so much. And it's like a dream pinching myself to be on the podcast. Kathleen (00:56): Okay. True story. I was thinking about who should be my next guest and I was thinking about people. I know. And I thought of you because I've known you for a really long time, and I'll say in a minute how we know each other. And honestly, when I first thought of this, I was like, oh, I already interviewed her. And this has happened to me a couple of times recently where I'm like, oh, I already interviewed that person. But then when I looked, I was like, wait, no, I haven't. So this has been a long time in coming. I met Lindsay. I don't even remember what year it was. It was at HubSpot's inbound conference. Lindsay (01:29): 2013. Kathleen (01:31): Holy cow. We just happened to sit next to each other, like during a big keynote. And the rest is history. We became fast friends, even though we were at competing agencies, but we never, I don't think ever thought of each other as competitors. And it's just been a wonderful professional relationship and personal friendship over the years. And man, I will, I I'll stop going on and on about it, but it's, I'm just so happy we finally did this. Lindsay (01:55): I know me too. And you did ask me six months ago and I said, give me six more months because as I was new, newer to my role and I was still in building phase, I may say I don't have anything great to share yet. So you came to me at the perfect time six months later, almost exactly. Kathleen (02:13): Yeah, I know coincidentally. Right. and now you do have some great stuff to share and, and it's no surprise to me because just for those listening, like Lindsay is she, is she used to be from the agency world, like I did, and now she's, in-house like I am. And I just have, I have a lot of respect for you as a marketer and how you think about marketing and your execution and everything. And so let's start by having you just tell folks who are listening a little bit about yourself, your background and where you are now and what Trimble is. Lindsay (02:42): Absolutely. So I started my career in Baltimore in the late nineties. And I started an ad agency, which was a really great experience learned a lot. I was on the B2B side and so that kind of set the stage for my career. I spent my entire career in the B2B of the house. But fast forward a couple of years after some in-house, you know, marketing coordinator marketing specialist working your way up. I finally landed at a place in Baltimore where I met John Shea, who, you know, and John Shea and I went out and started our own agency and it was a sales and marketing alignment agency, and really learned a lot. There, had a great time wanted to grow a little more of the marketing side. So ended up he went sales side. Lindsay (03:29): I went marketing agency side, joined up with another dear friend Darrell Amy. And I think you've had Darrell on the podcast too. And so Darrell and I were partners for about three years and we built an agency that was focused on the copier industry. So we would go in, we would help them build websites. We put the inbound methodology in place and, you know, we were HubSpot gold partners. So we were a little smaller. But it was a really, really great time. And you just learned so much when you start your own agency. Kathleen (04:02): Oh my gosh. Yes. Lindsay (04:06): I think one of my favorite stories was calling a friend one day and it was a Thursday and I said, it just hit me that I haven't showered since Monday. And if you're doing nothing but working and I'm like, and I can't remember the last time I had lunch, you know, it's ruling, but yeah, it really does teach you a lot. So when I when I eventually decided to go back into the corporate world, it was because my daughter was really having a hard time with me traveling. I traveled so much giving the inbound marketing workshops, traveling to clients since she was eight. So I said, I'm going to go agencies. I'm going to go out of the agency world and into corporate America, joined up with an organization called Telit. Had a great time there for about three years. Lindsay (04:48): And then I was actually recruited away in the middle of COVID. So what an experience to interview and and go through that process during COVID, it was a very unique experience. And so the, the companies was originally called e-Builder. It still is e-Builder. It's a product. And so we have a SaaS tool that's designed specifically for construction owners. So we really kind of sit in the, in the arena of the guys that sit in the office and go, okay, I need to build 10 hospitals this year. I need a, a tool to manage that. So, so that's really the software that, that I focus on today and that's part of Trimble. And, you know, Trimble's made a lot of acquisitions over the years to really be able to build this connected construction strategy. And so we're kind of in the middle of it now, and we're, we're working on the connected scale. Lindsay (05:40): So by 20, 25, we'll all be together. But I will say, like, I have had such a ball meeting all of these amazing marketing folks across the different sectors. So I feel really lucky that I found this and you know, my my team is I absolutely adore working with them every day. And so we've done some really fun stuff and they've all said, wow, this is, this is different than what we've done in the past and we're enjoying it and it's fun. So I think for them, it was a little bit of a new adventure. And they're, they're enjoying it. It's, you know, there's always going to be a little rough road, but we we're just, we're loving it and we're killing it. Kathleen (06:20): That's great. I love that story. And I mean, your background is so similar to mine in that sense. Like I owned an agency for 11 years and then my kids reached a certain age where I was like, I need to be more present for them and left and went in-house. And so we've had really oddly parallel career journeys. Although I would say I've been at smaller companies, more series a startups, and you've been at some slightly larger companies. And so it's kind of cool to be able to trade those experiences. You know, you came into tremble and this is an established company. So this, like, I tend to come in and there isn't marketing. And so I build it out and I get to like do it out of whole cloth, right? I'm like, not, I'm not undoing anyone else's stuff or changing anything. Kathleen (07:01): You have a different situation. You came in to a plane that was already flying. And so you have to like, you know, there's, there's always challenges you have where you maybe want to do some things a different way, or you need to tweak things, but you need to do it so that it doesn't take the plane down. Right. Like you've got the plane in the air, how do we keep it in the air, but maybe make it perform better. And so talk a little bit about like, when you first joined the company, how was it doing its marketing and what did it go to market strategy look like? Lindsay (07:29): Yeah. And, you know, for, for a long time, e-Builder has been such a well-respected and known brand amongst all the owners that we serve. So really for a long time, it was just, you know, name recognition and, you know, people could pick up the phone and have a conversation. Oh, we build there. Okay. No, I've heard of you guys. This is great. And you know, how it goes said, competition comes into the marketplace and becomes a little more challenging. And the ways that you did it before, aren't quite as successful. Not that they're not still successful in a way, but they're not as successful as, as they could be in this new environment. And so, you know, with buyers changing the way that their buying habits are doing a lot more research learning online it was something that when I first came in, they were doing a lot of email marketing. Lindsay (08:18): It was to an existing database. So they had, you know, a really solid, good, a number of contexts that they were able to reach out to that they had built up over the years. And, and so, you know, we had, you know, the customer marketing department, we had the demand generation and we had inbound and they all kind of worked on their own. And, you know, they were great friends. They had a really good chemistry, but when it came to the, the business side of it, they were pretty siloed. And so we spent a lot of time breaking through that to figure out, you know, how we could take it from, you know, the, the top of the funnel all the way through to the customer customer marketing. So that's been a lot of fun. The, the team has really enjoyed getting to do more brainstorming together and understanding more about, you know, the power of strategizing together and, you know, people coming up with different ideas and pulling them together and saying, actually, you know, what if we did this this way? Lindsay (09:14): So I think for them, it's been a lot of fun. But they, they really were very heavily relying on email marketing some paid sponsorships and events. The events person had just left right before COVID hit and they hadn't rehired the position. So we actually just recently rehired the position because we really, you know, we were trying to figure out what it was going to look like when there were no events. So so heavy, heavy reliance on email had a couple of pieces of content that were, that were very well put together. Product marketing was solely responsible for all of that. So when I came in, I said, well, what goodness? And like, be like product marketing has so much to do. They really you know, really should have some, some assistance for them. So what we did was we said, all right, sales, foot sales, friends, how do you sell what does it look like? Lindsay (10:08): What does that journey look like for you guys from start to finish? And so, you know, a couple of the guys had some really nice well put together slides that really showed, you know, the, the biggest challenges that these guys were going through. And I'm realizing this really isn't represented on the website. The website was, was I call it skinny. It was skinny content. So it really didn't say enough about the benefits of, you know, bringing in a product like e-Builder, because they really hadn't had to in the past, everybody just kind of knew who they were. So, you know, we really kind of, for the first six months, it was just fast and furious let's build content. So we, we had started a blog. We were able to put at least one piece out a week, if not two, we had white papers that we produced. Lindsay (10:57): And really the biggest reason that I did this dirty little secret is they hadn't spent the money in the first six, six months of the year. And it's one of those use it or lose it. So I'm like I got all this money, let's hurry up and get some, some really nice pieces of content put together. So we kind of changed the process of how content was created and started bringing in some expert writers. Some that I've used in the past others that, you know, they had used in the past as well. And so we have a nice little mini arsenal of freelancers. So all we do is we put these freelancers together with the product marketing team, because they're the ones with the message, the go-to-market strategy, but years and years of construction experience. And we were able to come up with some really nice pieces of content. And it was funny cause we did a very poor job for the first six months of really putting it out there in any real form or fashion that was valuable to anyone aside from just putting it on the blog. So we were in go, go, go mode. So we created as much as we could. And then at the end of Q4, we started saying, okay, what are we going to do with this stuff? Yeah. Okay. Kathleen (12:01): Before you go down that path, hold on. I'm going to stop you. Cause I know you're getting to the good part. Okay. So, okay. So table setting, you came in, the website was skinny with content. You had this opportunity because of the budget to go out and all of this and quickly create more, which I love. And, and you, you sort of alluded to this, but this, this was a different way of marketing for your team. Like before you joined, there was a lot of email marketing, et cetera. There wasn't a lot of content creation and you, you are a part of a large enough team that, again, it's the flying, it's the, it's the flying building the plane while you're flying it. Right. So when you come into a company like this and you have product marketing, you have you know, events or you don't have events or, but you have all these different people on the team who are used to doing things a certain way. It can, I know from experience, it can be very disruptive and sometimes like you can really shoot yourself in the foot by trying to like change it too fast if you don't manage that process. Well, so can you just talk a little bit about how you manage that? Cause it sounds like it went really smoothly with your team and they were really happy with what you came up with, but I'm curious to know how you, how you ushered that change in. Lindsay (13:17): So the team today looks a little different than it did when I first came in. So, you know, we, we did have a couple of folks leave. And we did, I had a great opportunity to bring my team together to interview for filling these roles because culture is such a big part of, you know, not only the e-Builder culture, but you know, the Trimble greater culture. They were very, very well aligned, which is why the owners were happy, you know, when, when the acquisition happened, cause it very similar cultural values. Part of what we had to do was really just start breaking down the why, so why are we going to do this? Okay. Because we've always done it this way is a very standard answer. Lindsay (14:01): And I'm like, well, let's challenge that. So little by little, over the weeks when we had our team meetings, you know, I would start a conversation with them whether they really knew what I was doing or not, I'm not sure I'm giving it all away now. Now they're all going to go back and listen to like, oh, that's how she did that. But just kind of saying, okay, so, so, you know, you have this project coming on. So what, you know, what's another way that we could do that. What's another way you could engage the audience or utilize some of these materials or be here in customer marketing, so you don't have to recreate the wheel. And so we started having brainstorming sessions and they would get really excited because they really hadn't done that before. And having that kind of collaboration, I think helped excite them. Lindsay (14:45): And they started doing it on their own without me, which was really the goal. And so you know, the team as a whole really came together and I think some of the, some of the new folks we were able to bring in as well have really helped with that cohesiveness. A lot of times, you know, it's a lot of times it's finding the right people that fit with the team that really helped the team come together. And so I had you know, a critical hire that came in who's my, my graphics and web guy that I brought with me from my last, my last company. And it's just, he's one of those people that has like a collaboration, it's his middle name. He loves doing that kind of stuff. And so it was a really great person to bring in so easy to work with. Lindsay (15:30): And I think that honestly was a very nice glue that wasn't just me sitting there saying, Hey guys, why don't we do this? Why don't we do that? So I think that was a big part of it. I also had, you know, two really strong senior managers on the demand gen side and on the customer marketing side and they just wanted to succeed. And they saw how much we were doing with content. And you know, it was, it was a little challenging cause it, it went from, you know, demand gen and email, email, email, and demand gen is getting all the leads too, but all the exciting stuff that's happening on the content side. Yes. But take that. And now what can you do with it on the email side, on the paid side, what can we do with it? Give me some ideas. So it was kind of helping them get there on their own. And to be honest, like they, they did this themselves, they just, they just needed a little, a little bit of guidance. Kathleen (16:24): And the raw materials, the content, you know, you got it. Yeah. You've got to have that there to work with it. Otherwise you can't, you can't, you know, multiple if you don't have any clay. Lindsay (16:33): Exactly, exactly. And I think part of the, the really, really instrumental piece of this for me was my, my VP of marketing is so supportive. I mean, he, he very admittedly he's like, you know, demand gen isn't my, isn't my strong suit. So I had his support every step, every turn. He's been an amazing mentor and he's just one of those guys that you love coming to work and working with. And the whole team loves him as well. But you know, this team had been really without a leader for a year. And my, my manager, my boss was, was doing his best to, to keep them all together and keep the wheels on the bus. And he did a great job of doing that, considering all of the other things that he's responsible for. So I was given a lot of flexibility and freedom to bring these new ideas to the table and he supported me. And that really makes all the difference. And the fact that the leadership team was willing to listen, let me present ideas, you know, show them things that have worked for me in the past. And then given me that opportunity. So that's why I always get that. Kathleen (17:40): Yeah. It sounds like an amazing place to work which is, is so wonderful. And I think coming into an environment where you have the confidence of the people above you to your job, you know, to just do your job the way, you know, it needs to be done. That is huge. So we were about to get into the part of this conversation that I love. Cause I got a little preview before we started talking. So to recap, you came in, you started immediately creating a lot of content. But let me ask you one question about that. Did you have any kind of like particular strategy or framework behind that content? Like what is it that you were creating? Lindsay (18:18): Absolutely. And you know, I come from a HubSpot background you know, partners, you are a HubSpot partner. I was a HubSpot partner, you know, and one thing they do really well is they help you build the foundation of inbound and they, they teach you that methodology. So I brought that methodology with me. Even though we're not on HubSpot now, so they have that pillar content strategy. So that's, we sat down with sales and said, Hey, this is what we're trying to create. You help us feel like in your journey that you take the prospects through, we now have to digitize that because COVID is here and you can't get on a commune anymore. So help me help you. And we had a really instrumental sales guy being Mike who had a great slide. And it was literally like, like plucked from the pages of inbound. And he's like, it's kind of like this. And I'm like, nah, that's what we need. So that was really the framework for building these, these pillar pages, we call them cornerstone pages internally. And so, you know, they really, Kathleen (19:18): These are like exhaustive really in-depth guides on a particular topic. Right? Lindsay (19:25): Exactly. They're like, call them meaty. They're the meaty ones, the skinny website that was there before coming from the vegetarian Kathleen (19:35): Steak house now. Lindsay (19:38): So so yeah, so that's really what we started from. And so the person who was in the role at the time, who since has gone on and I'm very happy for her, she got an amazing opportunity in a very similar startup world that you're in now constantly. But really, you know, she, she helped build the foundation of of this, this content strategy. And she went out and worked with all of our subject matter experts. She knew the, the framework and we, we worked very hard together on what that framework looked like and, you know, we were able to build and just build, build, build, build, build. So that's, that was really what we started with. And we got those on the website made sure that they were properly linked. We had an amazing SEO company called Amps Digital in Manhattan, and I've been working with them for years. And so they were instrumental in helping us from an SEO perspective make sure we are properly optimized going after the right terms and attracting the right type of the right type of folks to the website. Kathleen (20:42): Got it. So you created some cornerstone content as you called it so that you would have some meaty pieces of content on the site. And then, and then what, so like you, you, you fattened up the website a little bit. What did you do from there? Lindsay (20:57): Okay. So from there, we went into a strategy. I affectionately liked to call it Thanksgiving Turkey. Kathleen (21:02): I'm seeing a theme emerging, by the way, were you hungry when you developed the strategy? Lindsay (21:09): I'm a vegetarian, I don't even eat Turkey. But, but we call it Thanksgiving Turkey. And the premise behind it is after Thanksgiving, obviously how many different dishes can you make from this one Turkey with this massive amount of leftover meat that you have? So we take almost every piece of content and we chunk it into as many different pieces of content forms of content as we possibly can. So an example may be we'll have a webinar and it will be a 45 minute webinar in depth talking about, let's say document management and we'll, we'll have a client on and we'll have this, you know, amazing turnout of all these people coming well afterwards we'll take, and we'll transcribe that webinar. Then we bring in some freelancers, we bring those subject matter experts back and we say, okay what kind of a blog post can we get out of this one blog post two blog posts. Lindsay (22:05): So we'll get two really great blog posts that fit. And then we'll publish those on the website. Then we'll go back and we'll say, okay, we have 45 minutes worth of footage here. So we'll Chuck it out into what we call snackables. And the snackables are really 90 seconds to two minute clips of a client answering a question. So it'll be a nice little video with the question that's been asked. So that's your thumbnail. And you put those on social media and it kind of attracts people in and then you can drive people to that webinar on demand. Then we'll, we'll also take these snackables, we'll create a web page, we'll put all the snackables on one webpage and each one has their little phone. Now the question and we put just a little bit of content on it, cause we don't want to compete with ourselves on the big meaty blog. So we'll take all of those pieces and put them on there really great asset for sales to have as well. So that sales is able to share that with their prospects and say, oh, well, here are some of the questions that you might, you know, might see in one of these webinars. And so they'll, they'll take and use that to hopefully they're using it a lot. Lindsay (23:14): So little things like that, we'll, we'll do that all day long. We'll take the cornerstone pieces of content that we have and we'll we'll create web webinars from those. So we can either bring in a customer or we can have all of our internal experts and sit down and just talk about it, have another webinar there. We, we took one of our big long webinars and we chunked it into 15 minute, 15 minutes segments. And this was for our other product that's geared towards general contractors. We call it project site in a flash. Same thing, push it out on social. Did YouTube live every week? It's the same content, just repurposed in multiple different ways. And then one of the, one of the greatest things that we have so far, that's been a really nice lead generator for us is we took those six cornerstones and we created them as PDF white papers. So we repurposed them, laid them out sent them out individually, marketed them individually. Then we took them, we put them all on one page and call it the ultimate guide. And it's all six and you can download all six. And it's all in one page and it has a little tiny synopsis on each one. So we've Thanksgiving Turkey'd everything we possibly can. Kathleen (24:32): So I'm just going to stop and say, I love the theme here from skinny website to meaty content, to Thanksgiving, Turkey to snackables. So I love the whole food theme. We, I think we need to come up with an overarching name for this, like the culinary approach to inbound marketing or no, I think it's great. I think it's great. And I love how much you repurpose your content because that's that whole theme of doing more with less is really important for marketers in general. So tell me a little bit more than about what this did for you because you came into, as I said, a plane that was flying and it was flying pretty well. Like this is a company that was successful and getting good leads and had a steady stream of business. So, so what, what impact did this have? Lindsay (25:24): So, so what we did was in the very end of Q4 in 2020, we started strategizing all of this, this content and we started building it out and optimizing it, making sure it was in the right place. So from a lead generation perspective, when I'm looking at our opportunities the opportunity value in January of the website and the conversions from the website was 22.43%. And last month in July. Kathleen (25:54): So inbound represented 22.43% of your overall lead volume? Lindsay (25:57): Yes. Kathleen (25:57): Pipeline Lindsay (25:58): Yes. Of our pipeline. And then in July it accounted for 66.67%. Kathleen (26:07): Hold on, pause. Kathleen (26:08): Okay. If you're listening that's in six months, you tripled basically the, you tripled the percentage of inbound leads as a percentage of the total pipeline. Like that's massive. From 20 something to 60 something percent in six months. Lindsay (26:31): Yes. Kathleen (26:33): Wow. Lindsay (26:34): Yes. And that, and that allows us to also try to make better decisions as to, you know, we want to be good stewards of the money. So, you know, we're, we're utilizing money to, to drive really high quality content and you know, taking from other areas, you know, like we were talking about before, there's no events anymore, so I could take that budget and move it. You know, we're, we're still spending on media brand is so important. You know, being out there in the marketplace is so important. But you know, at the end of the day, if I have a question or if one of our owners has a question, they're gonna ask the magical Google search bar and we want to make sure that we're there, that we're coming up both organically, you know, and in, in PPC. Kathleen (27:17): You mentioned when we were talking earlier that when you first joined almost all of the inbound traffic to the website was coming through branded search, correct? Lindsay (27:25): Yeah. 95% of our inbound, our, of our website traffic was branded search. So somebody's physically typing in the word e-Builder, Kathleen (27:36): An incredible testament to the value of your brand. Lindsay (27:41): When we look at our search appearances let's see, July is up 66%. Non-branded. Kathleen (27:53): That's amazing. Yeah. That's amazing. I mean, kudos to you. My hat goes off to you. Lindsay (27:59): It's not me. It's, it's such a huge team effort. And, you know, if we didn't have product marketing and the, the rock stars that we have on that team, helping us drive the message the right way you know, demand gen needs that we, you know, we're not the stewards of all of the information and knowledge like these guys are so good at helping us craft the right message, put the right thing out in market and just knowing what to do with it, watching the numbers and, you know, working from there. Kathleen (28:26): So what do you think if you had to narrow it down to three or fewer key things that were the drivers of your success with, since you've joined the company, like in, in, in achieving what we just talked about, what do you think those three things would be? Lindsay (28:41): Oh, well, the first, the very first thing is, I mean, it might be a standard answer a lot of people give, but it's, it's teamwork. You can't do this by yourself. You need all of these people to, to be bought into the process. So I would say that I would also say another key success metric is vulnerability. You know, you really have to be vulnerable with with some of the folks who you're, you're working with to help them understand, you know, this should work. I'm not going to promise you that it will. This has worked for us in, in different industries that we worked in. But I had to be really vulnerable with them to, to say this, this industry is new for me, that we could go in on this and it could flop. And they were like, okay, well, let's take the ride. So I think that was, was another, another big one. And I think trust, you know, I mean really like my manager, me and my team trusted me. And if they didn't, if they, if they weren't along for the ride, if they weren't bought in it, it would not have been so successful. You can't push a boulder up hill for that long. Kathleen (29:54): The other thing I'd want to ask is you talked about collaboration and teamwork, and I feel like people use that word sometimes and everybody kind of tunes it out cause it's like, yeah, yeah, yeah, teamwork. But I mean, I live this all the time, you know, we're, and we're not as big a company as you are, but having to collaborate between products and engineering and customer success and sales and marketing everybody, I think, does it differently, I'm curious, like how do you achieve that collaboration? And like, if you could be specific, like, is there a certain cadence of meetings or, you know, cause I think when it comes to teamwork and collaboration, it's very easy to err on the side of like death by meetings and talking too much and not getting stuff done. But then it's also easy to air on the other side of just like, screw it. I'm going to go do it all in my son, my own and I'm going to get it done, but then you're not, you know, you're not being collaborative. So what is your, how do you balance that? Lindsay (30:48): That's a really great question, Kathleen. I have a cadence where I have a, a full hour team meeting every week and beginning of the week. I have one-on-ones religiously with every person every week for 30 minutes. And they, and I've encouraged some of my leaders to go out and I'm like, well, collaborate with so-and-so or collaborate here, see what you guys can figure out. Now they do it all the time. So I'm not in a million meetings anymore because they take it and they come back with a strategy. They work together. So that was a big part of it. I think the other really big part is just across all of Trimble. Different groups are starting to come together. We have like a little brain trust. That's all content people. We have a little brain trust. It's all demand gen people and we share and we share and we get ideas. And then my team gets excited because they learn something or they share something and there's so much positive feedback. So those are really big values. You know, for not only myself, but for the whole company is to foster that kind of collaboration as, as far and wide as we possibly can. And I love it. Oh my God. I love it. Kathleen (32:02): Do you have any like set recurring meetings with other teams within the company? Like, do you have a meeting with your sales team or your customer success team or anything like that? Lindsay (32:14): Right now I'm, I'm, we're working on getting better. Cause you know, as marketers, we, we do death by meeting. I'm getting better at meeting more with my BDRs meeting with the BDR leader. And so next quarter I've made a promise. I stayed there like they just promised two days ago. I said, next quarter, I'm going to make sure that every month both of our teams are sitting down and we're talking through this it's kind of like, you know, you're, I'm trying to chunk it out cause it doesn't get that. Kathleen (32:41): I feel like I'm a professional meeting, goer. All I do is go to meetings. Lindsay (32:45): It is, it's like, oh, it's back to back and back to back. And you know, and I often laugh because sometimes I have to take the laptop I'm in my shed, which is, you know, across the way from my house. And I see if had a bathroom in here, it'd be much more convenient. But you know, my husband will see me on the ring, the ring system, walking across the yard on a call with my laptop. Cause I just don't have time in between meetings. And I'm like, if this meeting's about to end then I'll have 30 seconds. Kathleen (33:12): Yeah. It's, it's hard. It's hard. I mean, I love your story. I love that you have been able to affect the results you have in the amount of time you have that's so, so impressive, especially cause it's easy to do something like that. If you come in to a startup like I'm in, because you're nobody nobody's been doing marketing before, but it's, it's really especially impressive to come into a company like yours, where you have an existing marketing team and to achieve that level of results in a short amount of time. So again, kudos. All right. We're going to shift gears because otherwise we're going to run out of time and we could talk forever. I, I know we could. But I always ask my guests two questions and, and I want to make sure we squeezed them in here. The first being you know, the challenge I hear from most marketers is that it's what we've been talking about. Like doing, doing it all. How do you do it all? And one of the things that often falls by the wayside is like continuous education and staying on top of everything that's happening in the world of marketing. So I'm curious, how do you do that? How do you continue to educate yourself? And do you have certain sources of information that you rely on to keep yourself up? Lindsay (34:18): Oh yeah. No, there's so many, first of all my team and I were about to do a, an exercise in values and one of my core values that I shared with them was education. We do a quick 10 minutes of what did you learn last week? Every single meeting. But I love digesting Chris Penn's Almost Timely News. Kathleen (34:40): I love him. Lindsay (34:42): Love him. And he's a, he's a Baltimore guys and Maryland guy like us. But I, his stuff is absolutely phenomenal. So I, I do a lot of that. And then I do a lot of books on tape, like just listening to things. I mean, in right now I'm trying to focus a lot on, you know, leadership qualities and capabilities. Cause I'm now leading leaders. So, you know, I'm trying to make them the best leaders that they can be. So I'm really digesting a lot of Brenee Brown right now. It's just, there's, there's so many different sources that, that I love. Chief MarTech. Scott, Brinker. Love his stuff. Keeping up with the technologies that are out there and the processes that you put in place for those. So those are some of my top ones right there. Kathleen (35:28): Those are some good ones. And I love the Christopher Penn shout out. He was a guest at one point. He was my last interview of the year, I want to say two years ago. He closed out, maybe it was 2019. I'll have to look but great guy. Great guy and super smart. All right. Second question. Along these lines. Of course this podcast is all about inbound marketing. Is there a particular company or individual right now that you think is really knocking it out of the park when it comes to setting the bar for being a great inbound marketer? Lindsay (35:59): Oh my gosh. I always go back to this and I can't help myself, but myself and my team, we just read and we just devour everything that HubSpot puts out. And you know, even though we don't use HubSpot internally, their methodology and you know, what they're doing is just spot on. But lately one that's been taking over HubSpot for me is Drift. Nick Sal has really done a lot for that company along the lines of education, certification teachings and trainings that he's putting into place there. And I'm loving them. I'm digesting them like candy. It's amazing. Kathleen (36:40): Because people who are listening probably don't know, but Nick Sal is a former colleague of mine. We worked together for two years, one of my favorite human beings on the planet other than Lindsay Kelley. Of course. So now I'm gonna, I, it's funny, I don't know if I've interviewed Nick Sal, so maybe he's going to be my next guy, but you're right. He's amazing. He was in HubSpot for many years was like one of their leading HubSpot Academy professors, you know, and now he's back in, in a role that really allows him to show his incredible skills at Drift and another amazing Boston-based company. So love that name. Lindsay (37:19): Yeah. Yeah. Really, really great stuff. I highly recommend checking it out. It's not just like conversational marketing sales. They have events certification for virtual events and it's, there's just so many nuggets of wisdom in their Insider's club. It's absolutely phenomenal and it's free to join the insiders club. Kathleen (37:37): That's so great. Okay. I'm definitely gonna gonna go do that after this. Lindsay, if somebody wants to learn more about what you've talked about and connect with you online, or ask you a question, what is the best way for them to do that? Lindsay (37:50): Definitely LinkedIn. And I am the super easy one, linkedin.com/Lindsay Kelley. So I'm there. I'm listed as a Trimble employee and I would love to love to connect. Kathleen (38:06): Great. And I will put a link to your LinkedIn profile in the show notes. So had there, if you want to connect with Lindsay and if you're listening to this episode and you liked it or you'll learn something new, which I hope you did, I certainly did. Please take a moment and go to apple podcasts and leave the podcast or review. That's how people find us. That's how we acquire new listeners. It would mean so much, especially if you're a loyal listener. Who's been listening to the podcast for a long time. So head there and leave a review. And if you know somebody else who's doing amazing inbound marketing work, tweet me at @workmommywork and I would love to have them be my next guest. That is it for this week. Thank you so much, Lindsay. Lindsay (38:49): This was a ton of fun. Thanks for having me.

We have the latest exploration updates from Summa Silver, Xanadu Mines and Tempus Resources. Northern Vertex reported quarterly financials. Rio2 continue their work with Sixth Wave. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

Want to avoid low-income months this summer? Listen to this 8-part series, so you can “Accelerate Your Income” as we head into Q4. To get the best results, please listen to and study all 8 episodes. This is part 3 of 8.    Over the last 25 years, I've asked thousands of people who've made […] The post The Successful Mind Podcast – Episode 394 – Accelerate Your Income Series: The Key To Empowered Prosperity – Part I appeared first on Successful Mind Podcast.

Show note links: Freebies: Grab your FREE ‘Stressed To Success' meditation: https://bit.ly/stressedtosuccess  Book in a discovery call to see how I can help you: https://calendly.com/franexcell/20min Ways to work with me: 1:1 https://www.franexcell.com/private-coaching/ SOS! (Success Over Stress) Group Programme (Coming back in Q4!) Positive Pants Toolkit Subscription (Join the waitlist https://bit.ly/PPAcademywaitlist ) Products: Grab Your 365 day Gratitude Journal on Amazon:https://bit.ly/365daygratitude  Grab Your Positive Pants Firmly On Notebook:https://bit.ly/positivepantsonbook  Shop printables and meditations: https://www.franexcell.com/shop/  To sign up for The Positive Pants Planner Waitlist: https://bit.ly/pppimwaiting  Contact: Make sure you're following me on Instagram https://www.instagram.com/imfranexcell/ and tag me into your key takeaways! Email me at hello@franexcell.com with any questions or take aways! For more, head over to: www.franexcell.com/   Do you have an upper limit problem?   Are you struggling with an upper limit problem?  What IS an upper limit problem?   It's a term coined by Gay Hendricks in one of my favourite books, The Big Leap.  It's the idea that we all have an upper limit of what we believe we deserve, or is safe to have, so we will unconsciously engineer something happening to bring you back down.   I had my very own one of these last week.   The irony was I was also listening to another of Gay Hendricks' books and it was talking about upper limit problems WHEN it happened.   We all talk about having an inner voice.  We usually know it to be in the form of the inner critic.   That nasty piece of work that thinks to protect you it has to send nasty thoughts of self doubt, the ‘who am I to do this' or ‘you're so stupid'...that one.   But do you listen to, or do you even notice, the subtle little inner voice that tells you when things aren't right, or not to do something?  The one that tells you what's a good idea and what's not.   It's quieter but the more you tune into it the more it can help steer you, often in the right direction.   My little voice talked to me and I ignored it because I was tired.  The more you do this the more you'll notice yourself overriding it...whoops!   I was walking to the train station after an amazing 4 days away with my glorious friends and colleagues staying at various 5 star hotels around Manchester because the 3 of us live in different parts of the country.   We had spa treatments, dinners, great conversation and mapped out an incredibly exciting, and what we believe will be game changing programme that will be launching October/November time.   I was tired but I was feeling REALLY good.   Now, I'm aware I have an upper limit when it comes to joy and happiness and it's something I have to be conscious of.     We all have this to an extent.  Whether it's joy, love, happiness. Mine is linked to a deep trauma from when I was 11 years old and I was away at a new boarding school and my best friend from back home passed away unexpectedly.   I was happy, full of joy, feeling accepted and having a great time.  I got the message that my other friend was on the phone for me. Back then we had 2 phone boxes that you used with little cards and a code you could type in to dial.  I'm feeling very old now.   I was overjoyed when someone said ‘Frankie, your friend Ellie is on the phone for you'.   I was even more happy and felt loved that my friend had thought of me to call me.   Then my world came crashing around me and I now recognise the deep profound effect this one moment of trauma had over many areas of my life.   I got on the phone, happy, joyful, excited to speak to her, telling her I had just written a letter to Damian.  She cut me off and said ‘I don't think he's going to get that Frankie.'   I said ‘oh no why, has he moved?', to which she said no and stayed silent for a moment and then I said something strange because I couldn't find the words, i'm not religious or anything but I just said ‘Is he up'.   She said yes.   Now, what happened in my young unconscious mind was to connect the dots that if i'm too happy, pain follows.  If I'm too happy, the rug will get pulled out from under you.  If I'm too happy, something bad will happen.   And it's only upon doing the deep work I can now see how many times that pattern has played out in my life so it's something I have to be conscious of and allow myself to sit in the tension that joy and happiness unconsciously creates.   You wonder why I'm always saying awareness is the number one skill you need in life!    The experience doesn't have to be that dramatic either.  It could be you were having a great time riding a bike and then you fell off.   Or playing in a tree and hurting yourself.  It could be any number of things but you can see that if you have a deep unconscious belief that it's unsafe to feel those emotions, your nervous system, your ego, your brain….will step in to protect you from it.   Until you become conscious and aware of it and know how to regulate your emotions and know how to give your nervous system and brain the cues of safety.  Then it will expand your comfort zone and window of tolerance.  Which is essentially your capacity to deal with life.   It takes practice and you won't always catch yourself in it.  You're human.  I'm a human and I didn't catch it this time but I still learned a valuable lesson in the process so I won't beat myself up for it.   So there I was happy as Larry on my way home and excited after these few days.  I was about to come to a curb with my wheelie suitcase.   I had the thought of ‘oooh i'm not going to be sensible and let the suitcase stop rolling at the curb and pick it up' No no, I thought i'd have way more fun, be cocky and try to swing it.   I heard that little ‘don't do it, that's not a good idea' voice and ignored it.   If you're squeamish or haven't seen my instagram stories I apologise in advance and you might want to skip forward a few seconds and we'll just say I caused myself an injury.   Skip now.   In swinging the suitcase It didn't go where I thought it was going to, I tripped over it and my toes hit the curb and while I turned round on my butt sitting on the floor and thought, oooh that hurt. (thankfully, things like falling over in public doesn't phase me at all, i'm the first to laugh at myself) but as I looked at my foot I saw a lot of blood and it turned out I had ripped off and out one of my toenails.  Along with some skin.   It was a mess.   It bled...a lot.  I didn't know a toe could bleed that much.  (Hopefully you're glad I gave you the warning now!)   I'm now feeling rather sorry for myself and hobbling around everywhere and sad that my beautifully pedicured toe is not going to be wedding ready for our friend's wedding in a couple of weeks… DOH!   But this was a stark reminder that if you don't stay aware these unconscious come downs will happen.   This could be around happiness, success, love, money, closeness in relationships, the ability to relax.  We may have common behaviours where we sabotage this.  That could be drinking, binge eating, avoiding, saying something we don't really mean and causing an argument.  But we can also unconsciously cause illness, or injury. Another great example is lottery winners that blow it all and end up in a worse position than before they won.   It's our ego's way of bringing us back down to the baseline.  The safety of the familiar, inside our comfort zones.    The more aware of these sabotaging patterns you are the easier it gets to recognise it and do something about it.    The more aware you are and the more you have the ability to regulate your emotions the less this will happen.  You'll be able to see it for what it is rather than feeling like the victim of it.   This is why I'm always saying not to try to go from 0-100 in 60 seconds flat.  Allow yourself to take baby steps. Allow yourself to dip your toe in the water and then another and another as your nervous system catches up to the fact that it's safe for you to take action and it's safe for you to feel a certain way.   If there's something you want in your life, think about where your upper limit problem may have come into play.   What might be the experiences and beliefs, whether yours, parents or society that have shaped the notion that it's not ‘safe' to have.   The more you recognise it, the less you'll beat yourself up for it or continue to believe that you're a flawed individual.    And…don't wear flip flops with a wheelie suitcase!    Fx

00:00 Intro09:59 Jason Mastromatteo - Guest Host10:20 What's your option about product liability insurance11:39 I have a pending USTPO Trademark wanted to add it to my existing EUIPO Trademark in Amazon BR13:26 Can variations have different manufacturer recommended age14:07 Can I connect my listing that has "Generic" brand name to my registered brand name16:22 What are your thoughts on letting Helium10's Adtomatic automating PPC17:02 A picture I need to replace does not show up in the upload/download area18:53 What are your thoughts on letting larger "authorized sellers" use your unused inventory categories like oversized apparel20:04 How do I increase the impression of video ads? I used the same 5 KWs from my exact campaign. 20:57 What's your advice for Q4 inventory planning and sourcing22:55 Have any tips on how to rank your items on certain keywords23:45 I lost organic rank because of getting out of stock for one of my ASINs even after getting my sales velocity back for 1 month, the rank doesn't recover or improve at all24:41 Do I have to register a GS1 UPC code for Brand Registry26:21 Your Age of Sage product has topical products, do you have each product tested before taking it to market? What testing do you have done and who do you use27:08 ASIN REVIEW: B091JDHDKX34:28 Need knowledge about Liquidation Amazon Business35:49 When are long term storage feed charged37:17 If you know you will be out of stock too long, can you get a new GS1 code (& ASIN) for the next order, new honeymoon period & start again38:03 If I'm adding Spanish KW to my USA listing, should I also be adding English KW to my Mexico listing38:55 I'm getting many clicks from PPC but my conversion rate is low at 5%, my listing is optimized39:51 Does MAG recommend splitting brands into their own seller account and or new LLC, or is lumping various brands into 1 seller account is ok40:52 What do you recommend, automatic or targeting campaign42:14 I have an item w/c that is not brand registered in the UK. I'm trying to update the page content and I showed Amazon images of the packaging but they don't allow me to update43:38 Are products under $15 buyable45:14 Any recommendation or strategy to get our 1st review47:00 Can we add more than 6 images if the 7th spot is reserved for video48:16 ASIN REVIEW: B07QJ3835H54:07 What can I do about others using my images to promote their similar products55:03 How can I lower down ACOS56:23 I'm about to launch 3 new products, can you explain a little bit about the "Honeymoon Period" 58:43 Currently trying to add a product to the UK market, it is a bladed product and it is saying I need to be accepted for approval but aren't accepting applications59:55 I've enrolled my product in Vine, where can I check if and how many customers have enrolled to receive free product and review1:00:52 Can we optimize listing in wholesale FBA1:02:53 What's the cost of MAG Full Service Amazon Management1:04:26 ASIN REVIEW: B01EO0LX3Y1:12:58 What kind of documents do we need to provide if we are selling iPhone cable on our brand name1:14:25 Is 30% sales from PPC at 10% less of your breakeven point, ok1:15:00 Can you split up a registered brand into two seller accounts, branded products in both accounts1:16:34 I applied to sell Mombella baby teether toy but mine are not Mombella, but same product1:17:41 Is it common for US manufacturers not to let 3rd party inspectors in their factory and inspect the goods themselves by their QA dept1:18:22 ASIN REVIEW: B093NP164L1:27:50 We are selling Type C to Lightning Cable. I got a suspected intellectual notification and asking to send supporting docsSupport the show (https://www.paypal.com/paypalme/myamazonguy)

BEWARE! Here there be spoilers! If you haven't finished season 1 of QD we recommend doing that first before listening to this Q&A! If you'd like to skip to a particular question, please use the handy directory below. 1:50 Q1. Summarise the campaign in 10 words 3:36 Q2. Was this originally where the campaign was meant to go? 7:46 Q3. How long have you been playing Dungeon World? 9:50 Q4. Sammy, how much do you plan ahead? 14:32 Q5. What was the inspiration behind each character and their class? 26:04 Q6. At what point was it decided that Cygnana was a swan? 28:14 Q7. Will we see any more of Cygnana? 28:57 Q8. What would it be like if Cygnana and Patsy met? 30:31 Q9. How much of Nim and Kremora's relationship was discussed off-air? 36:58 Q10. Kremora did do the whole ghost-zone expansion thing right?? 37:15 Q11. Can we have a Nimora wedding next Pride Month? 38:38 Q12. What does Jolene do after the final battle? 40:04 Q13. What is Brumpo's deep lore? 42:31 Q14. Did the Revomootion ever reach Molten Gorge? 43:07 Q15. Did the two Queer Buckaneers get together in the end? 44:14 Q16. Who is your favourite NPC? 47:47 Q17. Sammy, who is your favourite NPC to portray? 51:15 Q18. Was Patsy's original concept that he was a bundle of souls? 54:37 Q19. How will Patsy be reunited and who will raise him? 56:18 Q20. What is the baby's name in the end? 56:57 Q21. What's the deal with Patsy's rebirth and how did the souls work?? 1:02:48 Q22. Was it absolutely necessary to make Cygnana's death so soul crushingly sad? Episode Transcripts: https://www.queerdungeoneers.com/episode-transcripts  Patreon: https://www.patreon.com/queerdungeoneers Discord: https://discord.gg/kYgt5Ag Twitter: @QueerDungeons Website: https://www.queerdungeoneers.com/home  Merch: https://queerdungeoneers.threadless.com/ Music: 'We Collect Shiny Things' by Blue Dot Sessions (www.sessions.blue), 'Fallen Down' by Toby Fox

This week's long-form episode welcomes in Tony Greer, editor of the Navigator Newsletter. TG discusses the CPI inflation print, his positioning for inflation while also standing to the sidelines in gold, and what he's looking at through the end of these summer doldrums. Vista Gold CEO Fred Earnest then joins us for a long discussion on the latest developments from Mt Todd, including exploration results and business development for the project. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

In this episode, we discuss the advantages that extended return policies can bring, especially during Q4.    Hosted by Matt Sulava Instagram: @mattsulava Twitter: @mattsulava August 12, 2021

In this morning's briefing, we report the latest exploration drill results from Red Pine, Reunion Gold, and Goldsource Mines. Maverix Metals also shares their Q2 financials. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

In today's episode of the eCommerce Lifestyle Podcast, Anton lays out his Q4 sales strategy including when we're running promotions, who we are promoting them to, and how we come up with offer ideas. Links From Episode: Free 30 Day Shopify Trial: https://www.shopify.com/free-trial/dropshiplifestyle Free Dropshipping Training: http://www.dropshipwebinar.com/

In this episode, we discuss how Q4 buying may start early and when Halloween decor begins to sell on eBay.   Hosted by Matt Sulava Instagram: @mattsulava Twitter: @mattsulava August 11, 2021

We report the latest drill results from Osino Resources and Erdene Resource Development. Both Sandfire and K2 make important property acquisitions. Rio2 closes its financing. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

We have a round of new drill results to share from Aurelius Minerals, Sabina Gold & Silver, Calibre Mining and Cabral Gold. SilverCrest has also provided a construction update from Las Chispas. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

Want to avoid low-income months this summer? Listen to this 8-part series, so you can “Accelerate Your Income” as we head into Q4. To get the best results, please listen to and study all 8 episodes. This is part 2 of 8. Many years ago, I wanted to transform my life and significantly increase my […] The post The Successful Mind Podcast – Episode 392 – Accelerate Your Income Series: Operating Without Limits – Part II appeared first on Successful Mind Podcast.

In this episode, I discuss how I will be going fulltime for Q4 to take advantage of the massive opportunity it presents this year.   Hosted by Matt Sulava Instagram: @mattsulava Twitter: @mattsulava August 9, 2021

Gold and Silver were smashed last night as the metals market opened. We have new exploration results from Amex Exploration, Ascot, Kingfisher, Talisker, AbraSilver and Ethos Gold. We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

For the most successful eCommerce stores, Q4 starts in August. Listen to today's episode of the eCommerce Lifestyle Podcast to discover why. Links From Episode: Free 30 Day Shopify Trial: https://www.shopify.com/free-trial/dropshiplifestyle Free Dropshipping Training: http://www.dropshipwebinar.com/

Want to avoid low-income months this summer? Listen to this 8-part series, so you can “Accelerate Your Income” as we head into Q4. To get the best results, please listen to and study all 8 episodes. This is part 1 of 8. Most of us were raised with the idea that we can't do something […] The post The Successful Mind Podcast – Episode 391 – Accelerate Your Income Series: Operating Without Limits – Part I appeared first on Successful Mind Podcast.

Show note links: Freebies: Grab your FREE ‘Stressed To Success' meditation: https://bit.ly/stressedtosuccess  Book in a discovery call to see how I can help you: https://calendly.com/franexcell/20min Ways to work with me: 1:1 https://www.franexcell.com/private-coaching/ SOS! (Success Over Stress) Group Programme (Coming back in Q4!) Positive Pants Toolkit Subscription (Join the waitlist https://bit.ly/PPAcademywaitlist ) Products: Grab Your 365 day Gratitude Journal on Amazon:https://bit.ly/365daygratitude  Grab Your Positive Pants Firmly On Notebook:https://bit.ly/positivepantsonbook  Shop printables and meditations: https://www.franexcell.com/shop/  To sign up for The Positive Pants Planner Waitlist: https://bit.ly/pppimwaiting  Contact: Make sure you're following me on Instagram https://www.instagram.com/imfranexcell/ and tag me into your key takeaways! Email me at hello@franexcell.com with any questions or take aways! For more, head over to: www.franexcell.com/   How do you start to love yourself?   How do you start to love yourself?  I mean, for many people I think starting with liking yourself feels like less of a leap so let's start there.   Why am I talking about this today?   I'm seeing left, right and centre people with big dreams AND capabilities, struggling.   They're struggling with low self esteem and low self worth and when you're trying to start or run a business that makes it very tricky.   You're going to second guess yourself at every turn.   You're not going to trust yourself or your decisions.   You're always going to have that niggling, often very loud, self doubt running in the background telling you you can't do it.   The gremlins get in your way ALL the time.  You beat yourself up for it.  You make it something ‘wrong' with you on an identity level.   It does not feel good!!   So, as someone who's very much been in the trenches with this in the past I thought it was worth me doing an episode dedicated to it.   So where to start?  I used to not be able to list anything I liked about myself other than...my feet.    Yep, that's where I started with one of the exercises I'm going to talk you through.   I was FULL of self doubt.  One of the most negative people you would meet. I was the energy vampire in the room.  I always saw the worst possible outcome on things.  Never looked at the positive.  You will have heard me refer to myself as Eeyore on a bad day and that isn't an exaggeration.    It's safe to say I had a very low opinion of myself...and that person wouldn't have been able to start this business.   Certainly wouldn't have been able to start a podcast, let alone be nearly 200 episodes in. Or be able to do silly reels on instagram.   Wouldn't have been able to put myself out there with the chance of criticism, judgement.  It was ‘scary' to be myself.  I was hiding. I was a social chameleon who felt I needed to change who I was depending on who I was with because whichever group of people it was it felt like I didn't fit in.  It felt like I wasn't supposed to be there.  That I was lucky to be and needed to be a certain way in order to stay there.    I have so much love and empathy for that girl.  But that wasn't who she really was.   The more of this work you do the more you peel the layers of the onion away to be the core of who you really are. And that's a beautiful thing.  Yes, it can feel daunting to start with, sure. But it's so worth it for the calm. Clarity. Peace.   I'm not a finished item because there really is no such thing.  We're always peeling back these layers of ourselves and I LOVE that.  Life would be very boring otherwise.  I love a bit of polarity.    But I thought I would share some of the exercises that I found super helpful.  They may make you feel the ick...or a little tension...but that's a GOOD thing because growth comes after tension.   The first exercise is to really allow yourself to write a list of all the things you DO like about yourself.  When you've practiced and rehearsed the opposite for a long time it can feel tricky at first but that list really does start to grow but more importantly, it shifts your focus and helps create new neural pathways through neuroplasticity for you to notice and really acknowledge the positive.   That can only be a good thing.   Now, this can be physical stuff, which is a big part of it but also the inner stuff.  Your values, your qualities.   Allow yourself to list them.  I'm giving you FULL permission.  Not that you need it...but your unconscious might.  See, many of us were raised to believe that saying good things about ourselves was BAD.  It meant you were arrogant, and therefore not a good person.   Don't show off, don't talk about your accomplishments, don't be conceited.  It's literally used as an insult, it definitely was throughout my teens and twenties.  ‘Urgh, she just loves herself so much'.     We're taught to dim ourselves and not let ourselves shine too bright because it might mean people don't like us.    So we learn to be self deprecating. We learn to put ourselves down.   Compounded by mean things people say to us as we're growing up.     Add all that together in one big self doubt low self esteem smoothie and you have a recipe for things feeling difficult when you have to back yourself.   But it's not your fault. It's other people's ‘stuff' that you've borrowed and taken on as your own.   Next thing I'd love you to do is accept ANY compliments that come your way.  If you have a tendency to bat them away or return the compliment straight away, stop.  Let the person giving you the compliment feel good for giving you the compliment and making YOU feel good.    If you're feeling brave, choose 3 close friends who you trust and ask them why they love you or why they're friends with you. Say you're doing a challenge if that makes it easier. What do they value about having you in their lives.  What do they think your strengths are?   It's such a powerful thing to know.    It's starting to give your brain evidence to the contrary of what you've been telling yourself.  It deals in evidence...so the more you provide it the less it can deny that you're a good egg!   List out your achievements too for good measure!  Lastly, a little something I always try to do, that forms part of my journaling for the non dear diary type method and will be in the Positive Pants Planner too when that comes out, is ‘nice things I did for people today' and how many people I made smile.   It's like my mission to do kind or thoughtful things for other people.  I mean double whammy because it makes me feel good of course. But that's half the point.  It helps you feel better about YOU.  Who you are as a person.   So, there's a few things to get you started.    Just remember when you're having a wobbly day...If I can heal, so can you.   No doubt in my mind.   Fx

ResMed Inc., Q4 2021 Earnings Call, Aug 05, 2021

Paylocity Holding Corporation, Q4 2021 Earnings Call, Aug 05, 2021

Today's episode is brought to you by Mesa, the only ecommerce automation platform exclusive to Shopify and Shopify Plus.Your Business Is A Journey. Invest In Yourself Today.Inspiring and educating Shopify-powered brands to navigate and accelerate growth through podcasts and strategic insights. We discuss the latest cutting-edge marketing strategies, evergreen tactics and share a roadmap for you to improve efficiencies, profitably grow revenue and build lifetime customer loyalty. Rise to the next level by implementing a new idea, strategy, Shopify app, or marketing platform that's being shared today!In today's episode, my guest is Casey Armstrong the Chief Marketing Officer from ShipBob. They are a global logistics platform that fulfills ecommerce orders for direct-to-consumer brands. Their mission is to make Shopify merchants more successful online by providing best-in-class fulfillment so customers get the fast and affordable shipping they expect.As we head into the back-to-school season and the much anticipated Q4 holiday time, this is a timely conversation.What You Will Learn TodayThe importance of focusing on retention efforts and the post-purchase experience.How to build a great customer experience through returns management.How to expand your reach through marketplaces like Amazon, Walmart, and eBay.Benefits of Shopify's Partner Ecosystem.Links And Resources MentionedShipBobShipBob Shopify AppShipBob Summer 21 ReleaseHow To Choose A 3PL For Your Shopify Brand100 Thieves Case StudyHappy ReturnsLoop ReturnsReturnlyThank You For ListeningThank you kindly for choosing to listen to the show and for supporting the podcast and its sponsors. If you enjoyed today's show, please share it using the social media buttons on this page.We would also be so grateful if you would consider taking a minute or two to leave an honest review and rating for the show on Apple Podcasts. They're extremely helpful when it comes to reaching our entrepreneurial audience. Steve Hutt reads each and every one personally!Growth Mindset?If you're reading down here, we know the answer ;)Subscribe to eCommerce Fastlane and get an instant notification when a new episode is released. We're available here Apple Podcasts, Spotify, Stitcher, Google Play or wherever you get your podcasts.Episode Sponsor: MESAToday's episode is brought to you by Mesa, the only ecommerce automation platform exclusive to Shopify and Shopify Plus.Mesa is the easiest way to integrate any top ecommerce app or service with your online store. Designed exclusively for Shopify and Shopify Plus; Mesa's automated workflows can get back your time spent on repetitive tasks while growing your business at the same time.Mesa's no-code approach to building workflows allows you to create new ways to improve customer engagement, encourage repeat purchases without lifting a finger, reduce manual data entry, and more through a simple point-and-click interface.Search for "Mesa" in the Shopify App Store and download the app today. Pricing starts at less than $10 a month and comes with a 14-day free trial backed 24/7 by their Customer Success Team. See acast.com/privacy for privacy and opt-out information.

We'd like to thank our sponsors: Integra Resources is advancing the past-producing DeLamar Project in southwestern Idaho. The Company has continued to demonstrate resource growth and conversion through greenfield and brownfield exploration and plans on delivering a pre-feasibility study in Q4 2021 to further de-risk and advance the project towards permitting. Integra Resources trades on the TSX-V under ITR and the NYSE American under ITRG. Corvus Gold is a North American gold exploration and development company, focused on its near-term gold-silver mining projects in southwestern Nevada. The Company holds a commanding land position within the Bullfrog Mining District. Neighbouring, adjacent projects controlled by AngloGold Ashanti, Kinross Gold and Coeur Mining highlight this active District. The two 100% owned North Bullfrog & Mother Lode projects have a combined nearly 4-Million oz gold of in-pit resource and continues to grow with an on-going, successful, resource expansion drill program. Corvus trades on the TSX and the Nasdaq with the symbol KOR. Western Copper and Gold is focused on developing the world-class Casino project in Canada's Yukon Territory. The Casino project consists of an impressive 11 billion pounds of copper and 21 million ounces of gold in an overall resource. Western Copper and Gold trades on the TSX and the NYSE American with WRN. Be sure to follow the company via their website, www.westerncopperandgold.com. Rio-2 is advancing the Fenix Gold Project in Chile, the largest undeveloped gold heap leach project in the Americas. Fenix consists of 5 million ounces in the measured and indicated resource category and 1.4 million ounces in the inferred resource category. With a robust PFS in place, Fenix is set up for fast-tracked construction and production. You can find a list of project and company information on their website, rio2.com.

REGISTER for our Sept 18, 2021, Virtual Sales Summit here: bit.ly/Energy4SalesSummit

Hey Book Lovers! Welcome to the Summer 2021 GrowGetters Book Club episode. As we are on a summer/winter break, we wanted to create an episode that would be jam packed full of inspiration and practical tips to apply whilst you are on your summer break or in winter lock down. We will be kicking off Season 4 on September 1st, 2021, so stay tuned as we have a banger of a season lined up for you. So getting right down to business, we recorded this episode as a live event inside the GrowGetters Club with some extra special guests. In our Book Club episodes, we normally invite some amazing special guests to help us unpack, dissect, and discuss some of the hottest non-fiction releases that have the potential to positively impact your careers, and your lives!In this special book club episode we discuss 'Designing Your Life: How to Build a Well-Lived Joyful Life' by the godfathers of Design Thinking, Bill Burnett and Dave Evans!Designing Your Life is a super-practical, step-by-step guidebook that uses design principles to help you build the future of your dreams! The book invites us to approach our own life design challenges with the same kind of curiosity and creativity that inventors and designers have used to create innovations like the lightbulb, iPhone, and even the Internet.By reframing challenges, shifting established mindsets, and foraying into the world of prototyping - Designing Your Life is the book for anyone wanting to shape a career and lifestyle of their dreams, and make it a reality.In this special episode we had not one, but TWO very special guests join us! Our first guest was Belinda Wall, who is the Founding Director of the Australian-based marketing and brand consultancy, Brand Amplified, AND she also sits on the Advisory Board of MaxMe, an online learning platform.Brand Amplified is a business that is literally obsessed with all things brand. With a passion for storytelling, creative collaborations and success, Brand Amplified loves nothing more than working with clients on their journey from business to brand.Our second guest is GrowGetters friend, seasoned book clubber, and all-round superstar, Keltie Maguire! Keltie is a clarity coach, speaker, and podcaster herself, whose purpose is to help small business owners & professionals cut through overwhelm, get clear on their desires, and take aligned action.And of course, as always, you'll be hearing from Tanya Garma (your Book Club host for today), and GrowGetters' own startup legend and digital accelerator, Tiffany Hart!So ladies, let's get started and let's get into the brilliant book DESIGNING YOUR LIFE!PLUSWe have been building something super exciting...and that is the brand new GrowGetters Club. Are you looking to learn the most in-demand skills of the future! Do you want to join a circle of like-minded GrowGetters and be part of a movement of women ready to rise up, skill up, and be future-fit? Then if your answer is heck yes - join the waitlist today as the Club officially launches out of BETA in Q4 2021.If you enjoy listening to the pod there are a few ways you would absolutely make our day (and week, and year!!) and help support us so we can continue to create kickass content just for you!The quickest way is to make sure you click that FOLLOW button on Spotify, and hit SUBSCRIBE on Apple Podcasts (or wherever you get your poddies) to make sure you never miss an episode!And if you are an Apple Podcasts user, we would be thrilled if you can take one minute to leave us a 5-star rating and a glowing review so even more of you fabulous GrowGetters can find us!If you're more of a social media maven, then you can follow us on LinkedIn and Instagram at @growgetters.io where we post a whole swag of tips, tools, advice, and hacks on future-proofing your career!We run a weekly Clubhouse room to discuss Future-Proofing, Future Skills, The Future of Thought Leadership, and much, much more. FOLLOW US @tiffanyhart and @tanyagarma so you are notified next time we go live.And finally, don't forget to subscribe to our GrowGetters Growth Hacks newsletter on growgetters.io for a fortnightly fix of the very latest hacks, tools, models, trends, and recommended reads to help you stay in demand and in the know!To stay in touch with Belinda and Keltie - you can follow them here: BelindaInsta: https://www.instagram.com/_brandamplified_Website: http://www.brandamplified.com.au/KeltieInsta: https://www.instagram.com/keltiemaguire/Website: https://www.keltiemaguire.com/

In this episode, we discuss how price adjusting can be a good way to boost summer sales and attain more capital in preparation for Q4.   Hosted by Matt Sulava Instagram: @mattsulava Twitter: @mattsulava August 4, 2021

Favorite quotes of the episode:  “Be more interested, than interesting.”  “Happiness is the enjoyment of the consistent every day persistent, without quit, pursuit of my own potential.” “Happiness relies on faith that you are going to end up somewhere better.” “Pain is a turn signal, not a stop sign.” “Everything comes through you, not for you or to you, but through you, for others.” “Every leader is an intelligent follower.” “The easiest way to get somewhere is to find someone who is already there and ask them for directions.” Episode Overview In this episode, I talk with David Meltzer. He is the Co-Founder of Sports 1 Marketing and formerly served as CEO of the renowned Leigh (“Lee”) Steinberg Sports & Entertainment agency, which was the inspiration for the movie Jerry Maguire. His life's mission is to empower OVER 1 BILLION people to be happy! This simple yet powerful mission has led him on an incredible journey to provide one thing…VALUE. In all his content, and communication that's exactly what you'll receive.  As part of that mission, for the past 20 years, he's been providing free weekly trainings to empower others to empower others to be happy.  TOPICS What inspired David to empower 1 Billion people to be happy. 4 Values for greater Happiness. David's advice for busy professionals and subject matter experts who decide to become entrepreneurs or run for political office to step into the CEO role and CEO mindset. 5 Questions Segment Q1. We know that the most successful and happy people have a morning routine, what do you do each morning or evening that sets your day up for success? Q2. What's your definition of Success? Q3. What's your definition of Happiness? Q4. What do you know now that you wish you would have known 10 years ago? Q5. What do you think is the biggest issue facing busy professionals today? RESOURCES Join our email list and never miss another insight at https://www.pawsconsulting.com/shownotes Sign up for a free Strategy Session to overcome overwhelm and get unstuck at https://www.pawsconsulting.com/podcast  Thinking of running for office?  Get your copy of Candidate Survival Guide or Join one of Angela's Campaign Accelerator Programs at https://www.pawsconsulting.com/candidate Connect with Angela at www.pawsconsulting.com or on Twitter, LinkedIn, and Instagram @DemareeDVM. How to leave a review on iTunes: Go to https://itunes.apple.com/us/podcast/beyond-the-stethoscope/id1354281411 or open iTunes. Click 'View in iTunes' (or maybe you are already there)                   Click 'Subscribe' Then Click 'Ratings and Reviews' Then Click 'Write a Review'

No matter what the situation, our minds have a tendency to think negatively.  For most, it spirals into self – sabotaging, thoughts, feelings, then actions. Almost everyone in the world has struggled with this.  When our thoughts and feelings take us to a dark place, causing us to react in ways that become detrimental to our health and relationships.  Today's guest is going to talk about a “simple yet powerful practice” of LOOKING DEEPLY INTO THE CAUSE OF ALL SUFFERING AND HOW YOU CAN END IT, called The Work.Join Byron Katie and Jason Stella discuss....The story on how she came up with “The Work”Meeting Your Internal Wisdom,What is the process?Q1. Is it true?Q2. Can you absolutely know that it's true?Q3. How do you react, what happens, when you believe that thought?Q4. Who would you be without that thought?The TurnaroundWhy is it vital to go through The Work and ensure you Write down the information, opposed to just thinking it through the process?What are the most common road-blocks that people face when going through The Work?Everything you need to do The Work is available to you free on this website.The Judge-Your-Neighbor Worksheet and other downloadables are available by clicking the  in the top right corner of every page of this website.The Judge-Your-Neighbor WorksheetA guide for putting mind on paper. Modified versions for children and teens are available as well.https://thework.com/

Q1. 9yr old can't explain why she is crying Q2. 9yr old says “don't cheer for me” when I say “way to go – you did it” Q3. 9 &13 yr old boys who complain about nothing being fair between them Q4. 9 &13 yr old boys who constantly fight and bicker  Q5. 9 & 13 yr old boys with a dad who is a bad role model and the marriage is not working Q6. 13 yr old boy who is sneaking Aug 4th Do's and Don'ts of Managing Teens' Partying webinar link for details and registration here.  Books on encouragement:   Encouraging Children To Learn https://tinyurl.com/26h25w82 Turning People On: How to be an encouraging person:  https://tinyurl.com/59e88bta Calvin Armerding podcast interview on the co-operative family: https://podcasts.apple.com/ca/podcast/parenting-the-adlerian-way/id1508655119?i=1000522893991 Paul Rasmussen podcast interview on emotions: https://podcasts.apple.com/ca/podcast/parenting-the-adlerian-way/id1508655119?i=1000503066250 Do you have a parenting question for me?  Email me at alyson@alysonschafer.com  Sign up for my monthly newsletter at www.alysonschafer.com 

What happens when you take on a new role as CMO and develop a new marketing strategy, only to have a pandemic hit just months later? This week on the Inbound Success podcast, Planful CMO Rowan Tonkin talks about his experience since taking on the role of head of marketing at Planful. It all started with a complete rebrand (including a company name change) that was rolled out at a company meeting in January 2020, just prior to the onset of COVID. Rowan explains how a focus on the customer, and their needs and pain points, helped his team determine how and when to shift their marketing strategy, and he talks about what it means to create a new category (including why it's so important that your competitors embrace it).  Planful's ability to remain nimble and adapt to their customers' changing needs helped fuel significant increases in pipeline and revenue, much of which was driven by organic and branded search. Check out the full episode to get the details. (Transcript has been edited for clarity.) Resources from this episode: Check out the Planful website Connect with Rowan on LinkedIn Follow Rowan on Twitter Transcript Kathleen (00:00): Welcome back to the Inbound Success Podcast. I'm your host Kathleen Booth. And this week, my guest is Rowan Tonkin, who is the CMO or chief marketing officer at Planful. Welcome to the podcast, Rowan. Rowan (00:27): Thanks Kathleen for having me. Really excited to be here. I've listened to lots of episodes of inbound, and I'm really glad that I can, I can actually be on the show. Kathleen (00:35): I'm really excited to have you here. I think you have such an interesting story, especially in the last few years, and I can't wait to dig into it for listeners. Before we do that, maybe take a moment, introduce yourself, tell us who you are and your background, and also what Planful is. Rowan (00:52): So firstly, you may notice from my accent, I'm not American. I grew up in Australia in a little place called Woolongong, which is about an hour south of Sydney. And I actually started my career in, in technology in Australia, working in customer support for a marketing company back then we would provide services to agencies and white goods and brown goods manufacturers to basically get the best images for, for, for catalogs, right, for, for the things that we all receive in our, in our letterbox. And and that turned into a MRM space where I worked in pre-sales. So for those that are familiar with MRM, it's kind of like the old Asana and Monday.com and helping marketers do all that project management, budget management, things like that. I moved to London for 10 years selling MRM software, working with lots of marketers over there. Rowan (01:44): My role was increased sales and customer success and doing actually implementation work as well. And I managed to convince myself that product marketing was actually where I had most fun. So I joined product marketing and and have been in the marketing space ever since. I'm now at, at Planful. Planful is a financial planning and analysis platform for finance and accounting professionals. We basically help finance professionals basically become super agile in the way that they work by getting them out of spreadsheets and getting them into a connected and collaborative platform. And you know, my background in marketing planning, if you will, helping marketers manage their budgets has kind of translated into me telling the stories of, of those finance professionals and how they do their work for, for all of us. Right. If you think about the team of finance you know, there's the accounting team that are recording everything that happened and there's fantastic FP and A teams that are kind of helping us trying to figure out what will happen in future. Kathleen (02:47): Yeah. And speaking of what has happened and what will happen, you joined the company, was it in 2019? Is that right? Rowan (02:54): In September of 2019. Yeah. Kathleen (02:56): Yeah. So, you know, at interesting time and I know that you came on board and there was a lot of change already happening in the company. And you proceeded to, to make some really significant changes on the marketing side, and this is all happening, like on the eve of COVID, it's crazy. I say 2019 and that feels like a really long time ago, but, but it really wasn't and a lot has happened since then. So let's actually rewind the clock and start when you came in and, and what was, what were you setting out to do and what was the scenario when you joined? Rowan (03:31): Yeah, sure. So Planful had been actually called Host Analytics before that. And many of your listeners may know of Host Analytics. And we were acquired by a private equity firm in December of 2018 and they went on the search to to find a new CEO and they found someone that I'd worked with before. Grant Halloran. And Grant joined as CEO, I believe like 1st of July or something like that. And in 2019, 3 months later, he brings me in and had devised a lot of the strategy. And the strategy that we were going to to execute upon was to really focus on segments specific segments. So what we call the lower mid-market and the upper mid market and selectively play in the enterprise, right. And, and traditionally, you know, Host played across all of those segments. So we really wanted to focus. Rowan (04:24): The second thing that we wanted to do was reposition the company. The world of FP and A, and the space that we play in has a category definition called enterprise performance management or, or corporate performance management. The funny thing is only analysts talk about that. Buyers don't call it. They call it FP and A software or planning, budgeting, and forecasting. They don't, they don't call it CPM or EPM. And so and then unfortunately for Host Analytics created by Jim Eblen back in 2001, the word Host and Analytics has changed a lot in that time. Right. And so really important to us that as we repositioned, we decided to change the company name. And when you think about doing that, that's a really intense exercise. So we decided to just put the guard rail of let's do it in 12 weeks. Kathleen (05:17): Ripping the bandaid off. Rowan (05:20): Correct. Yeah. And, and so actually we did that at our company kickoff. We everyone walked into the company kickoff in January at San Diego all of the swag. Yeah. And, and everything was branded Host Analytics. Everyone got their gifts as Host Analytics in the keynote, we dropped the big reveal, switched to Planful and all the signage and everything had been changed outside the room. And everyone had new swag bags and everything like that. And at the time we, we repositioned the company to, from, from enterprise performance management to what we continuous planning. And that's now the kind of category that we, we have tried to define if you will. Now as you do that, you want to create new campaigns and new things to go to market with. And we did a lot of that and continuous planning sounds great now, after everyone's been planning for the last 18 months, but back then it was a new concept. Rowan (06:20): And we were trying to evangelize that concept and created lots of great top of funnel campaigns, ready to launch posts. That event had them live for six weeks and then the pandemic hits. And we're sitting there with this fantastic campaign that was beautiful for the moment. Beautiful for the time, very positive, very uplifting, very empowering for our audience. But as soon as the pandemic hit, that's not what they want to hear. Then like they're in, we call it the ambush they're in the ambush mode. If you think about what your finance team may have been doing in the middle of March, it was trying to figure out, are we going to thrive, survive cashflow. Kathleen (07:03): It went from, I imagine, continuous planning to crisis planning. Rowan (07:06): Effectively. Yeah. Cashflow forecasting became, you know, scenario planning. What if analysis became the, the top use cases, if you will, or the top things that finance professionals wanted to care about. Right. And capital management, liquidity, all of those things. And and so we're sitting there with this fantastic campaign that we've spent lots of money and worked with some amazing agencies on. And and the, the other thing is our audience. We're just in a bunker trying to figure out what's going on. They didn't want to talk to us. So we went very like many companies, we went very much into support mode, right? How can we help our audience through this? What can we do? And did a lot of those things, built communities, hold weekly meetings, you know, how can we support? You tried to educate them on, you know, different ways that they could use the platform. Rowan (07:59): And and, and internally I, I, I converted my product marketing team to a research analyst firm, you know, who will survive, who will thrive and, and how can we go and target those people and educate them on what we do, but the message just wasn't right. You know, selling and telling the story about continuous planning in the middle of that environment, wasn't what people wanted to hear. And so we spent you know, we spent probably too long trying to continue to evangelize that, you know, the, the commitment and consistency of like, oh, we put this great thing together. Let's just keep doing our work. Kathleen (08:39): Gosh darn it, we planted our flag in the sand. Rowan (08:42): Exactly. And so you know, I had a conversation with Grant one day and I said, I just don't think like, this is the time to, or this is the place to be pushing this message. And and, and we thought back to kind of core marketing principles, and many of your audience will know about, you know, the five stages of awareness from, from sports. Right. And so we looked at that and we said, well, where is where is continuous planning fit here? Right. Well, it fits for the most aware people are customers or people that have bought this technology before, and they really understand it. So we can keep pushing it to that audience for the completely unaware per person. It makes, it actually makes sense as a thought leadership play as a play around storytelling and, and actually evangelizing that. Rowan (09:30): But for the people in the middle, right, the people that we're actually trying to get to buy or get you know, get into our final or convince them to buy versus a competitor, it didn't work because they were trying to figure out, well, actually my pain point is not continuous planning. I kind of, you haven't really even explained what that means, what that is, how that works, you know, where am I on that journey? They want to know, how can I do scenario management? How can I do cashflow forecasting? Can I do direct method, cash flow, forecasting, or indirect method? Where are we with our, what if scenario analysis and, and those types of things. So what we did was we stepped right back and said, all right, let's create a use case strategy. Very tactical, very much at the pain point level of, of what our audience is going through. Rowan (10:22): And so, you know, as, as all businesses where, you know, we're going through, what's going to happen for us. And, and actually coming out in the back of you know, that first initial ambush, we were hitting record pipeline numbers in kind of Q3, right? Amazingly everything was going well, we had this use case campaign. It was going well, what we did tactically for that campaign was create landing pages all around. Those specific use cases, I actually used the pandemic. One of my strategies as I was planning to come to, to plan for we we'd been very much a lead acquisition company. And I wanted to use the reposition and that mode to, to move the market into demand creation mode, as opposed to lead acquisition mode. Now it was kind of good because everyone was just so focused on, you know, how many opportunities are we getting every day into our, into our funnel. Rowan (11:23): And so effectively, I was able to turn off every MQL report that we ever had which is great. And now no one really asks me about MQL. They're always asking me about, you know, opportunities. And so I was able to use that time to transition away from, you know, classic sales and marketing, talking about MQL calls. Well, now we're talking about pipeline creation and, and what we call, you know, stage one opportunities, S ones. And so during that period, I was also trying to shift our strategy away from very much, you know, purchase nurture leads, right? And, and then hopefully that they convert over time. I wanted us to move to a, build a brand, build awareness in the market and, and, you know, bring them to us. And and, and over that time, that sort of started to happen which was great. Rowan (12:18): And, and we saw the results of that in Q3. And then as the second wave of the pandemic came again in Q4 and Q4, for those that don't know, every finance professional is about to enter their either favorite or their worst time of the year planning season. And so again, you know, these people had been planning for so long Q3 was pent up demand, and then Q4 became a really hard time for us as well, because, you know, you're starting to see people get back into their planning season. And and, and, and now we're back into that mode of just really accelerated growth. I mean, we've, we've hit all of the kind of records that we would want to be hitting as a software company this year, so far growing like crazy, which is, which is really fun. And a lot of that is off the back of the fact that we really just stepped back to basics and created these use case use case plays. And so, as I was saying before, it's a landing page. It's a, an ungated demo on that landing page. It's having case studies on each of those landing pages. It's, it's the social proof inside of that. It's telling a story about how you go from use case to use case and the value chain that is associated with that for someone when they buy a platform, right? Because like most technology, we're a platform. You can do lots of things with it. Kathleen (13:40): So I have so many questions for you. Going back to the beginning, you talked about coming in and the company being founded in the early two thousands and being called Host Analytics. And what had changed in the time from when it was founded to when the PE firm bought the company. And it was funny, you, you said something along the lines of like the meaning of Host had changed. And the first thing that popped into my head was, was it that Airbnb happened and everybody thought, you know, is your company about analytics for like hosts who rent their houses out? Or like, what were you alluding to there? Rowan (14:18): Yeah, actually we'll say, let, let me start. So Host Analytics and the name was, so Jim Eblen founded the company, created the name. Back then we were taking a box into someone's office and hosting their financial analytics for it. Right. So very literal and, and Host actually means army of angels. And so that was another reason for the name, you know, the army of angels are coming to help you with your finance department. Now, you know, fast forward to 20 where hosting is now all about service providers, right. Or in your, in your mind, Airbnb? Kathleen (14:59): Well, certainly not on-prem software. Rowan (15:01): Yeah. Yeah. Correct. And actually host was the first FP and A platform, EPM platform to move to the cloud. So I think we did that in, in 2011, 2012. And and then there was a race for, for cloud financial planning platforms you know, Anaplan and, and Adaptive Insights and some other other companies came along. Rowan (15:25): And so there was this, you know, a big race for, for people to, to move to the cloud from the on-prem world. And and so Host was a big part of that, that, that race and that shift from on-prem to the cloud. And unfortunately though, like, you know, if you sit back in the middle of 2019, and you're calling someone in finance, and you say I'm from Host Analytics, the first thing that I think of is maybe Airbnb analytics, depending on their industry, or most of the time it was what you're going to analyze my cloud service usage or something like that. Like, they, they kind of be like, actually there was this cognitive dissonance that people would have, and ultimately they wanted us to like, they're like, oh, you should speak to it. This is, this is not for me, I'm in finance. Why, why are you trying to talk to me about hosting and analytics? Like so that was the major trigger there. In terms of what had changed is frankly, just cloud, on premise, all of that had changed and, and the term hosting had become synonymous with, with cloud cloud platforms, cloud software, cloud. Kathleen (16:38): Yeah. That makes a lot of sense. When I hear you talk about this, you know, the CEO was new, you came in, you were new, the company had just been acquired. And the it's the first big meeting of everyone. And you introduce a new brand and you start, like I said, earlier, you rip the bandaid off. Right. I feel like that could go in two directions as, as somebody who's been a head of marketing has navigated rebrands being the new people. If you don't play it right. It can definitely, I think exacerbate like friction, fear frustration, et cetera, amongst people who've been around for awhile. If they think, oh, this new person's coming in and they're changing everything and they haven't taken the time to like really understand us and, you know, kind of build consensus, blah, blah, blah, all that stuff. Or it could, or if you navigate it correctly, it could really engender a lot of excitement and breathe new life and et cetera. So I'm curious, how did you navigate that in a way that it built excitement and trust and momentum and didn't cause friction? Rowan (17:45): I don't think you can do a rebrand without causing friction. This is my second one that I've led. And you're going to have naysayers. I think, you know, for anyone listening, that's contemplating a rebrand. You're going to have those people that basically say, I don't like the new name. I don't like why you're changing it, what's wrong with the current name, you're going to get all of that. And, but most importantly, you've really got to focus on you know, what's the intention and why are we changing it? We weren't changing the name for, for our employees. We were changing it for our audience, for our customers. Like they, they deserve a name that is more befitting of, of what they actually do. And so for us, when I think a couple of things helped us. Rowan (18:40): So firstly Grant and myself had come from this space before and we had created, Grant,was the CMO at one of our competitors and had created a category over there. And that company is doing very well and had gone public. And so there was a perception that, okay this new CEO is coming and he knows what he's doing. I'd also led rebrands before. So, you know, able to sit there and say, Hey, I, I also know what I'm doing as part of this process. So we were able to create some trust because it wasn't, you know, the first time it wasn't a first time category creating it. Wasn't the first time rebranding. Secondly we anchored the rebrand very intentionally on our customer. And at the same time we were going through things like a rebrand at a culture level, we had a new chief people officer and she's out building a new company values, right. Rowan (19:40): For the new new company and our number one value is customers. So as you think about that, we're able to anchor on, okay, well, we now have our new values and isn't it befitting for our customers to have a name that recognizes them. And if we think about financial planning and analysis folks, they are Planful. It's a real word. It means to be rich and methodical and full of plans. And that's what our buyers and our audience and our customers are. They espouse that every day. So that was really the way that we tried to overcome a lot of that by, by making it or intentionally making it about other people, other than us, it wasn't us trying to rebrand the company. Cause we, we like rebranding companies. It's very expensive to do. It's very hard to do, and it creates lots of friction and you know, lots of people, you know, people believe and perceive that there's lots of brand equity as well. Rowan (20:40): Right. And so lots of people had those questions. Well, what about, you know, we're an 18 year old company, what about all the brand equity that we've built up? And those types of questions are really important that you have answers, which is okay, that's, that is true. Yes. but actually psychologically people move on for a rebrand really quickly. They adapt we humans, we adapt really well to things and, and also we wanted to espouse the new vision for the company. Right. And, and having a name that fits that new vision was also really important. Kathleen (21:15): Now you have mentioned a phrase a couple of times that I want to ask you about, because it's a phrase that gets thrown about a lot these days in the world of marketing and that is category creation. And I feel like it's, it's almost become this very generic term that people use for a lot of different things. So can you just explain a little bit about when you think about category creation, how do you think about it? Why did you think it made sense to do that? Because, I mean, it's something I've looked at, and I know it's, it's, it's quite an undertaking and you have to go in with your eyes open and be realistic about what you're going to be able to achieve. And then, can you just talk a little bit about your strategy for doing that in this case? Rowan (21:59): Yeah, so, I mean, I may be quite simplistic in my view of category creation, but I think you need to just think of it from your audience's perspective, your audience needs to quickly recognize what do you do and where do you play in the ecosystem? And your definition of that category, if you will, whether that's creating a sub category, if you, if you've you know, read those books from the 22 immutable laws, right. If you can't create a category, create a sub category. The that's the simple way I look at it, right? And, and we had been playing in the enterprise performance management category, and when buyers are searching for for products, they're not looking for that they're looking for planning software. So the first thing that we wanted to do as we were going through this category creation and reposition, rebranding, the company, reinvigorating you know, changing the way that the company operated new segmentation, things like that, where it's to make sure that people could find us really easily. Rowan (23:08): And so if you think about that, it's okay, well, what do you do? Well, we're in the planning space. And you know, we also have capabilities, you know, you know, in our platform for, for accountancies and things like that. But the majority of people are looking for a planning platform. So we wanted to create a category inside the planning space that play to our strengths. And so when you think about planning, what we have is some capability in our product that allows us to do that more frequently than other competitors. So that's continuous, right. And, and that had already been coined by other analysts. So we were able to basically co-opted from them and, and then use it as our position. And, and so when I think of category creation, I think we just simply think of it as, how do I want my buyer to perceive me, what ecosystem do they want to think about me in? And and then can they find our USP inside of my category description of that? Kathleen (24:11): I like it. So it's funny that you, you, you phrased it that way, because one of my questions was going to be, when you set out to do this, were you hoping that, that, you know, analyst firms would build a quadrant around you, but I really didn't hear you say that. I mean, I heard you say analysts have used the term, but it sounds like success for you. Is, are customers using the term not so much is like Gartner using the term, is that accurate? Rowan (24:34): Yeah, that's accurate. I mean Gartner have changed in our category, right. So they have gone from FP and A to what's called XP and A, and they're going to have now two quadrants for us. Other analyst firms call it the enterprise performance management category still. Now we want them to change away from that whole term because that's, that's pretty old. Now it's about 30 years old as a category. And our perception is buyers just don't use it. Consultants use it you know, us in the industry. We use it, that buyers don't use it. They don't know what it means. So we'd rather, they yes, we want them to change it, but I don't necessarily mind what they call it. And yes. Do we, do we care about being in those those quadrants, those waves, those, yes, absolutely. Rowan (25:28): But it's not about naming, like trying to define the category for an analyst. I think the, you know, this is a it's a more mature market as well. So the analysts already have their perspectives of, of what's in the market. And so our positioning was, should never really have been about trying to do that for us, like at our stage, at our maturity of market. I think if, if I was at an early stage company where there was no quadrant, yeah. You'd absolutely be trying to get them to, to redefine or create a quadrant around you having been there before you, the other thing you have to do though, is you have to go and get your competition to also call it the same thing. So that becomes interesting. Kathleen (26:13): There's no such thing as a category of one. Rowan (26:16): Yeah, correct. Kathleen (26:17): Yeah. So, so one of the other things I wanted to dig into you, you talked about you joined shortly before COVID hit, you did the rebrand, you had all these plans, then the pandemic hits and the customer's priorities started to change, and their immediate pain points started to change. Talk a little bit about how that changed, how you approached your strategy. Rowan (26:43): So the first thing I think it's really important to recognize is prior to that, you know, customers had gone through their annual planning cycle, right. And they were in the midst of rolling out and trying to operationalize their 2020 plans, you know, finance teams or like, okay, well, we've just, you know, some of them hadn't even closed Q1 yet. And normally we all joke, you know, every, every annual plan is, is dead on arrival. Well, that is even more true of 2020. Everyone's plans had been thrown out the window for a finance team's perspective though. Their first thought was, how do we make it through like firstly, a lot of customers just delay payments, right? Cashflow becomes super important. So rather than have a net 15 on invoices, my new standard is net 60 net 90, and you're trying to hold all the cash inside of your business. Rowan (27:45): Everyone's doing it to each other. And so, you know, cash becomes king. And so one of the use cases that we can operationalize with our customers is cashflow forecasting. So firstly, we wanted to make sure that customers of ours that had an implemented that use case realized that they could do that. And the other thing that became really important was speed became super important. You know customers and prospects, aren't going to want to go through a big finance transformation in the middle of a situation like that. They want things to happen fast. So we created a package of implementation services. We call Planful now, right. Get up and running in less than 30 days, make it make the, the folks that do want to buy or can buy, make them realize that it's not a, it's not a 12 month ERP implementation or CRM transformation or anything like that. Rowan (28:43): So very much focused on, okay, what can we do for people? What can we do for them right now, if it's if it's an existing customer, how can we help them with, with those key priority use cases which were cashflow forecasting for them and scenario on what if analysis, you can imagine the, what if analysis that folks needed to do in in kind of March and April of last year, that's all many companies were doing was trying to figure out what if, what if, what if, and looking at it from all sorts of lenses. Kathleen (29:14): Yeah. And then I also loved the thing that really stood out from what you said to me. Cause I really believe this so strongly is about really focusing on brand and knowing that if you, it, it, it is very much a kind of a longer play. But knowing that if you build a really strong brand, the demand is going to follow, right. People love working with brands that they love and it fo it, it functions like a magnet to pull in the right leads. A lot of times though, and I, and I've talked to other marketers, who've experienced this you can, as the head of marketing strongly believe in the power of brand but unless you work for a CEO and and you are a part of a leadership team that also believes in the power of brand, you can get a lot of pushback because it can be very tempting for those people to say, no, we just need, you know, keep the MQL flow going. And sometimes during that pivot, when you're like really shifting your focus, sometimes things can slow down as you do that, but you have to kind of like do it, knowing that you're slowing down to speed up if you will. So I'd love to hear just what your experience was with that. Rowan (30:32): Yeah. So, so firstly, I think your key point there was having a CEO that understands the power of, of brand. And I'm thankful that Grant was a CMO that is a blessing and a curse for those that ever want to go work for a CEO who has been a CMO. They can get right into the weeds as well. And that can be, you know, not as enjoyable as you want it to be. But it does mean that they understand the power of the marketing machine and you know, Grant has very similar philosophies to me on, on that. Like he's done rebrands before. He's done brand refreshes. Really cares about the power of brand. And that's a lot of what we talk about. You know, position brand, narrative, things like that. We talk about that a lot. Rowan (31:23): And so as I think about going through that exercise, it was much easier, right? I didn't have you know, it was part of why I came was I knew that we were going to get to build a brand and rebrand the company. So that was part of the excitement of joining the company was, oh, wow, we're going to do this. This is going to be fun. Now I wish, you know, I wish the timing had been different because as I said, we had a great campaign ready to go. It was really fun. And we had, you know, all this spend that we wanted to put behind it, well, in the middle of a pandemic, you know, you're not going to get the same return for that dollar. Right. As I said, our, our audience was ambushed. So we pared back a little bit responsible thing to do, make sure that we hit our growth goals in an economical way. Rowan (32:14): The, I think the second part about brand that you mentioned is the leadership team actually also valuing that. And I think that's something that I was lucky to have. Here was people that understood that this is a transformation and to do the transformation we needed the power of a brand behind it, as well as the flexibility to to really go through that change. Now, the I guess the, the benefit of doing that through the middle of the year, like 2020 is, no one knows what the numbers would have been like before. Right. Like, you know, we talk about this a lot internally, like never compare to 2020 cause who knows what those numbers should have been or could have looked like. So we always do a lot of, you know, a year over year, but year over 2019 as well. Right. Rowan (33:07): Because that was a more normalized year. Yeah. So I did get the, the lock or the the challenge of doing that through a pandemic. And that meant that no one knew what the numbers would have been anyway. So I was able to focus on what we wanted to do, right. The intentionality of, you know, the power of that brand. And so there was no, well, we're expecting this many MQL this week, this month, and you're not getting them because we weren't expecting a normal period at that time. So that was actually I won't say luxury. Kathleen (33:44): It sounds like take advantage of those black Swan events when they happen. Rowan (33:49): Take advantage of a crisis. And so frankly, that's what we were able to do. And actually, that's, that's also, when you think about how you want to build that brand, we want to do it in the most economical way possible, right? Like when I worked for a PE company, I don't just have billions and billions of dollars to spend on, on brand. So we're able to focus on the places where building a brand actually makes sense. So I have a podcast like you have a podcast, right? We very much focused on organic social and doing that in a way that is, is really powerful for us. We focused on being more creative than our competition. So as you look at our advertising, you look at our color scheme, it's very different to what's out there and that's all intentional to, to kind of be a pattern interrupt for our audience. And so those things allowed us to, I believe, build faster. You know, a lot of our competition do you use blue, right? What's a safe, trusted finance finance colors, right? Blue, everything's good, no red. We're able to use color and creativity in a way that our competitors aren't using. And so that's how we're trying to stand out to our audience. Kathleen (35:03): I love all of that. I'm a huge fan of the pattern interrupt. And it's funny because I've always, I've always worked in B2B tech and my dream has been to work for a company where I can have the primary color and our brand be purple just because nobody ever picks it. And I'm like, the fact that no one picks it is why we need to do it. Like let's pick crazy colors and go with that. But I, you know, still working on that, the dream of purple someday. Rowan (35:29): Well, I'm getting to live the dream of purple and for those that ever want to know why, why purple. Well purple actually has association with royalty, rich and richness, and wealth. So it's actually a great color for a finance company. Kathleen (35:43): Yeah. And sometimes, honestly there doesn't need to be a reason, like just the fact that it's different is great reason. Right? well, we're coming close to the end of our time. And so I want to sort of wrap up this segment of the interview by just asking, can you, are there any like results that you can speak to? Like we talked about the journey coming in and changing things up and then having to grapple with the pandemic hitting and your customer's priorities suddenly shifting, like what's, what's been the outcome of all of this so far? Rowan (36:18): Well, so I think in, in a couple of key things, so firstly right now in 2021, we our, our pipeline creation to one ratio has increased by 5%. And, and well, not by 5%, it's probably by like 150% or something silly like that, but it's a five percentage point increase if you, if you compare the two numbers. And so that means we're getting high intent buyers coming to us. And that means our deal velocity is much faster. So, so that cycle of what we're trying to create with a brand, people come to us, giving us that momentum has absolutely worked. Our website traffic is up you know and it was 180% year over year, and it's like 140% year over 2019. And, and that is all organic. So not the paid stuff, it's not paid, that's driving all the website visits. Rowan (37:16): That's, that's organic traffic. Branded search terms are up, right. So people are looking for the words like continuous planning or Planful. And, and so that's really important to us. Ultimately for me, it's about it's about revenue and, and that's up, you know, we're we're about to have a press release soon. And, you know, our, our revenue numbers, sales, bookings numbers are drastically up like year over year, but also again, you're over 2019. And so that changes significantly that marketing shift, that, that fundamental shift is starting to have the realization now. And a funny blessing is that now also lots of other organizations are using continuous planning. And I, I suspect that's because everyone planned continuously last year. So we were lucky in the fact that we kind of coined it and owned it prior to everyone realizing that that's actually, it's the new, it's the new normal. Rowan (38:19): So everyone is planning all the time and it's going to be an interesting for us planning season, because for those folks listening in marketing, go and give you a finance professional, a hug, please, because they have been going through a really, really tough time, consistently planning, planning, planning, re-planning. And now they're about to go into planning season again, which means sleepless nights for them. And we really want to make sure that we can alleviate that. And I think burnout and finance teams is something that's going to really appear soon. And we're hoping to alleviate that for, for organizations. Kathleen (38:56): Amen to that, because I work with an amazing CFO, Josh Shenker at my company clean.io, and he has been continuously planning for, since I've met him and we are already in planning for next year. So everything you just said is absolutely spot on. So shout out to Josh. All right. Shifting gears. I have two questions that I always ask my guests at the end of every interview, and I'd love to hear your answers to them the first being I, you know, and you just really gave me the perfect segue, which is that things change so quickly in every industry, marketing certainly being one of them. You know, in marketing, we have the added elements of, you know platform changes, algorithm changes, regulatory changes, et cetera, all of which affect how we do our jobs. And I think most of the marketers I talk to say that staying on top of all that is one of their biggest challenges. And so I'm curious how you do that. How do you keep yourself educated and are there certain sources you turn to, to stay on the cutting edge? Rowan (40:00): I would actually counter that and say, I, you know, you've heard me talk today. It's been a lot about brand. It's been a lot about fundamentals. And so you know, I started my career very much in the tech side, always being like, you know, very big fan of Scott Brinker's MarTech slide, and always priding myself on knowing who was what and who was who and how it was all going. And then I couldn't keep up. You know, I don't think even Scott could probably keep up. And so what I found myself gravitating back to is actually more of the fundamentals, more of the psychology, more of behavioral, you know, behavioral understanding of buyers, psychology of things like color and words, and, and coming back to basics of things like copywriting. Now I have a great team, thankfully that stay on top of all of the technology aspects, but I also see the trends going away from more relying on that technology now, you know, with all of the Apple's privacy changes and impending, Google, privacy changes and things like that. I actually think coming back to basics is, is what more of us should be doing. And so I've been doing a lot more of that, like rereading the classics and you know, going in you know, a lot of kind of persuasion and reading a lot of psychology books which has been interesting, but that's what I've been doing. Kathleen (41:20): Well, I think that's, that's so smart and I agree with that. You know, if you solve for people, you will always win. If you try to solve for machines, the machines are trying to solve for people. So you'll just be one step behind the machines, right. So solve for the people. It works every time. Second question is the, in terms of this podcast is all about inbound marketing. Is there a particular person or company that you think is really setting the bar for what it means to be a great inbound marketer these days? Rowan (41:56): So I work with Eddie Schreiner at Very Good Copy. And I think Eddie, like it, I look forward to Eddie's email every week, right. So if I think about inbound marketing, right? Yeah. That's outbound, but I'm excited to get his email all the time. And so, you know, I think someone like Eddie is out there creating demand for his services, but doing it in a way where he's consistently educating me and my team and I'm sure his audience the other folks that I really admire right now is the team at Metadata. Some of their advertising captures my attention. We talked about pattern disrupts, you know, they're doing things that other companies aren't doing. And, and even though it's, you know, it's, it's MarTech and it's one of the things that I'm not keeping up to date with. They're using more of the core principles to actually get my attention. And so I would say, you know, the, the folks there at Metadata are doing really good. Kathleen (42:55): Awesome, well, we'll have to check those out. And I also love Very Good Copy. I get that newsletter and I'm a huge fan of it. So check that out if you haven't done that already. And if you are listening and you want to get in touch with Rowan, Rowan, what is the best way for somebody to do that? Where can they find you online? Rowan (43:15): Yeah, so definitely my LinkedIn is the best for business chat. My, my Twitter, which is @RowanTonkin is mostly golf and rugby. So unless you're, unless you're in that golf, rugby and marketing cohort, I would go to my LinkedIn and simply just Rowan Tonkin. You'll, you'll find a picture of a man behind a purpose. Kathleen (43:34): All right, fantastic. Well, I'll put those links in the show notes and if you are listening and you enjoyed this episode, please consider heading to Apple Podcasts or the platform of your choice and leaving the podcast a review. And if you know somebody else, who's doing amazing inbound marketing work, tweet me at @workmommywork, because I would love for them to be my next guest. That is it for this week. Thanks so much for joining me Rowan. This was a ton of fun. Rowan (43:57): Well, my pleasure. Thanks so much, Kathleen.

My professional purpose is to help you, the broker, optimize your productivity and help you become the best version of yourself. Why? Because happy brokers sell more real estate. I do that by helping you handle challenges and opportunities that you face every day. If you can effectively manage certain situations that arise on a daily basis, you'll be more productive, live an optimized life and, in turn, live a life that is the best version of you. Today, I want to give you 20 ideas on how to best to optimize your time during a more tepid market with a goal to maintain your momentum heading into Q4 and 2022.

00:00 Intro11:35 How long does it take for Amazon to re-index to possibly rank better when you update keywords and descriptions in an old listing13:51 Bought a new candle holder design from a factory and made calculations to sell it for $30. 1 month before launch, found out someone launched the same product for $22 w/c is the break-even price15:30 PPC CTR is 0.42, is that good or have to fix the image16:07 How is your stage 3 SEO plan different for Vendor Central clients? 17:34 If I am selling a $24 product, run my PPC always around 60% ACOS. Planning to raise my price to 29.99 should that reduce or increase my ACOS20:09 How do you recommend finding more keywords to put in backend search terms when the vast majority of searched keywords have a brand name in them21:28 On Helium10 is there a way to track list of ASIN's total # of organic KW month over month in a report23:19 I have Helium10 in Cerebro Distribution and can see current organic KW #, how do I track this over time for all of my ASINs?25:32 Can A+ content be copied by another seller27:54 Is there a way to utilize unused closed shipment if I cannot print the pallet labels28:18 Is there a way to have negative reviews that have been voted to the top of page 1 by competitors removed or pushed back down to page 2 or 329:51 I have an old seller account that I quit selling on and it went dormant and was deactivated. I would like to sell on Amazon again, but can't use my old account30:15 Can we use your company for 1 month to fix all our PPC32:07 If I want to sell my PL brand, which Amazon aggregator should I contact, most likely to offer a good deal34:26 Will I still be able to sell a PL brand in 1-2 years from now36:27 Of all the product variations, which does Amazon show on the listing38:02 Is it possible to get rid of negative reviews that are not verified39:26 How can we get the title of the listing changed if we were not the ones who created it40:00 Does Unit Session Percentage Rate include PPC impressions41:09 What is your take on moving the brand name to the middle or back of the title42:35 Does a human being approve alt text? Ever had problems with the approval of alt text42:58 How can we save money by choosing a 3PL warehouse in California instead of Texas43:12 A bunch of my competitors got blacklisted on Amazon (fake review crackdowns)43:58 We all want the best practice and fair pay for our staff and VAs. How to circle the square of questionable and disgraceful treatment of Amazon employees48:12 How much does Amazon charge to send back returned inventory to me? And do they charge me a fee for letting the customer return it to Amazon48:50 How long should I run automatic advertising to find the keywords49:58 I'm launching my first product since becoming brand registered and am having trouble getting my product to link to my store51:07 Had a customer return because he said it didn't arrive in time, even though it got there in 3days. Can we force them to pay for return shipping51:43 In your stage 3 SEO, outside of seeing if ranked between 20 and 50 organic rank, what other factors do you consider to decide which 3 to 5 keywords to target first53:21 I have products that have upgraded the color, 99% exactly the same. I want to replace photos, any danger in that54:23 With the Delta variant, I am seeing an upswing with online purchasing, and a huge wait with sea ship. Coming into Q4, how do you see things panning out given macro anomalies we are seeing57:31 Can I ask Amazon for inventory relocation58:50 My Freight Forwarders is trying to make an appointment to ship my product from the port to the Amazon warehouse. When she types in the Ref ID it says invalidSupport the show (https://www.paypal.com/paypalme/myamazonguy)

Show note links: Freebies: Grab your FREE ‘Stressed To Success' meditation: https://bit.ly/stressedtosuccess  Book in a discovery call to see how I can help you: https://calendly.com/franexcell/20min Ways to work with me: 1:1 https://www.franexcell.com/private-coaching/ SOS! (Success Over Stress) Group Programme (Coming back in Q4!) Positive Pants Toolkit Subscription (Join the waitlist https://bit.ly/PPAcademywaitlist ) Products: Grab Your 365 day Gratitude Journal on Amazon:https://bit.ly/365daygratitude  Grab Your Positive Pants Firmly On Notebook:https://bit.ly/positivepantsonbook  Shop printables and meditations: https://www.franexcell.com/shop/  To sign up for The Positive Pants Planner Waitlist: https://bit.ly/pppimwaiting  Contact: Make sure you're following me on Instagram https://www.instagram.com/imfranexcell/ and tag me into your key takeaways! Email me at hello@franexcell.com with any questions or take aways! For more, head over to: www.franexcell.com/   Who Have You Got On a Pedestal?   Who have you got on a pedestal right now?  I've been thinking recently about how funny it is that we do this as humans.    We look at people, who at the core are very ordinary and just like us in SO many ways, but we idolise them in some way because they have a particular level of achievement, status, accolade, whatever it may be.   Movie stars, successful business owners and entrepreneurs.     Isn't it funny how we feel like these people are super human in some way. Almost god-like?   Why is that?   If you can't tell, I'm feeling pretty philosophical about life at the moment.   A healthy questioning of unconscious behaviour if you will, it's how I'm wired these days.  It's how I encourage other people to be.     When you start to catch yourself in those moments it's as if you become a fly on the wall to your own thoughts.   A curious child to why we do the things we do.   Often I think money is at the core of it.   We make a lot of assumptions about people and their lives.    We look at this filtered version of what that is on social media and fill in our own gaps.   But, are we valuing the right things?   What is it specifically about those people that you admire so much?   What makes you feel they are so different from you?   How does it make you feel when you do it?   It's one thing to inspire hope and motivation.  It's another if you're looking at this person and thinking ‘I could never get there'.  Or ‘I wish I was them' or ‘It's easy for them, not for me'.   All these thoughts and beliefs we allow to run through our heads making us feel less than.   Watch out for that.   Watch out for the stories that you tell yourself around what's possible because really, most of the time the only real difference is a piece of knowledge you might be missing, or they've taken action that you haven't.   They didn't give up when it felt hard.   They didn't let the gremlins take over and kept going.   That's it.   Listen for the stories of the journey they took to get there.   They didn't start where they are now, but they started.   I wholeheartedly believe that anyone can do what they really want to.   We have to clear out some emotional gunk first.   We need to do the work on ourselves.   We need to learn to regulate our emotions.   It's what's driving your behaviour.   We all have our own emotional ‘baggage' that we've picked up along the way from family, friends, school, society, things that happened to us, things that were said to us.   This stuff rules your behaviour.  It rules your thoughts. Until you choose not to let it.  And you get to do that.  You really do.   I'm living proof that you get to say ‘not anymore thanks' to this stuff.   It's not permanent unless you don't look at it.   We are such changeable creatures.  We can rewire our brains and nervous systems through neuroplasticity. We do this by first creating awareness about what we don't want.  What we do want.  What our healthy patterns of behaviour are and what our less healthy patterns of behaviour are.   What are those common thoughts, beliefs and stories that get in your way?   Break them down one by one.   Because you really are far more capable than you give yourself credit for. I know I say this all the time, but I really am talking to YOU right now.   It's never too late to start.  It's never too late to make changes.   These are all stories we make up based on our own maps of the world.   But if you change the map, you change the world!   If you change how you look at something, it has to be different right?   So what do you think the people that have what you want, have that you don't have?  That's a mouthful!   What story do you have around their journey to get there, is it true?    Realise you're not comparing apples and apples when you look at someone who is where you want to be.   Don't put them on a pedestal, take a look back in time, they were YOU at one point!   Someone with a dream and a vision who just took the action to make it happen. But while I was going down this little rabbit hole of existential thinking I had another thought.   What if we put ourselves on our own pedestals?   What if you actually took a minute to acknowledge the things you've done in your life.  The things you've got through. The trials and tribulations and actually acknowledged THAT person in the same way we would be inspired by someone else who had done the same?   What if you really take a moment to acknowledge everything you've achieved.   There can be so much of that emotional gunk running around doing an exercise like this.   We might have been taught that acknowledging achievements is bragging.  That admitting you love, or even just like yourself, is arrogant.  WHO MADE THIS STUFF UP?!   Look how many people are having to mentally try and un do some of these things we were taught.   Liking yourself, trusting yourself, fundamental to a happy life and creating success.  Why weren't we taught that?   What stories have you made up about yourself and what's possible for you?   You deserve to be on your own pedestal!  Because you are more than capable.   Fx

On today's episode, we discuss Snapchat's Q2 performance, which features are standing out, and what we expect in Q3 and Q4. We then talk about some recent Snapchat augmented reality partnerships, Gen X's level of adoption across social media, and which platforms Gen Z folks think have the most genuine influencers. Tune in to the discussion with eMarketer forecasting analyst at Insider Intelligence Nazmul Islam. For sponsorship opportunities contact us:   advertising@insiderintelligence.com.   For more information visit:   https://www.insiderintelligence.com/contact/advertise/ Have questions or just want to say hi? Drop us a line at podcast@emarketer.com © 2021 Insider Intelligence

Atlassian Corporation Plc, Q4 2021 Earnings Call, Jul 29, 2021

EP271 - Amazon Q2 2021 Earnings Recap  Jason is back on the road and has some retail store visit reports: Bed Bath & Beyond Flagship in Chelsea Harry Potter Store New York Google New York Neighborhood Goods Starbucks Reserve New York Amazon Q2 2021 Earnings Recap Episode 271 of the Jason & Scot show was recorded on Thursday July 30, 2021. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:24] Welcome to the Jason and Scot show this is episode 271 being recorded on Thursday July 29th 2021, I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-hosts Scot Wingo. Scot: [0:40] Hey Jason and welcome back Jason Scott show listeners, Jason is one of my favorite days of the year and what's exciting is it happens four times a year yep you guessed it Amazon earnings but before we jump into some pretty dramatic earnings this quarter you are coming to us live live live from New York city so it's good that you're out there on the road again and word has it you have some trip reports these are their first trip reports you've been able to give our listeners for last 18 months. Jason: [1:14] Yeah they like this feels like a little bit of normalcy for me is talking to you from a hotel room like I used to do this all the time and I think the first show in 18 months we recorded from a hotel. Scot: [1:28] Nice what's jump into I know you've been on many many store visits let's what's what what are you been seeing. Jason: [1:35] Yeah it was fun I mostly want to focus on stores that had opened for the first time during the pandemic and surprisingly. There are several of those in New York City so I'll start with the one that is closest to my hotel and therefore the first one I went to this morning there's a new flagship Bed Bath & Beyond store that opened in Chelsea. [1:59] And ordinarily folks might say why do we care about a Bed Bath & Beyond store that doesn't sound very interesting and I get it but. The reason it's a little interesting to me is because twofold, they've had a major management and Leadership change at Bed Bath & Beyond they the new CEO is a guy Mark Triton we've talked about a little bit he was responsible for a lot of the new product development at Target before he joined Bed Bath & Beyond, and he announced that he was. [2:31] Doing a dramatic story design and so this Chelsea store is that store and I wanted to check out how he's changed it from what we traditionally think of as a bit Bath and Beyond and it is. Pretty substantial change. Bed Bath & Beyond traditionally is a pretty chaotic treasure hunt so very hard to find your way around people complain that they get lost and can't find an exit the, the lines of sight in a Bed Bath & Beyond or horrific so they stack product to the roof so you can't see very far in any direction in the store. Um and you know it's usually a cluttered mess and so this store. From a visual merchandising standpoint is a much more organized attractive store they it's dramatically more open it has clear lines of sight it has, um like a nice wayfinding system in a visual hierarchy you know it doesn't feel as much like everything's about to fall on top of you or you do it you when you walk in the store so it. [3:36] Visually is more impressive and it's more important it's a more pleasant environment to stand in. Um and so I'll be curious from a pure retail design standpoint I would say it's way better. [3:49] It's pretty off-brand for bed but for what we traditionally have thought of as Bed Bath and Beyond and and because of all those, those sort of clean cleanliness approaches it actually has a fairly significant SKU rationalization so there's fewer skus in the store. And there's probably some Bed Bath & Beyond loyalists that are like you know looking for some of those old products that they no longer have so I'll be curious how the, if they successfully attracts a new Shopper that didn't used to shop Bed Bath and Beyond and whether alienates any of the traditional Bed Bath & Beyond shoppers. Part two of that store is that as he did it Target Mark has launched the first. [4:35] Owned brands for Bed Bath and Beyond and those brands have sort of significant. Prominence in this new store design so so there's I individual vignettes for every one of the Bed Bath and Beyond Brands they're all like, very prominently signed as exclusive to Bed Bath and Beyond and their well executed with attractive. Packaging and visual merchandising that makes them easy to recognize and differentiate so. A bunch of sort of traditional things right that you kind of you know things that are that targets well known for doing well like you're now seeing and Bed Bath & Beyond, um a fear is that people could walk in the store and say wait this is starting to feel like a Target store. Um so we'll see if how that all plays out but I would say if I had one knock on the store. It seems like they've changed the design team but they haven't really changed the store operations team and so, the thing I noticed as well the store was quite well designed and in the product layouts all made sense the store was still starting to feel a bit like a cluttered mess because of the same employees that used to work at the old store are working in this store and their parking shopping carts full of product that they mean to restock on shelves like out in front of things and blocking things and. It just it doesn't seem like they've. [6:00] Um Extended the the new visual merchandising approach to to the Staffing and store operations yet so maybe a work in progress. Scot: [6:10] Well how did they decide from the shopping carts Niles big decluttered it you mentioned they have less cues but did they go to kind of more of like a kiosk kind of a much more clear, kind of Department kind of orientation or how. Jason: [6:26] It's very it's segmented by department and it may not be a fair representation because well, this is a huge store so it made it easier to kind of reconfigure things it's a two-story store so you know you have a home section you have a bedding section you have organization section, um And you know there aren't all these like random nooks and crannies amongst other things I'll bet you shrink as way better in this store than Bed Bath and Beyond because it's super easy for shoplifters to hide and a Bed Bath & Beyond. The end and what they tended to have is like a featured. [7:06] Product display for every department so you know the there's a. Um a sparkling water Cafe sponsored by SodaStream for example. And you know SodaStream was a fast turn product and in bed bath and beyond that here they have a woman working behind a counter, pouring samples of Sodastream and they've launched all these SodaStream launch this new product at Bed Bath & Beyond all these. Branded flavors you can add to the water so IQ can get the bubbly branded flavors and so she's she's sampling different flavors for people they have a coffee bar where they're making you know Keurig copies. Um the other owned products again had their own like featured display where they you know set up a bedroom or a kitchen display that, was was featuring those Bed Bath & Beyond products one of the Bed Bath and bringing Beyond Brands is about green cleanliness and so they you know they have like a cleaning display and stuff like that. [8:14] I would also say they leaned into Mobile in the store and qr-codes more than they have in the past so I all of these feature displays had a big QR code you can scan that took you to a. Sort of a product specific landing page on in their mobile app. In-store pickup was was much more prominent with like a dedicated area for for Bo piss pickups in the front of the store you could do self checkout with scan and go using the mobile app and there was a lot of. Merchandising promoting you to download the mobile app and scan things with your your scan QR codes with your phone. Scot: [8:54] Very cool indeed I know you love QR codes and I think you love more is digital fact tags any exciting digital fact eggs. Jason: [9:01] They did not have any digital fact tags again they are using a lot more QR codes then Bed Bath and Beyond has ever used before and it kind of makes sense because you know, all the restaurants taught everyone how to use qr-codes. During the pandemic and side note I've been getting a lot of complaints from people that the restaurants are not. Give going back to paper menus and I've certainly noticed that here in New York City is that like things are open up they're not requiring people wearing a mask but they still don't have menus and they expect you to order your own food from that app. Um in a QR code on the table so I wonder if that's going to be a permanent thing I've talked to several people that kind of miss the. Paper menus and ordering from a waitress. Scot: [9:47] Cool what a where'd you go after Triple B. Jason: [9:51] So that's in Chelsea and around the corner from this store is the Wizarding World of Harry Potter, in this store opened during the pandemic as well about six weeks ago I actually had a chance to visit the store before it open but this is the first time I got to visit it with people in it. Um And you know this is a super well done themed store we've talked a little bit about it but you know it's the same. Sort of team that that did The Wizarding World of Harry Potter theme park experience so it's. You know they use they use the actual like tools and dies for props for the movie to make everything they have a. [10:38] A bunch of cool experiences that there's a bunch of personalized products you can get your name engraved on a bunch of stuff you know you can get your own admission letter to Hogwarts, um they have exclusive products like there's a particular version of the the Juan that golden finch one that you can only get from this store so if you're a collector of the ones. There's some product scarcity they have they have food they have a bar essentially for sailing it's selling the. The butterbeer which is from the the movie and is a horrible sweetened alcoholic beverage. There's a non-alcoholic version as well they're in the movies there's a there's a magic candy store so they have a magic candy store. And then in so the merchandising and stuff is really good what's interesting about this store is, that you have to get in a virtual line to get in the store so you you scan a QR code on your phone and that reserve your place in line and then you get texted when you're allowed to come back to the store and go into the store and so I showed up at like. 10:30 scan the qr-code and it said that I was 231 first in line to walk into the store. [12:02] I had to wait for about 45 minutes so that's you know two or three Starbucks for me and then I got to go in the store and. In the store are two virtual reality theme park rides, and sadly I have not gotten an opportunity to try either of those you buy tickets for those online separately from entering the store and, the the tickets sold out for the entire window that they're selling tickets for like the first week that the store opens so so it'll be a few months before you you can get a ticket and do one of these virtual reality rides. Scot: [12:39] So you just there's no motion the Motions all VR or there's like a combo your. Jason: [12:44] My so I don't know my understanding is one of them is a is like a sit-in VR so I do think it has motion but it's like. It's not forward motion it's like the jerkiness I don't know what the right word for that is but it moves a few inches in every direction is my. Understanding and you're looking through a VR headset the other experience you're walking and you wear like a backpack and a VR headset and I'm people say it's amazing I'm curious how that works because. From previous VR experiences you know first time people are not super. Comfortable in the VR environment and like people tend to like fall and stumble and do all kinds of things so I'm. I'm not exactly envisioning how this works so I'll be curious to try it one day. Scot: [13:36] Yeah yeah a lot you'll get nauseous from this viewer thinks do so I'll have to wonder how toned down it'll be. Jason: [13:43] Yeah yeah and I wonder what what cleaning protocol issues. Scot: [13:48] What well since it's magic that can just flick the wand and they're good to go did what house did you get sorted into. Jason: [13:55] Yeah so I didn't visit the Sorting Hat I did you know get my picture taken in Hagrid shoes and in the. It's quite a bit taller than me I'm about as wide as him but that's a separate issue, the the I got my picture taken in the phone booth and I got Steven a griffin door, Jersey and some unlimited Flavor jelly beans. Scot: [14:27] Nice very cool Bertie Botts. Jason: [14:31] Yeah exactly. Scot: [14:33] So you left their half drunk off butterbeer and where'd you go. Jason: [14:39] Exactly so then I went to the Meatpacking District which is just a little south of Chelsea. And my main destination there was that there is a new Google Store for the first time so Google has had pop-up stores and temporary stores in the past but this is their first, permanently open store, and it's open in what still is a Google office but was formerly the Google headquarters in in New York and so it just took like the ground floor of that and turned it into a retail experience. Scot: [15:16] So it's all the just mostly the Google what do they call it the Google home or Google Talk stuff. Jason: [15:22] Yeah it's so mobile so all the the Androids and pixels it's Google home so nest and and the. Google version of Alexa which is I think called Google home and then some some. Like miscellaneous stuff like there some gaming products and some things like that. Scot: [15:47] Cool are they still making Nexus phones haven't seen those in a long time. Jason: [15:52] Yes and I don't I don't think Nexus is them their version is called the pixel so the Google pixel is a Google branded Android phone. Scot: [16:01] They went from Nexus to pixel urgent. Jason: [16:03] Yeah and they might have a tablet that still branded Nexus but I'm not super current on the Google Hardware ecosystem, I would I would say I was a little underwhelmed by the store like it's a perfectly reasonably executed store it frankly doesn't feel any different than their pop-up stores it seems like it has a very consistent, um merchandising approach that doesn't feel like they invent anything new there's no digital fact eggs there's no qr-codes there's very limited product information and it feels more like a showroom than a store so like. There's you know one of everything kind of locked down and you have to talk to a person to get help you can't like. Pick up your own products and pay for them and I bought a few things from the store and they struggled to take my money like they. They all have mobile point-of-sale all the sales associates have mobile point-of-sale systems but like. Didn't seem like they mostly knew how to work them and this is a story that's been open for five weeks and none of them were logged into their point-of-sale terminals so they had to like take it out of their belt and go through like a five-minute like authentication process before they could take my money which, kind of tells you that they're not doing a high volume of selling stuff out of the store. Scot: [17:18] Did you try to pay with Apple pay. Jason: [17:20] I did in fact I didn't try I succeed. Scot: [17:23] Whoa really. Jason: [17:24] Yeah the in so I literally like looked at and then I might can I pay with Apple pay and then he like looked at me and said you mean NFC payment sure. [17:39] Yeah so that did work eventually once I found someone that had was logged into their point-of-sale terminal I would say the best part of this store, was that they had several vignettes in separate little rooms that were kind of great retail theater that was kind of telling the story of a particular genre of Google products so like I said down on a couch. In a in a little room that's you know kind of designed to look like a small house. And they teach you about all the Google Home Products so so they have like a projector that projects text down on the coffee table in front of you and they come up with all these scenarios like in the window, you see the silhouette of a UPS delivery driver come up and you hear someone knock on the door and then the table says you know teaches you how to use Google home to look at the front door camera. And so you can see the UPS driver and an approved the package and then, a woman in the background answer of your cooking lunch and the table teaches you how to use Google home to find a recipe to cook and you know the table teaches you how to pick some music to listen to and how to turn up the lights and run a good night routine to get ready for bed stuff like that so it was nice retail theater you know I can only serve one group group at a time and so again it feels like. [19:00] You know exactly what it is the stores you know mostly focus on sort of being a. In education showroom for for these Google Technologies more than like a high-volume retail. Scot: [19:14] Colts after being quote unquote that guy that had to pay with Apple pay at the Goodwill store where where did you go next. Jason: [19:21] I think they were just thrilled I was bad guy that paid for something, but yeah so then to other stores that are kind of kitty corner from the the Google store that I had been to before but like I really only opened just before the pandemic so I wanted to check them out again while I was there. The there's a neighborhood good store so we've talked about neighborhoods this is like one of these um d2c department store Concepts where it's like a shared retail space and Brands rent rent. Space primarily like DDC Challenger Brands rent space inside of this this department store so there's a bunch of vignettes in the store we visited one in Texas I think you were with me. And so this is a the Manhattan one and you know as I've discussed before like this it's reasonably well executed I actually think neighborhood Goods does. The best job amongst the companies that do this but I'm I'm not super bullish on the concept. Because it's the big problem is it's kind of a chaotic hodgepodge of Assortment like there isn't a merchant saying customers are coming to our store to solve problem X and so I'm going to have these products that solve that problem, so it's kind of a. [20:42] You have to go to the store you know willing to be completely surprised by what they have in the store right and it might be beauty products it might be a parallel in might be Beach where you know you couldn't go there with any specific need and have any confidence that, that there was going to be a product that match that need their but I would say. Neighborhood Goods feels a little more curated and a little more focused than with a point of view than some of these others. [21:10] And then I visited the the most important retailer in Manhattan which is the Starbucks Reserve store so, they're this is there's a small Fleet of Starbucks stores that are called the Starbucks Reserve stores they all have working, Coffee Roasters in them and have you buy the premium beings from any Starbucks anywhere in the world that come in the black bags they're getting roasted on premises in the stores, these doors all have like alcohol and unique coffee bars, in a bunch of drinks that you can't get in a regular store and they usually have some like third-party restaurants in the stores and their huge extravagant beautiful architecture. Um stores so the largest coffee shop in the world is a Starbucks Roastery in mine in my city in Chicago the first one of these was in Seattle which is home of Starbucks, the only other one in the u.s. is this Manhattan one in flat iron which is. Um well we execution but I would say nothing that I haven't seen in one of the other. Starbucks reserves and then there now is like a Starbucks Reserve in Shanghai and a Starbucks Reserve most controversial of all in one of the cities in Italy. [22:28] And I say controversially because the Italians like their coffee and don't necessarily appreciate the American coffee brand so it was kind of a bold move on Starbucks part to open this. Ginormous Coffee Emporium in in Italy. Scot: [22:42] Read teach them how real coffee is made. Jason: [22:45] Exactly my favorite feature of the Starbucks Reserve stores is I mentioned they wrote their own beans in the store and then they have these fancy coffee bars. So what they've done is they they have a Willy Wonka style vacuum tube or a series of tubes, so to me it's a metaphor for the internet that runs from the the Roasterie to the coffee bar and so the you literally like if you're there when they're roasting can watch beans. Flow through these tubes straight from where they've been roasted to the bar where they get ground into coffee drinks. Yeah yeah it's very very Willy wonka-esque and again the startx folks do a great job of visual merchandising, this kind of reminds me of the first time I walked into a Nike Town and it was kind of this like. Temple to the Nike brand and they did all these things that back then were not common like they you know design the door handles of the store to be swooshes and all these cool little touches, and in many ways this these Starbucks stores feel like the modern successor to that. Scot: [23:58] I noticed you didn't mention one of our favorite stores beta and that made me think about one of the big buzzes before the pandemic was that Hudson yards event is that right yeah is that what's going on with with those guys. Jason: [24:12] Um well so I don't have super first-hand information Hudson yard is still open a giant floor of Hudson yard was a Neiman Marcus the fanciest Neiman Marcus and that is out of business. Um I don't think they have another tenant for that yet but I didn't go to Hudson yard and this visit it's actually in this area so it would have been. [24:34] Possible to walk too but I just didn't have time and that Hudson yard does have a beta. You know I think beta struggled a little bit in the pandemic they kind of were optimized to be pandemic unfriendly like most of their stores are in malls like heads in yard that had. Significant decline in trout in traffic, and they're kind of the opposite of Essentials right like so there they have a very curated point of view their Consumer Electronic gadgets but again you wouldn't go there because you need a Bluetooth headset like you'd go there to find some new. [25:10] New Gadget that you didn't know existed that you wanted and I think that kind of shopping you know was particularly impacted by the pandemic like you tended only go to the store when you really needed something so, um you know I think some of the founders of beta including bib who's been on our show I think at least once, we're kind of public during the pandemic about some of the the challenges they were having trying to take care of their employees and you know stay open and generate Revenue, and I would say you know one thing that I've been a little critical of beta I think they do a bunch of things very well they've always been slow to embrace omni-channel in the web so they really focus on the in-store experience and I've been kind of critical that they don't have a, equivalent online experience and I have a feeling that that that deficiency probably you know was extra painful during the pandemic so hopefully they're starting to recover now. Scot: [26:05] Yeah yeah hope they make it too because this one of my favorite favorite gadgety places to go. Jason: [26:09] Yeah I have to be honest because I also I didn't even mention it because they're so boring but I bounced into the Flatiron Apple Store, and it like it dawned on me how fun I used to think it was to walk into a text or or a computer store or even a Best Buy because you would always discover something you didn't know existed that you wanted. And that doesn't happen anymore like there's there's very few sores that surprise and Delight you with their product assortment like you know because of the. The you know all the digital pre-shopping like you're way more likely to know about all the cool products from from the web before ever before you'd ever you know stumbled across it in the store and in the case of Apple. There you know rationalizing their inventory to exclusively Apple products so they just have less interesting accessories and you know lesser-known things than they've ever had before. Scot: [27:06] That sounds like a busy day you're missed. Jason: [27:10] Yeah yeah I'm a little tired and then of course I had to spend about eight hours deep diving into the Amazon earnings. Scot: [27:17] Yeah that's a good set of well thanks for doing those trip reports for so no enjoy hearing hearing your exploits as you're out there and hopefully you can keep exploring this Delta variant won't shut you down so let's jump into the Amazon quarter. [27:45] So Amazon released calendar Q2 results and I'd say it was the toughest Amazon quarter and quite a while so, you know the headline here is in Wall Street vernacular companies put out their own projections and then Wall Street Khan does their own math and which is called consensus a lot of times based on the history of how the company does Wall Street will either go above kind of what the company says or below it or whatnot and I would qualify and when you when you exceed wall Street's expectations that's called a beat and then when you then Wall Street always looking out it's a what have you done for me lately or in the future coming so then they're always thinking about you know what's going on in Q3 and they already have consensus for that so you either beat or miss the current quarter and then raise neutral or lower than forward quarter or the years Viewpoint and this is this is kind of the the worst scenario here is it was a myth so they missed wall Street's Revenue expectations and then they lowered Revenue expectations going forward so so that's no good and we'll dig into what happened there and then the Silver Lining here though is the in this part is really isolated to the on What's called the segment called online store which is effectively the e-commerce part of the business which was Amazon obviously is pretty big and important. [29:13] But they actually exceeded expectations on the high margin parts of the business that everyone really values even more than when you see the sum of the parts kind of things so things like the advertising piece we talked about AWS and some of the other the third party Marketplace they actually exceeded expectations on those side so if there's a silver lining it's that they kind of you know the e-commerce year-over-year comparisons were really tough and we'll go into why but then the other non e-commerce parts of the business did really well also as a reminder this is the first quarter where Jeff Jesse is taking over to the new CEOs taking over so the timing. [29:56] Yeah sorry yes I do Andy Andy Jesse is taking her so, you know the timing is tough for him because he gets to kind of reside over you know what feels like a long time since the company has missed a quarter but in a way, you know it's a chance it's kind of what a lot of Wall Street people are also called kitchen sink quarter so you kind of like if you're going to have a little bit of a rough quarter you might as well sweep everything into this quarter lower expectations and that resets the bar hopefully so that you can then start to get back to exceeding that those expectations so a lot of folks were kind of saying yeah. Projection didn't felt pretty aggressively low compared to the quarter so a lot of people were kind of framing it as maybe that's what's going on there. Jason: [30:44] Yeah it's interesting I listen to the the webcast. Where you know reporters and analysts get to call in and ask questions and you know one of the questions was kind of critical asking like what they what they missed in terms of pandemic trends that that adversely affected in this quarter and and I don't remember who the Amazon employee was that answered but he's like we've been pretty consistently bad at predicting the impact of the pandemic he's like you know in the in the good quarters we wildly underestimated what would happen and you know this quarter we over it we underestimated the the counter Trends and so you know he's like. At least we've been consistent in being being wrong. Scot: [31:33] Yeah it is hard to predict even now you know it's hard to predict what the second half of this year is going to look like right you can you know the data the immediate data is telling you everything is like on fire in but then you know this Delta variant you know there's always talk so shutdowns and stuff again so the cone of uncertainty is quite large right now for everybody. Jason: [31:55] Yeah and go ahead I was just going to say I had I almost wonder if. Amazon like is taking a little extra hit for being one of the earlier Q2 earnings calls. Because I feel like everyone is going to have a kitchen sink quarter it's going to be super complicated and they're going to be ups and downs. You know for a for a lot of retailers and I think you know the analysts are kind of learning about the factors through these first couple earnings calls but you know the, the Amazon quarter may not look as bad you know once once we get through the whole learning seen each season and see how everyone shook out. Scot: [32:35] Yeah I think what we'll do is we'll kind of track this through the next couple weeks and and maybe it actually won't look bad in hindsight but kind of been one of the first ones to report the only one that I saw that came out earlier was Shopify and they had a pretty rip-roarin quarter they exceeded that was a beat and exceed so so you know it's kind of kind of weird of the mix of what's going on here and, I can't hundred percent parse out like why would Shopify do better than Amazon and you know why would smbs do better than big old Amazon so maybe maybe it's just a comp thing you ever your butt will dig into that for listeners. Jason: [33:15] Sad no my hypothesis on Shopify would be that the pandemic taught a lot of small businesses that they needed a website and, ideally if they were in one of these categories where they were Outsourcing digital to Door – or instacart or you know my web grocer or someone else, that they started thinking about needing their own website and if they were you know mainly selling through marketplaces and then you know Amazon throttled FBA, like they suddenly realized they needed their own direct sales and so I do think. There are a bunch of the pandemic trends that would particularly cause small business this is to invest in their own website for the first time and so that that could have could mean that a bunch of, customers on boarded onto Shopify which kind of helped Goose their number. Scot: [34:08] Yeah they don't break out new net new. Jason: [34:11] No no I wish they did because that again like they had a huge GMB growth but the problem is we never know if that's because the stores that have been using Shopify for a while doubled in size or because they doubled the amount of stores they host. Scot: [34:25] Let's dig into the Amazon numbers to kind of give the context is kind of one of the early results here and then then we'll follow up with some more details so overall sales increased 24% taking out the effect of currency and variations for the quarter 213 billion for the second quarter that is the slowest growth since 2019 and that's when I stopped looking back so you know Amazon's been growing much much faster than 24% for quite a while here so this was a very slow quarter which is kind of funny because pre-pandemic e-commerce is growing 15% so so it's all relative I guess but slow for Amazon. [35:08] Actually above Baseline for normal e-commerce I would say this cause them to miss the consensus so the number they came out with his 113 consensus was 115 and change and then Amazon they did kind of come within their own guidance but at kind of the midpoint and whereas for the last six plus quarters they've come in at the higher beat their own guidance and then another thing you know if as you think about these moving parts Q 221 had prime day and last year it was in Q4 of 20 so we should have had the benefit of prime day but then you know obviously, Q 220 covid-19 at its peak in Amazon was was going to be benefiting from that Surge and all the PPE stuff they were pushing out and Essentials and all that and then obviously we don't have that this year so lots of moving Parts going on and then Amazon does peel the onion a little bit with the segments and want you walk us through that. Jason: [36:13] Yeah happy to so the big segments that the Amazon discloses are North America international and AWS, so North America in Q2 of, 20/20 had grown 43 percent. Tends to be growing a little slower than International it's the biggest piece of the business I want to say it so I 62 percent of the business, and so this this Q2 it only grew by 22 percent so the rate of growth substantially slowed down. Um The you know a couple of the things we try to zero in on in that are the online sales and the brick-and-mortar sales so the online stores grew by 13 percent which again is, the slowest rate of growth for North America online stores in at Amazon that I can find in history. [37:19] So so that that's a pretty significant deceleration and you know pre-pandemic we used to talk about e-commerce growing about 12% a year, and Amazon was typically their store their online store sales North American Sales were growing in though I Thirty to forty percent a year so, um it we won't know yet the Department of Commerce data on e-commerce won't come out for Q2 until August, but it's very possible that this will be the first time in a very long time that Amazon's growth in e-commerce was slower than the industry average I'm going to go out on a limb and guess that that's not going to be true. The industry average is going to slow down as well but like you know they're those numbers are flirting with each other and usually Amazon as well above the the industry average. [38:10] Um and then also interesting and quite complicated is physical stores So Physical stores had a rebound they were up 10% Q2 of this year versus Q2 of last year, and you know. Previous quarters had been going down quite a bit so Q2 of last year was down 13 percent from the previous year so. [38:35] The the thing then think about here is physical stores that Amazon mostly means Whole Foods so that they have about 15 on Hall food stores or maybe 70 now, but most of the revenue is Whole Food stores and there's a quirk where when someone buys an online delivery order from Whole Foods. Amazon online sales gets the credit instead of Whole Foods so so for a long time the stores their number has been declining and and the hypothesis has been that's because. [39:10] More people are learning how to shop online and that makes the, the people that are buying from the cash registers at Whole Foods look smaller and so this was the first quarter in a long time that Whole Foods had a net growth, which is interesting because that's grocery is not necessarily one of the categories that you would you know. Grocery had a huge quarter during the pandemic and so you would you would expect not to see real Healthy Growth in grocery stores this year comping against the pandemic quarter from last year so, I found that interesting so then the next category is international it was a little more, robust versus usual it was up 26%. Which I guess I misspoke because that's that's actually a lot slower than usual. [40:09] So so that also was kind of a downer and then AWS, um what what Drew quite robust so it was up 37 percent versus for example being up 29% the same quarter last year. So so the rate of growth of AWS accelerated and you know the funny thing is how this plays out because of these diverse businesses Amazon has and the fact that, you know a WS and some of the other businesses are so margin favorable when, you know retail is the biggest piece of their gross sales so so when retailgeek us down there grow sales go down but their profitability goes up basically. And conversely if retail has a gang Buster quarter likely is going to have a negative impact on their on their margins so. So you know there's always happy and unhappy news and in a company as complex's Amazon these days. Scot: [41:07] Yeah the International Center success scanning the results on a psycho 36 percent that's good but then it was like X FX was 26 percent so 10 points you know which is a pretty material chunk of that growth was due to currency so that was interesting the dollar must have been strong a year ago and then quite weak now to have moved ten percent against the basket of currencies they're measuring against. Jason: [41:32] Yeah in the press conference the CFO called out that this is like one of the, most complicated highest fluctuations of the international currencies and so he was he you know he was trying to exclusively talk about, the the normalized numbers because he's like you know this was a very unusual quarter from the currency standpoint. Scot: [41:53] Yes I've done this having operated. On the international side it's super frustrating because you're like oh man we had a great quarter and then you get the results of the taking out the currency then like knocks like half of the work in there and you're kind of like that's not fair I'd have no control over that but it is what it is. Jason: [42:12] Indeed and it is part of the cost of doing business on that scale unfortunately so a couple of things kind of Sub sub numbers within those numbers that were interesting. You know increasingly Amazon makes a lot of money selling services to the third-party Sellers and so the 3rd party seller Services number grew quite robustly that group 34 percent, that's a nice high margin business and I think the third-party Sellers as a percentage of total sales hit a new high mark, 422 they were 56 percent of all sales so I that's the highest number I remember because I want to say was 54% last quarter which was at the time the highest number. Scot: [42:57] Yeah that's interesting it's been for longest time it was just a fifty percent for years and years and then it seems to be on a bit of a take off right now just which is interesting I wonder if it's. Conspiracy theorists would say hmm I wonder if this is a way of further insulating themselves from scrutiny from from any Trust. Jason: [43:18] Yeah and then when number that I was curious to get your take on so subscription Services were up for 28%. And the thing that's interesting to me about that is I have always assumed that the bulk of subscription Services is prime. Um and I actually think there's some data points from outside of the earnings call that point to the. The growth rate of Prime members slowing substantially for Amazon so I think you know there were a bunch of forecast that that, you know they may have only added to % Nu Prime members on Prime Day last year which. You know the there over half of all the households in America are prime numbers so they're kind of is the law of large numbers kicking in here but you know they used to get. Very robust double-digit growth in Prime members just from Prime day and it felt like those things are slowing down so I was surprised to see subscription services so high do you have a. A take on why that might have been. Scot: [44:19] Yeah so let's see so we had to Prime days in the last under a year so we had October and then June, most people would be in there free window isn't there free window of prime still we get 30 days free. Yes I don't think June would have really moved the number so it must be residual from. Q4 now that does show up they'll kind of start in q1 I don't know that that's interesting I do I have read reports that there you know some of the international Prime was kind of slow to take off and they've tweaked the offerings in some of the countries like the UK has been popular but other parts of Europe like maybe Italy and Spain has been a little sluggish and then I think they've tweaked the offering and then India I think they've been doing a big push there if I recall so so maybe again it's kind of it'll break unfortunately don't break down that that piece by North American International like the other pieces we can kind of see my bet would be us as slow and maybe a lot of it came from. Jason: [45:24] No that's a great point I wasn't I wasn't thinking about that but you're probably exactly right in a reminder for listeners the prime offering in a lot of other countries is, significantly different than the North American offering the North American offerings the most robust so there's a lot of things, that you get in that North American offering that they're they you know they're not doing same-day delivery and every Market they're not doing Prime Video in all 22 markets where they offer Prime so. It said that the the offering is more compelling some places than others. [45:56] Um and then the most important number of all Scott you know the number I always focus on is the super descriptive other Revenue, and so as a reminder other Revenue we think in Amazon's case is mostly their advertising Revenue in this this has been a rapidly growing number of for them every quarter and it was rapidly growing again, it had 83 percent growth to you know just under eight billion dollars for the quarter I did some quick math and I think my math ended up being slightly different than you so I wonder if I did. Not trying to see adjusted and you did currency adjusted or something like that, but I think the Run rate at the last four quarters for other is now 28 billion. So that they are they are like the clear number three advertising Network in the US and they are they're rapidly gaining on Google and Facebook. Scot: [46:56] I think the trailing 12 would be that number and then I think the Run rate would be about eight times four which would be 32 would be the run right yeah. Jason: [47:05] Fair enough yes yeah although I don't think that's completely even so yeah. Scot: [47:10] Yeah that assumes that they're going to at least do that as well as they did this quarter 24 now this this is one of the things that would have had a in the quarter bump from Prime day yeah and I I heard anecdotally you probably have a better kind of quantitative data on this that this Prime day people get like really Knives Out fighting for customers and spinning out a ton on ad dollars as did you hear, some similar stuff. Jason: [47:36] Yeah and I think like every other advertising platform out of the world in the world like that Amazon is getting better and better about optimizing, the pricing for Prime which means that it is less profitable for the advertisers right because they're getting as much as they possibly can so the kind of the the return on ad spend is going down as the revenue to Amazon is is going up, um and increasingly like there is no visibility for your deals on Prime day like unless you support them with ads. So in the same way like no one's going to see your organic content on Facebook if you don't buy an ad you know nobody is going to see your product listings on on Amazon without add support. Scot: [48:26] Yep pretty amazing how fast they made that go from a hey if you want a little bit extra traffic do this now it's like hey if you want to sell anything you better run some ads. Jason: [48:36] Yeah it's the bane of my existence because every retailer is trying to recreate that you know on a smaller scale and. It creates all kinds of complications as a brand it's really hard right now because you're getting extorted for retail advertising dollars from all these retailers there are many cases don't have the reach to justify the money they're asking for but in some cases you can't say no because they're your wholesale partner is going to kick you out of the store if you don't give him the money so it's interesting. Scot: [49:06] Of course those were the segments and then so I would say well she was kind of looking at that like kind of a mixed bag you know we wish they had at least meet expectations there but it's nice that the high-margin things kind of beat our expectations and then the guidance came out and that's kind of like where it was like a this is this does not look good so what happened here is a guided to 106 to a hundred and twelve billion so at the midpoint it's 109 that is 13 percent year-over-year growth consensus was at 119 so they're off by kind of 10 billion there they, lowered the expectation by 10 billion and then during the Q2 results we didn't go into it in super detail but the they missed the Top Line because those high margin businesses exceeded the overall profitability of the business was decent right so it wasn't wasn't terrible. [49:58] But here they've now lowered the bottom line to pretty considerably below expectations and then that brings down the whole year so you know I looked after hours the stock was down 8% I think it'll be a little bit of a bloodbath tomorrow as everyone kind of like real lions towards you know this well what is it is a 13% grower I don't think anyone had modeled out 13 percent growth for Amazon this year so so that will be a little bit of a blood bath and a resetting them expectations which I think again if I'm the new CEO this is might as well go ahead and do it now and and then hopefully he can kind of like use that Foundation to start beating exceeding expectations but that was that was kind of the ugliest part I think that really kind of you know everyone's kind of mix quarter you know hopefully the guidance will be kind of you know not really impacted and it was kind of like a little bit of a shock at the end there about how low they did Diamond Stone. Jason: [50:58] Yeah yeah and again Amazon was one of the very first retailers to report their Q2 numbers and so I think it is going to be super interesting to follow the rest of the earnings. And see where the rest of retail lands. You know and whether they're adjusting their guidance for the end of the year because pretty good point that this fear of uncertainty is huge. And you know nobody knows like are we going to be back in the pandemic behaviors in Q3 and Q4 as variance get worse are, you know is they're going to be spending their money on weddings and vacations that you know had been deferred and instead of in retail like how does the. The you know tweaks in government stimulus and the childcare credits and all those things impact spending like there's just so many factors. It's really complicated and it's going to be interesting to see how those all net out for the Walmarts and targets and Best Buys of the world. Scot: [51:55] Yeah and you know for listeners we're going to this is kind of one one data point and we're going to keep track of other retailers as they report and kind of sort through it for you so we can figure out what's going on in the data and you know here in retail Land by the time July rolls around and we had in August we're all thinking about the fourth quarter so what we're trying to do is parse these tea leaves and see if we can help you think through any strategies for the fourth quarter so that's going to be where we'll start to lay down some content here in the next several episodes. Jason: [52:26] Yeah now a number of listeners asked me to ask you like because Amazon had such a soft quarter it's presumably going to affect the stock is that going to slow down your plans to buy a ticket on Virgin Galactic at all or. Scot: [52:39] I have no desire to go to space so I'm more than happy to watch the billionaires do their thing and you know and I'm glad they're not spending my tax dollars so I'm all good with what they're up to. Jason: [52:53] Fair enough I think the listeners will be thrilled to know that you're staying safe. Scot: [52:58] Doing my best. Jason: [53:01] Awesome well I think that wraps up this this quick take on Amazon earnings as always if this was valuable to you we sure would appreciate that five star review on iTunes. Scot: [53:16] Thanks everyone for joining us and… Jason: [53:19] Until next time happy Commercing.

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