The #1 Secret to B2B Growth on LinkedIn

Big brands are still running marketing departments based on a book that was written in 1991 called How Brands Groud. They will run banner ads on websites, television commercials, billboards in places where everyone's on their phone, and they'll say, "We reached this many people." The reality is, you could potentially reach this many people, and you reached none of them. So I think the disease that's destroying Fortune 5,000 land is potential reach versus actualized reach. It's why I'm so obsessed with social. I care about attention, and attention happens to be at scale in social right now. When you hear the phrase "branding" that bites, what does that mean to you? This is the GaryVee audio experience. When I hear that, it sounds like someone wanted to use the word "bites" to mean, you know, "works" or "hits" or whatever word you want to put in there. But at the end of the day, what I think, you know, Allison so massfully did, and other companies that have done it, there's so many people in the business world that are so obsessed with understanding how every single penny returns a dollar, right, or a nickel or a dime. And for me, when I hear that sentence, I'm so passionate about branding and marketing because I know it's more effective than sales. And sales is so important. So many of you, I myself am proud salesman. I love selling things. In fact, probably the thing I'm most passionate about right now is live social shit selling, right, the QVCification of social media with what not in TikTok shop. But when I hear that, it sounds to be like someone understood the assignment. You know, at the end of the day, we all want people to come to us and buy what we want to sell. We don't want to go to them and not go to the door and ask them to buy it. And I think that sales and marketing/branding are the two functions. And I think that the marketing branding is harder because it's gray, it's art. You don't see it show up right away. There's a level of trust that has to come along with it. And look, I'm sure all three of us are going to test this. There's to the credit of people that struggle with loving branding and marketing. They sit on validity. You know, I spend a lot of my time in Madison Avenue. And 95% of marketing campaigns are very expensive failures. And that's a very, and by the way, I'm being kind this morning. You know, I truly believe that 95% is being kind. And so there's a reason people struggle with it. As private equity starts to buy up a lot of things. You know, those are finance guys and gals. They struggle with it. They view it as a cost. You know, not a value prop. But for me, you know, branding the bytes excites me. Awesome. Awesome. And Allison, you started your brand literally in your kitchen sink. And now you have national distribution and you have billions of dollars. Yes. Yes. When did you first realize that Poppy's brand was just as important as the product itself? So we're lucky that we were mother beverage before because let me just tell you that brand was shit you guys. And I know that I can say that our shark told us that, but we did have a great product. So it does start with the product, but you have to have both. You have to have product and brand. And I'm so blessed that we realized that really early on. So after getting a deal on Shark Tank, we took nine months off and did a brand exercise. And yes, I said nine months. Because a lot of people think building a brand is just something that you're like, okay, I know my mission, I know my values, I know my consumer. Let's go. There's so much more that goes into that from brand guidelines to understanding what, where you show up, how you show up. I mean, we have a brand book that's like 180 pages long. It's kind of crazy. So for us, we went through a big exercise of what is Poppy? We're so to for the next generation. What do we do? We give people the freedom to love soda again at its best. I love saying as an adult, I've given you the freedom to enjoy grape soda. And that's just really powerful. It's nostalgic. So you want to move really the thinking of what a brand is. You move it from the head to the heart. You want to emotionally connect with your consumer. And so a lot of the work that we did is we want to call ourselves a soda. So it's obvious we're in a 12 ounce can, not a bottle. Where Mother Beverage was in a bottle before. We want to scream soda. Soda tastes good. At the end of the day, people drink soda because it tastes good. What looks juicier than colorful, bright cans with like glistening in ice, right? That's juicy. That's like soda. Not a white can with clean girl aesthetic. You want to let, like we knew all this going into it. So when we launched Poppy, in March of 2020, literally the first week of COVID, we knew we were soda. Now nobody else believed we were soda. Right? That was a big thing. And the retailers, they didn't know where to put us. They thought we were sparkly water, we were a sister to kombucha. They didn't have anywhere that they knew kind of where to put us. So but we knew. And I feel like if you kind of stick quarter your values, right? Think of Nike, just do it. They don't talk about their sneakers. It's an emotional way that they connect with their consumer. And so we just led with the brand first, take the time, invest in it, build the brand. But you also have to have a fantastic product as well. Amazing. That's amazing. I'm sorry. I'm sorry. But it's such an important point. Probably my favorite thing to do at VaynerMedia, our marketing, brand, and agency, is when we actually tell clients that we would like to not work with them, which is very unusual in the agency landscape. And it always comes from a good place of really talking about product. I think we're very proud of what we do. If you're in this audience right now and you feel good about your marketing skills, I think one of the great mistakes that small businesses make is they may be so good at marketing. They have that salesmanship. They have that marketing. But their product sucks. You know, and I think, you know, all that good marketing does against a bad product is speeding up everyone knowing that your product sucks. Awesome. Instead, it's so true. Don't fire me. Branding is one piece of the equation. And marketing is the other piece. And I remember, you may now remember about a year ago. What's it a year ago? You sent me your new book. All the marketers were on our way to Khan, the Creativity Festival, and I read it on the plane front back. And when I got back home, I asked my entire team to have that as a part of their book club reading. Because marketing has changed so much over the last 10 years, five years, one year. Yeah. And you often talk about attention being the number one currency. 100%. How do small business owners decide when to show up and how do they break through the noise, break through that noise in order to really plant the seed of attention? I think, you know, when to show up is as often as you possibly can afford. Like, why would you not? I am aware of what's happening with SMBs and how much they post on LinkedIn. I am looking for 70% of this room to post one to two to three videos a day on LinkedIn. A day. That is like back shit crazy to most of you as you hear that coming out of my mind. Many of you have never posted once for your business on LinkedIn. Ever. And I am asking you, bless you. And I'm asking you right now to post one to three times a day. Let me explain to you why I'm asking you to do that. I stand here before you today with all the accomplishments, all the business things, my current business is a B2B business, my agency. We have gone from zero to $400 million in revenue in 13 years. And when you unpack why, a stunning percentage of why is because of the content that I've put out on Facebook, Twitter, Instagram, Snapchat, TikTok, LinkedIn, YouTube, YouTube shorts podcast. My friends, the way the world actually works, why people believe in their politics, why people believe in their religions, why people believe in their ideologies is only grounded in one phenomenon. It's called communication. Words, audio, written, and video. Words. Words. We are living in one of the greatest eras of opportunity for small businesses in the history of the business world. For many here who have been in business for a long time, as you know, we have to pay for advertising. If you want to buy a billboard or a full-page ad in the magazine in your industry or buy a booth at a conference or do Google AdWords, you have to pay. I don't know if you've heard, but social media is free. It is free. Of course, you can spend money running ads on it, but it is free. You can post a video right now on LinkedIn and LinkedIn does not charge you. Also, the way that marketing on social media now works is not the way that I built myself up. In 2006 to 2018, in that 12-year period, social media marketing was like email marketing. You had to get people to follow you first. And then, when you posted, they saw it. The advice that I just gave about posting one to three times a day on LinkedIn, especially if you've never posted before, was not good advice four years ago. Because you had no followers, and when you would post, you would have nobody seeing it. And you would do it for a month, and then you would send an email to one of your friends and say, "That Gary Vee guy is an idiot." Today, if somebody listens to me in this audience, somebody in this room in three weeks on their tenth day of doing this will get their biggest lead for their business by posting organically on LinkedIn. And instead, they're going to text their friend and say, "That guy Gary Vee is a genius." To remind some of you, or if you don't know, really, I learned my craft working in my dad's liquor store. It was a local one-store liquor store in Springfield, New Jersey. And I built that business from a $3.8 million to a $60 million business in a very short window, which is nice and a nice number and a big accomplishment. But as I've gotten older, it's even more profound to me because I did that without raising any capital. And my father was so immigrant, we didn't have a credit line. And the business did $3.8 million on 10% gross profit. $380,000 before expenses. And in a 6/7 year window, I built that business so quickly. And I was able to ask myself, what from that point in 1998 to today was I doing? And I was day trading attention at the time. There was a lot of youngsters in here having a website for a liquor store. It was like, what are you talking about? It'd be like, if I showed up on stage right now with an AI robot and we were just chilling up here. It was very advanced. And then email marketing was advanced. And then the big one at the time was Google. I bought Google AdWords when nobody else was doing that. And then it was YouTube and then it was social media. And right now it's live shopping or it's working content to show up on LLMs to be the first results when you're in chat GPT for what, why should I buy or who's a good entrepreneur or whatever it might be. Everybody here needs to do underpriced things. I learned how to market with no money, which is the greatest way to learn. Because we know big budgets, you know, you didn't have as many dollars, things were scrappier. Now in a PepsiCo world, they'll spend more money on a production day to promote this than you hit get in your whole year. So for everyone here, this is why I'm completely obsessed. How many people here know my content or follow me a little bit, just give me your hands. Thank you. Raise your hands, you know I'm screaming on a daily basis in a hundred different ways saying the same shit, which is unlimited social media content, organic, it's free. It's free. The fact that every person in this room is literally one post away from things being different. Now one post away sounds nice on paper. It's hard. How do you break through? That's why I wrote a 300 page book on it. It's details. Today, the second, the thumbnail, the first three seconds, how you keep people's attention at the 10 second mark on a 40 second video, the copy you support it with. Do you do a real or a carousel? Are you an Instagram TikTok, Snapchat, Spotlight? Because no one's going there. You two shorts, Facebook, you know Twitter. It's a complicated framework, but for every face that I'm looking at right now, it is worth the 25 hours of deep education to get good at it because it is the lowest cost, highest upside to build your business. How many people by show of hands in their business have tried to do social media and it is not work for them. Raise your hands. Can you stand up if you're one of these people, it's good blood circulation works, don't lie, don't be lazy. I just want to see who's tried it and it's not worked. This is a very important moment in this talk. I appreciate that. Let me explain to everybody. Keep standing. Sir, back up. Thank you. This is very important. These individuals have tried it and it has not worked. Many of them have decided that means social media does not work. What I need everybody to understand is that's not true. What it means is the people that are standing just suck. You can all sit down. This is a very important thing. There are, I don't think it's lost on anyone whether they were sitting or standing. There are many people who have gone from zero to millionaires in a matter of months on social media. I would love to be a professional footballer or MBA player or a professional athlete. I just am not talented enough to do it. The people that stood up have not found the way to be good at it yet. This is incredibly important. We just decide, especially in business world, well I tried it, it doesn't work. No, no, you don't work at it. The ROI of a piano for me has been zero dollars. The ROI of a piano for Elton John has been billions. Social works, it is unequivocally guaranteed. I sit on B2B SaaS companies, on service companies. I see it every day. I have watched people that sell service and their time and service as software as a service. I have watched dozens in the last 12 months, double triple and quadruple revenue by going all in on making content on LinkedIn. 70% of this audience is capable of that outcome. The problem is they have to get good at it. When I look at the slides that I have up here and I look at all those books that were written, all they are doing, all of my best selling books, all they have ever done is talk about what social media is doing now. What worked on social media six weeks ago is different than what works now. But I need everybody to hear me on this. It's free. It's free. It's fucking free. But do you understand? Think about how many people here are B2B companies that are fully reliant on their sales force and their sales people and don't like that feeling being at the mercy of their sales people. How do you get around that? You build brand and the customers come to you. This is an incredibly important moment because I'm going to explain why. The only thing is it up there. The purple book up there is called Day Trading Attention. That is ultimately my thesis. All of my wealth creation, all of my success, all of my professional happiness is grounded in that thesis. I day trade attention. If I had the honor of being at this conference in 2000, I would be talking to you today about Google AdWords and email marketing. As in April 2000, that was the underpriced attention. That's where people were, but not everybody figured it out. How many people here are absolutely annihilating it, unlinked in and getting unlimited amounts of growth in their business because of it? Raise your hand. One, two, three, four, five. Seven thousand in a room that has 70% B2B companies. That is the opportunity. And so what we're living through right this minute is one of the great opportunities in business history for B2B and B2C. TikTok is insanity. You want to know why people are addicted to it? B2C people? One more time. You sell to consumers. I mean, as passionate as I just was for the B2B crowd because LinkedIn is a movie right now. It is remarkable. LinkedIn is acting like Facebook 2012 right now. There's a ton of attention on it and there's few people actually crushing it. But for the B2C people in here, TikTok is insanity. One post. Link there. You need multiple posts over time and you build momentum, as you guys know, momentum, right? You could have a post that leads to, you know, what's great about B2B is one new client can make the whole thing worth it. But LinkedIn is more like proper working out, you know, like discipline, eating right, TikTok is steroids. For the B2C crowd in here, the insanity that is TikTok is insane. One post, one. I've watched countless T-shirt companies, fucking vitamin drinks, like supplements, deodorants, sneakers, like you name it. I have seen unlimited businesses. In the last year, have one single post, double, triple, and quadruple their business. This is a game of volume. This is a game of test and learn. This is a game of not being discouraged when 93 posts in a row do nothing. This is a game of listening to the comments. This is a game of understanding. I mean, I don't think it's up here. Nope, I'm gonna give you a URL. I put out date trading attention, my book that talks about this in detail is 20 pounds, whatever it is. I don't even need you to buy it. I'm so desperate for people to do this. I put out a 44 page deck for free on the internet. And by the way, actual free. When you go to it, good news. There's no like, it's free, but then you give me your number and I only show you four slides and then I want 800 bucks. It's fully free. Pure brand, pure karma. It's Garyve.com/attention. - You know, as we think about entrepreneurial brands and the big guys that do the same exact thing, the playbook is exactly the same. You have a budget plan, a certain amount against things that you know will happen, that are static, that hit retail windows. The other 20% opportunistic to really take advantage of what's happening in culture. And so Gary, as you have seen so many brands, big brands, a little brands, and you work with all different types with your agency, what do you think the big brands are doing wrong? - Everything. - Okay. - Okay. All right, tell us. - Big brands are still running marketing departments based on a book that was written in 1991 called How Brands Grow. That book was written in 1991. Now, a lot of CMOs and big brands don't realize they're running it. They just have bought into the philosophy. Ironically, or maybe not ironically, the philosophy is incredibly sound, right? The problem is it was written in 1991, and could factor in the fragmentation of the media landscape. It was written based on the principles of having television be the disproportionate, most important medium, and still living in a world where television commercials could penetrate culture. They were now in a world where the only television commercials that have a prayer of being ROI positive are super bowl commercials. The problem there is it's such a financial risk. You know, it's incredibly high risk, high reward, but still worth it. All of us, when I said that, everyone's again, I mean, we literally watch for the commercials not even the games sometimes, depending on your fandom. I definitely don't watch the game anymore. I'm a jet span. I'm super pissed this morning. (audience laughs) So, Big Brands also make a very critical mistake right now that I think entrepreneurs, we rely on common sense, a lot more, 'cause we have to. So for example, in Big Brand Land, one of the things that they're obsessed with is reach and frequency. We gotta reach you all a lot of times. The problem is they assume the reach was garnered, so they will run, banner hasn't websites, television commercials, billboards in places where everyone's on their phone, and they'll say, we reached this many people. The reality is you could potentially reach this many people and you reached none of them. So I think the disease that's destroying Fortune 5000 land is potential reach versus actualized reach. And let me be very clear here with a lot of you. I could give a shit about social media. I care about attention and attention happens to be at scale in social right now. But when Zuss is done with his master plan with the glasses and the phone that this gentleman just dropped and I watched him pick it up, (audience laughs) that is our remote control of our lives right now. We all know it. We're all trying to figure out how to be on it unless it's that powerful. This is about to go away. This, you know, for the OGs in the room, this is about to be the beaper. (audience laughs) Like you're gonna buy this thing in 20 years on eBay as like a nostalgic reminder. And for the parents in the room that are so stupid about their kids being on the iPad or the phone too much, this is gonna be child's play to the world we're about to go into. AI, AR, VR, robots. Like, what do you think technology just stops because you're living right now? So I think the big mistake we're making is not taking advantage of where the attention actually is and then finally, and I'm sure you went through this and I'm sure this is something that you spend a lot of time thinking about. This is her. Now there's gonna be custodians of this brand and they're gonna make subjective calls on what's on brand, what is it mean? And they're going to be subjective calls of one or two or three people. The other biggest issue in Fortune 500 land is subjective opinions make trillion dollar decisions. There is an incredible lack of humility in big brand marketing. It is based on politics and audacity and subjective opinions. It is wild. And then we guess and spend all our money amplifying it from the top when we have this new world where you can do social at scale. Do you have any different ideas all of us have of what this brand could talk about? Now that's tough because to, you know, Alison's point earlier, when you wanna be on brand, when you're trying to do relevant thing for everybody in the audience, there's a lot of different people here. You could start to be off brand by people's opinions. My issue is that I'd rather be relevant to as many different people as possible because relevance leads to consideration and consideration leads to buying stuff. So I'd rather in this room, if I was selling this, really know you one by one and get you to buy this based on what you fuck with. >> Yeah, I do. >> Which is gonna be different for everybody in this room. And so I think they're losing on relevance at scale and I think they're getting destroyed on potential reach versus actualized reach. And that's where our work has been in trying to change that playbook. >> That's amazing. So Alison. [APPLAUSE] >> In a very crowded category that you compete in, how do you get the balance right of reaching and scaling to new audiences and staying true to who people have known this brand to be and maintaining the core of your relevance? How do you get that balance right? How do you think about that as you are now entering a whole new frontier of growth? >> You know, to this point, Poppy is me and going into the Pepsi system to your point. They're like, can you just write everything down? And we'll follow a book to your point. It is a little bit hard, but I did sell my company, so I do have to do that. And they, good luck. But I will say, for me, it's interesting with just the way that you kind of like look at that. But look, I struggle with men in gaming and sports with Poppy. We are a female company. It's core to who our audience is. We do know that once you get to a scale, you do have to open your audience and get more people in the fold. This is the only way that you can scale a business and be successful. So that was a topic of conversation that we had for almost three years. >> Exactly. >> Poppy girlies, right? The college girlies, the moms, the genzineels is what we call it. Was just the core of our community. So we're like, okay, how do we get men into the fold? So we did the Lakers partnership. We did Inner Miami. We started working with Fortnite streamers. But what we did really well is we did all that. But probably you guys maybe know about the Lakers and Inner Miami. But we don't put any of those things on our social feed. So we are working with gamers. We're working with YouTubers. We are working with sports athletes. We're doing all these things. But they actually never come into our social ecosystem. Because then the people that are our core community, they still know us as the Poppy girlies and the core to it. It's so fun and all the trend and the cultural things. But we are talking to the men, right? And so I think a lot of people get confused. And it's almost very jarring. to all of a sudden see men just showing up on our feed. And I think that I don't, I don't know, I would be curious to think like what you think about that, but it's something that's just worked really well for us. We also know that within the Pepsi portfolio, they have 20 brands that are for men and Poppy is really the only one for women. And like that's okay too, right? To capture the women do all the shopping for the household. The amount of times I've someone come up to me and be like my daughter introduced me to it, that's a man. Like that is an avenue to gain new men into the folds. You know one of my favorite stories was we were trying to get into publics. It's a grocery store in Florida. And the buyer kept telling us no. And then finally he called us on a day and he's like, you have a full rollout. And I was like, what happened? He's like my 17 year old daughter came home and said, Dad, why do you not have Poppy? (audience laughs) And so like, so I think that people, you just kind of have to like think of it differently. You can't expand your audience as you do it, but you don't have to do it necessarily in the traditional way of like all of a sudden changing the core of who you are. - To build on that, what's happening is we're living in a fraction media landscape. Let me just go very deep. We are probably within the next two or three years where the content you put out on social, the algorithm is going to find the audience that is interested in the content itself, right? So we are, I'm sure that is one of this. The social media I grew up with was more like email marketing. You had to get as many followers as you could and then every time you posted a certain percentage of those followers would see every post. I would actually argue we are past the social media era and I think we're in something I call the interest media era. So I think we're seeing the things we're interested in, not the content from people that we follow. And so what would happen in that sense else is that you would have a lot of control of what people can see to your point. The way you broke that down, you're talking about people coming to your Instagram and seeing that grid. That's less than 3% of the consumption of Instagram content because everyone's consuming in feed. You'd still be able to control that. In fact, if you look carefully, the platforms are always addressing what people want on both the company side and people side. They're rolling out on Instagram, the ability for you to control the grid completely, not just the top three pins, but the whole grid because they know so many brands care about that. At the same token, I think at the end of the day, you want to get as many people to be interested in what you do. And so there's platform strategy. If we were jamming four years ago and you're like, what do I do with this? I would say, where are you at with YouTube shorts? Where are you at with Snapchat? Where are you at with Instagram? Reals-only posting. So you'd be able to post only reals-only so it doesn't show up in the grid, but it can still hit that nail audience. So this is why it gets into the details. Like, once you really know, is why the point I made earlier, if I can just get all of you into that 25 to 50 hours just on social, just in the six platforms and how they work, you can start getting into your optionality, which helps you execute your strategy. Amazing. So, Gara, I asked you earlier, what are the big guys doing wrong? Now I'm going to flip the question. Is there anything the big guys are doing that's right that this audience should adapt? Not really. And I'll tell you what I mean by that. Like, the things they do well come along with scale. What do they do well? They got fucking money. That's good for y'all. You should do that. But the execution, we all in here zero to 100, looks nothing like the big guys. Looks nothing like it. You can't afford to be that stupid. It's just different. And by the way, this is important because of the way I'm talking. So many of the people in these big companies are smart. They're stuck by the system. Like, I'm in need. That was the most shocking to me when I got into that game. I'm like, wait, but you know, but then I was like, oh, your bonus is tied in to getting that many views on television. So how could I possibly ask you to do the right thing when you've got a mortgage to pay? You know? So, you know, I think that, I think that, no, I do not believe that anyone in this room that's on their quest from zero to 100 million should spend much if any time figuring out what the big guys are doing. I think you can learn about, you know, let's use this brilliant woman. You can learn about what the big guys want to buy. My favorite part of watching House and her husband, the team build their company was it never felt to me like they were guessing or it was random or they got lucky. Like, every move I was watching from afar, I'm like, they have an agenda to sell this company to Coke or Pepsi. That's literally what I felt within the first balances of what was going on there. And so I would say that, it's, you don't need to look at the big companies to decide what to do because they're different than you. They've scaled retail distribution. They've unlimited funds compared to you. You've got to play a different game. It's David and Goliath type stuff, right? But there is a lot to learn about how they think or what they need because that may lead to you expanding into a product category with your brand that may lead to the exit that you want. So reverse engineering them and understanding them. By the way, that's why I started my company. VaynerMedia was started because all I knew was small business and Silicon Valley startups. I knew nothing about Fortune 500 and I wanted to know it. Because whether I wanted to disrupt it or buy it to it or sell to it, I wanted to know it. So you should know it, but your actions in building your business, there isn't a lot of great things to get out of there. I think those things, you know, I'd rather you pay attention to a drug dealer. You know, it's scrappier. It's just true. I mean, I say it. I don't say it for shock value. I say it so you hear me. Right? There's a level of scrappiness. Like startups. I mean, look, people are leaving. I'm sorry, I apologize. But like, you know. But I do think there's much scrappier things to learn from. It's a different game. And I do see a lot of people. In fact, Elson, this might be a new radar given how your track has gone. A lot of people that are in big companies try to do this and fail horribly often all the time. I never invest in startups started by people who just left full career at Procter and Gamble or PepsiCo, not because they're not smart or good. It's that they're bringing corporation thinking to a startup game. And that'd be like being a great-- like, LeBron's the fucking, LeBron. He's a goat. But if he was like, yo, Gary, I'm about to get into hockey. And I'm starting to play tomorrow, invest in me. I'm like, get the fucking of my face, LeBron. And that's how different it really is from corporate to, you know, this early stage. And so that's why I answer the way I answer. Awesome. Awesome. And so, Elson, as you have now pivoted your company from Shark Tank Exposure to now being a part of a huge Fortune 500 Enterprise of Pepsi, what have you done to really take that momentum that you started with at Shark Tank and write that to really get you to the big payday at Pepsi? How did you take that momentum? I think it's easier to go back to the early days, which means it's more contextual to the audience of, look, we did an update on Shark Tank, and it aired April the second month of lockdown. And how many people are sitting at home in front of the TV April of 2020? It really early on-- look, that was the second month of business for Poppy. We launched the first week of COVID. We had to throw the traditional marketing playbook out the window because it was such a crazy time. But what it did at that moment is overnight, we hit number one on New Amazon's hot product list. I think we were trending higher than Kim Kardashian and Donald Trump. But it opened our eyes to being digital first. It opened our eyes to, quote unquote, a national commercial month, too. We went from doing $5,000 on Amazon to $250,000. So we're like, oh, we can reach a lot of people if we figure out a way to do stuff not in person. And so we, at that moment, the cameras go off. Shark Tank's done. I became completely obsessed with TikTok. We were one of the first brands to get on and really talked to our community and put myself out there. And I have a lot of founders that are like, oh, man, I don't want to do it myself. I don't want to be the face of. Like that's a you problem because then you don't want to be successful. It's like let that go and you know what? Okay, if you don't want to do it, hire someone to do it. And I think they're like, well, I don't want someone else to be the face of my company. The internet moves on after three days, who cares if they leave, hire someone else. Right? I always feel like people are making excuses. And to Gary's point, like social media is the core of who we built our community on. And I don't say customers, I say community. And I know people was like, authentic community. I'm so sick of hearing those words. But it's true. It's true. It's true. And so like, do it. Feel cringed. Get online. Do these things. So for us, even with the cameras going off, we found a way to just keep the conversation going. And then we did invest in a Super Bowl at year, I think three at Poppy, which is kind of wild. If you really think about it and how that came about saying, moving at the speed of culture, we created a beautiful piece of content that was really in the make. We were really wanting to show people that we were soda for the next generation. I think we said soda in the commercial 17 times. Because at the time people were like, this functional drink is better for you soda. And we're like, no, we are soda. And we're going to tell everybody about it. So we saw the creative. It was incredible. Super Bowl comes. So we could the Super Bowl. We could not find a Super Bowl ad. We wanted to buy one. We couldn't do it. I did a part of this TikTok collective. I was at dinner and this guy worked at a media company and I was like, hey, do you have a Super Bowl ad? He's like, I do. And we bought that Super Bowl four days before the Super Bowl. And that's how much we believed in what we were doing. And we were just moving at the speed of culture. We tripled our awareness overnight. We had never even tested linear before that. I think we'd done a little test in the November before. We just were like, nope, we know this is going to work. And after that, the doors that opened for us were insane. I remember like the Uber driver knew what Poppy was on the way home from the airport. And like before that just like had never really happened before. And then you know, we doubled down with it after that. We were like, okay, this whole new linear is working. Well, let's keep the social engine going. And so it was just like this momentum. It's the right time. Right, you don't want to start doing these things if you don't have the distribution because we had the distribution. We had the creative. We had the momentum. And we just stayed at the top of our game. We just moved quick. And so I think that's big companies can't do that. But still the Poppy system within Pepsi, they're still allowing us to really move with the speed of culture. Awesome. Yesterday you said the word community. Yesterday we had a lot of conversation about community and what that means to business building. Gary, you're known for saying that community is the future of marketing. How can small businesses really build their brand and build their business model if that is what you believe? What tips can you give this audience? I'm going to quote the great poet. I think when I think about community, this is the best thing I think about. The great poet says, never get high on your own supply. Let me tell you why I just quoted that. I believe that small businesses are very good at getting high on their own supply. You start thinking you're someone and you start to take your community for granted. I am blown away when I leave a conference like this. I see some people say, good talk or they tag me. I do a lot of listening. It's funny. I do so much speaking. It seems because of the way I do content, but 95% of my life is listening. I would say that that's what I actually am. A human anthropologist. I'm curious about everything that all of you are interested in and everything is why so that I can figure out what I want to do with it. I am blown away by how many of you posted something for your business yesterday, got seven comments and you replied to none of them. I do not understand. Community is like working out, meaning you can't talk about it. You can't read about it. You can't pontificate about it. Y'all either went to the gym this morning or you did not. Knowing how early this session was, you probably didn't. If you did, you got those results. For me, community is imperative. I do not. They actually back to Alessos World. Do you know that new Coke? This is like a very incredible all-time Fortune 500 brand story. Coca-Cola for some of the OGs in here. Either you studied it or you lived through it. Like I did as a kid. Coke changed its formula. The reason we have Coke classic is because they had to change it back real quick. If you remember, it's a very famous story worth reading about if you're a youngster and don't know this story from the 80s. The reason they had to change it back, and I don't want to get the number wrong, but it sums. This is Coca-Cola in the mid 80s where we brushed our teeth with that shit. It was at the height of the height. They had to change back to their formula because something like 20,000 customers who were super heavy users who were drinking like four cases a day. They didn't like the new formula, the collective, and they had to switch it back. I do not think that I realize how good a business you can build with just 20,000 crazy people. The best and easiest way to get 20,000 crazy people is to actually go all in on community and engage with them at scale. I, again, isn't happening to you. It's already happening. Your story gets rewritten with success, it gets blurry. You yourself forget every detail. I am sitting on this stage because I want one tactic from 2007 to 2011. For me, Gary Vee on Twitter replied to every single person that tweeted at me for four years. You can go see the seats right now and go on X and really go look at them. All of them. It was in that depth. I would go do a talk like this back in '09. I'd be heading to the airport back then. It was a heavy tech community. I was speaking to heavy on Twitter. Every person that made any comp pro and con of anything I said in the stage got replied too by the time I was on the airplane. So I think the number one thing that everybody in this room tactically should do is reply to every DM and every comment they get on their brand. Allison, as we prepared a close, if you had to give one piece of advice to this room, to push them and encourage them and inspire them to create branding that bites. What would that one piece of advice be? Oh my goodness, one piece of advice. That's always like a loaded question. It's like, what is the one thing that I can tell you to be successful? Look, I think that I get that question a lot and it's different for every single person. If you're starting your business and you're figuring out what are your non-negotiables, do I lean into brand? Do I want to put my face out there? I think understanding the core values of you as an entrepreneur because you are the culture of your company. There's so many ways that you can go with that. But if I had to give one piece of advice, is do not let your ego get in the way of growth. It's true, humility is the secret weapon of the successful. It's not seen often. You can't really see it. People struggle with understanding that humility is easily balanced with confidence. It's not a contradiction. I never want to be a CEO of a company and I'm okay with that. You don't have to be a CEO of your company. You can allow people to come in and help you. You don't have to be the CMO. Find out what your superpowers and build a team around you to allow you to get to your best. And don't let your ego get in the way of growth. So Gary and Allison just gave us the playbook. They just literally gave us the playbook for how to build a brand that bites. And remember, it's not about budgets. It's about being bold. It's about knowing where your audience is showing up where they are and creating something that they can't forget. And with that, please round of applause, Allison and Gary. Everybody, if you enjoyed this podcast, please go back and look at the prior episodes. They're loaded. I appreciate your attention. And thanks for being part of this journey. See you later.