INBOUND 2013 Keynote - Brian Halligan & Dharmesh Shah

Sam.

I didn't outrun my theme music. Sorry, everyone. So how are we all doing? We having a good day? All right, I'll take that as good. So a few things before we get started. First off, two of the things we strive for here is access to content and that everybody has a great experience. Now, we understand that some of the sessions had a bit more demand than we had anticipated. So we're going to do two things. First off, we're opening up more space. And second, we're going to look at rerunning some of those sessions as well. All right. I love it when you all agree with me. That's very nice. And so we'll be sending information out on that later today. There is an app that you can download. Actually, I don't know if I told you this. All right, good. That was a test. You all passed.

Good.

Okay. So now that we've got that out of the way, I'm actually extremely excited and in all honesty, honored to be able to bring the next two guys up here. You've probably heard a lot today about people who've been transforming their business with inbound marketing, and a lot of that couldn't happen without the two people who are coming up. So please everybody welcome the co founders of HubSpot, Brian Halligan and Dharmesh Cha.

So it's going to be a very.

Exciting, exciting day for all of you.

Very exciting day. It turns out it's going to be a very exciting day for the two of us too, because for the first time, we're going to get a real good look at the back of our heads. Pretty gray. Greater than I thought. Dharmesh. Okay, Dharmesh. Going to talk about the new vision. I'm going to talk about the new technology. Take it away. Thanks, Ryan. All right, so I was up at 2:30 in the morning yesterday or this morning, I guess, asking myself why you're all here. Why are they all here? Not like in an existential sense, like, why am I on the planet, what am I doing here kind of thing, but like, why are you at the conference? And my guess was you're here to learn. You're here to connect, make new friends, and you're here to be inspired. Now, I have this thing I'm going to try out. I'm going to ask questions. You should do this for every speaker. If the speaker asks a question and your response is yes, don't raise your hand because we can't really see out there. Just applaud if you agree. And that's Your kind of affirmative signal response. Okay, so we're going to try this out. How many people were inspired by Seth Godin's talk this morning? Like, just inspired, Inspired. Okay, so that works. So normally I geek out about technology and product features. Today I want to talk to you about humans. Now, some of you that know me are scratching their heads a little bit. It's like, since when does Dharmesh like humans? Because on the extrovert to introvert scale, I am decidedly, decidedly on the introvert side. Now, I think it's a mistake to think of introverts as not liking humans. I like humans a lot. As it turns out, some of my favorite living things are humans. That's my wife Kirsten, who's in the audience. Hi, sweetie. That's my son Sohan. And Sohan's not here. And I just checked on my iPhone through the wonders of modern technology, and he's not here because, like, in his world, he doesn't know there's more than 500 people on the planet. Seeing 5,000 people in one place might just like, blow his little baby mind. So he's not here. So let's talk about humans. So once upon a time, way back when, we had these things called phones, and when we dialed a number on these phones, there was this little spinny thing on the phone. A lot of you that are younger had never seen these little spinny things. They were called dials. And we say dial number. That's what we meant back then. It's because buttons hadn't been invented yet, by the way. That's why there was this diabolical feature in these old phones. There was a tiny little bell inside the phone and when someone called the phone the Bell range. Now what made it diabolical was that humans of the day were psychologically programmed that when the little bell went off, they answered the phone. You had no idea who was calling. Bell rings, human answers phone. You could be on your way to bed, in bed, on your way out of bed. Bell rings, human answers phone. That was then. Now we have very sophisticated phones. They tell us who's calling. They can take messages on our behalf. They have computers powerful enough to run small countries. Very, very advanced technology has advanced. Back then we had tv. Now we had a very limited number of channels. Back then. I personally, I think I remember, like seven channels. And for those of you that were wise enough to procreate and train tiny little humans to like, hold the bunny ears just right, you could maybe get like nine and a half channels, right? If just if you, if they just held it just right, you got nine and a half instead of seven. That was then. Now we command hundreds and hundreds of channels, nine and a half of which have pretty good content. It's, it's awesome. Back then we had these things called VCRs, video cassette recorders. And for the entire time that people owned these video cassette recorders, they blinked 12. The entire time that people owned them, they blinked 12. Now there were rumors, rumors that somewhere, somehow, people had figured out how to record Dynasty when it was going to play on Thursday and it was only Tuesday. Those rumors were never substantiated. Never substantiated. But humanity has moved forward. Now we have DVRs, digital video recorders, some of them, some of you know them as Tivos, just in case you're wondering. Tivos, same thing, DVRs, they allow mere mortals to program things in the future without having to actually program the clock. You just like pick a show and it records. It's awesome. Humanity has moved forward. Back then when you had a question when you were looking for something, you meandered through the dark, scary place called the Internet looking for that thing. Looking for the important answers to questions like does the African swallow? And given its airspeed velocity, can it really carry a coconut? Those kinds of questions that occur to people. That was then. That was then. Now we have Google, all knowing Google, answer to every possible question you could possibly ask. Back then we were disconnected and we felt isolated and alone in this big, big dark world. But now we have Facebook and so we're connected and feel isolated and alone in this big, big dark world. We used to be tied to our desks. If you wanted to use the Internet, you had to use this ginormous computer that we called a desktop. That's what we had to use. Now we carry the Internet around in our pockets. Lots and lots of change. So a fundamental observation all of this leads up to. Things have happened in the last hundred years. Humanity has moved forward. Our lives have changed. The way we work and live has changed. The way we learn, the way we share has changed. And the way we shop and the way we buy has changed. Now we are informed, we have the Internet, we are in touch, we have social media, and we are in charge because we have a near infinite number of choices for anything we could possibly want. But despite all this change, this massive tear in the fabric of the universe, despite all this change, too many companies are still frozen in time, still using methods from 50, 100 years ago, the same methods now that might Be okay. That might be okay. If the same old thinking was giving us the same old results, if the same old thinking was giving us the same old results, that might be okay. That's not what's happening. If the same old thinking was giving us no results, the return on investment is zero. You spend $10,000 on a marketing campaign and nothing happens. Even then. Even then, it actually might be excusable. It might be okay. The problem is those same old methods often generate negative roi. Less than zero. Not zero, less than zero. And some of you may be wondering, well, like, how is that possible? How can I spend $10,000 on a direct mail campaign and actually create negative return? And the way you create negative return is, yes, you got some minor, minor response. But in exchange for that campaign, you irritated people, you annoyed them, and they have fundamentally decided never, ever to buy from you. So what you're doing with those outdated methods that interrupt and annoy people, here's what's happening. You are annoying them. They've decided not to buy from you. You are damaging your brand, damaging your business, and digging yourself into a hole that someone's going to have to dig you out of later. It's negative. But we know now there's a better way. We know that the better way is to create value before we try to extract it. Focus on the human, focus on the people. And we call this inbound marketing. And it's awesome. But I'm not here to tell you how awesome inbound marketing is. I've been doing that for seven years. I have committed seven years of my life to getting up on stages as an introvert, as an introvert, telling people how awesome inbound marketing is. I've appealed to your left brain, the analytical side, and said, hey, inbound marketing is much more efficient. The ROI is higher, Cost per lead is lower. I've appealed the anacle part of your brain. I've appealed to the creative side, the right side of your brain, the emotional side. I've used pictures of puppies. I've used pictures of kittens. And of course, of course, I've met Seth Godin. And so I have used pictures of babies. And babies work awesome. As we've heard from Seth now, so committed am I to my craft and to our collective cause to spread inbound. So committed am I. I had my own child. I had my own child, so my images would be that much more evocative and my message that much more persuasive. And so we could kind of move things forward. But no, I'm not Here to just talk about inbound marketing. I'm here to share the biggest insight we've had in the last seven years and share with you the biggest idea, the biggest revelation since inbound marketing. And I'm going to tell you what those are. Who wants to hear what those are? Just another. The big insight is that inbound marketing is not the answer. Inbound. I'm going to pause for dramatic effect and say it again. Inbound marketing is not the answer. Now, some of you are sitting up in your chairs. It's like, whoa, whoa, whoa, whoa. Did act Dharmesh? Because I know you guys are a geeky. You say at Dharmesh in your heads, I know it's okay. Did ad Dharmesh just say after seven years, did he just say that inbound marketing is not the answer? Does he know? Does he know that he happens to be on the big stage at the inbound conference? Yes and yes. Yes, I did say inbound marketing is not the answer. And yes, I do know. I happen to be on the keynote stage at the inbound conference. Now, in order for you to understand, in order for you to decode what I'm about to tell you, we need to go through this exercise and it's going to feel a little bit awkward for some of you. Here's what I need you all to do. Collectively, we're all going to pretend that we're human. Okay? We're all going to pretend that we're human. I know it's hard to be human when you're thinking about work, right? It's like, well, I'm a marketer, I'm a salesperson. I'm an entrepreneur. This is what, we can all do this together, right? For those of you that have more practice, like pretending that you're human, help your buddies out. We're gonna all. Everybody ready? Everybody like thinking human, human thoughts. Human, human, human. Okay, we're all human. Now imagine as a human, you're looking to buy something. Looking to buy something. So you search on the Internet like lots of normal humans do, and you find this brilliant ebook that just illuminates the topic for you. It is just so useful. And you're like, awesome. This is great. Inbound marketing. As a human, it makes you happy. Now imagine that same scenario and you reach out to the company because brilliant ebook, brilliant inbound marketing. And you reach out to the company and the experience you have with the sales team is just terrible. Now, as a human, do you find yourselves thinking, you know what? Their inbound marketing was so awesome it was so awesome. The fact that the sales experience was awful doesn't really matter. As a human, people don't think that way. They don't separate marketing and sales and service and everything else. Humans, normal humans experience the whole thing. It's all connected. And so the big revelation is that inbound marketing is not the complete answer. If we're looking to grow our businesses, it can't just be about delivering an awesome marketing experience. It cannot just be about that. So the big idea, the one we're gonna dig into here, is what we call the inbound experience. And the inbound experience is the end to end human focused experience. It's about every touch point with the customer, every. And making that entire thing, the thing that humans actually care about, make that entire thing, the entire experience awesome. That's what the inbound experience is. So we're gonna dig in. The inbound experience is about putting people at the center of focus. Now, this is not a hard concept. For those of you familiar with inbound marketing, the inbound and inbound marketing means to be human, to be empathetic, to put people at the center. So an inbound experience is exactly that. We're just kind of broadening the scope. We need to reimagine the complete customer experience, all of it. And so inbound experience is about inbound marketing, it's about inbound sales, and it's about inbound service. We're going to talk about those things. So let's talk about inbound marketing. As you know, it's about humanizing marketing. Instead of interrupting, you work on attracting. And now the great news is you guys are doing a great job. The people in this room are doing an awesome job. And it thrills me, thrills me that the number of certified inbound marketers is growing and the number of certifiable interruption marketers is diminishing. That just thrills me. Thrills me. So let's talk about. There's still a couple of issues I want to talk about when it comes to inbound marketing. And then we're go to sales and Service. There are 5.1 billion searches happening in Google every single day. 5.1 billion. There's 7 billion people on the planet. So that's like 72% of the people on the planet. Doing a Google search every day is the equivalent of that. Not that every single person's doing it, but you get it. So despite this, we know this. And some of them are actually searching for products and services to buy. So despite this, there are millions and millions and millions of businesses that are still practically invisible online, practically invisible when it comes to Google. Now, we take it for granted, all of you are likely getting this right. But I assure you, there are still millions of businesses out there that just cannot be found. And there are billions of searches, millions of invisible businesses. That's a problem, that's an opportunity. So if you are selling marketing services, if you are helping people do inbound marketing, this is a massive opportunity. If there is still so much, so much to be done. Shifting mindsets. This is Maslow's hierarchy of needs. Applaud if you've seen this. This is. Yeah. So for those of you unfamiliar, which is about 17% of you that didn't applause or maybe you just don't applaud for anything, which is okay, that's completely cool. You know, you have the physiological needs like food, sleep, that kind of thing. And it goes all the way up to things like self actualization. And I'm going to posit to you that humanity has changed. Humanity has changed technology and society has moved forward. And that there is a new layer in Maslow's hierarchy of needs. It's called the phone. And there have been countless studies, I am not making this up. Countless studies about how the phone for lots of people is like a new organ that we grew as a result of our evolutionary process. A new organization. It is attached to us. We go to bed with it, we wake up in the morning with it and we look at it 150 times on average a day. It is a part of us, right? It's like the deep. Like you can take things away. It's like, oh, well, you know what, they've done surveys. Would you rather give up sex for seven days for a week or would you give up your phone? It's the phone. Sorry. It's multi gender audience too, by the way, just for the record. All right, so we have these phones, we're attached to them, we use them a lot. The overall traffic coming from mobile devices has grown from roughly 1% of all traffic used to come from the Internet about five years ago. That's grown to 15% now. I'm no Nate Silver, who is awesome, but I do not see this particular graph like all of a sudden starting to slope downward. That all of a sudden people are like, oh, that whole Internet on your mobile device thing, that was just a fad. We're not going to do that anymore. That's unlikely. Unlikely to happen. So here's the thing that bothers me. We know this, right? We know how attached we are and our customers are to our phones. We know how integral it is, we know they're using it. And yet instead of websites being mobile friendly, they're often mobile hostile. Mobile hostile. So applaud if you've ever had the experience where you visit a mobile website by clicking on a link in their email and you go to the website and you're like, they're just messing with me. They're just messing with me because they sent me their email, sent me to their website. They know it's like it's mobile hostile. This is just not right. It's just not right. So let's talk about. And this is the part that I get geeked out a little bit. I'm gonna geek out on the topic of brand because there's this massive shift that happens that has happened that no one has really talked about yet. And it's geeky. So I warn you now. So brand. There are fancy definitions for the word brand. I'm not a fancy guy. So I like this one. Which is basically, it's what people think of you. It's what people think of you. And so it's brand has always been tied around this notion of human perception, right? Apple's brand, in your mind is what your perception of Apple is and their products and their service and what they stand for. So what I'm gonna posit to you now is that brand has changed a lot. So now not only is it about human perceptions, what people think and what they carry around in their heads, it's about machine predictions. It's about software and algorithms that run on servers all over the place. And I'm going to explain. Let's look at Google and Google Search. Humans at Google, I think all they do is employ humans right now. But humans at Google wrote the algorithm for the search. And that algorithm has exactly one purpose. And that purpose is to predict how likely is this web page to make humans happy. If Google thinks through its algorithm that this web page is likely to make humans happy, that page ranks. If the algorithm predicts that page will not make humans happy, that page does not rank. So your brand is living inside of the Google algorithm on the Google servers. When you send email out, the email servers, Gmail, aol, Yahoo, all of them, they watch how people react to your emails. They watch and they're like, oh, this particular company happens to send really crappy emails, really crappy, low quality, spammy emails. What happens? Those emails don't get delivered. It just stops. Because your brand sits inside those email servers. Inside those algorithms, trying to figure out whether you are trustworthy or not and should that email go through or not. So this brings me to my controversial prediction is that people get crappy calls all the time. All the time. Now imagine this experience. Imagine you get a call and you mistakenly answer it despite not knowing who it is, because some of you have this genetic flaw that causes you to answer all phone calls. That's okay. Some of you have that. But imagine that you went through that call and it was crappy. Imagine a button pops up on your phone that says downvote. That was a crappy call. Now imagine that data getting logged and imagine millions of people doing exactly that thing every single day. Here's what happens. And this will happen. Makes too much sense. Same thing happened in search, same thing happened in email. It's going to happen with phones is that smartphones are going to get smarter and smarter and they're going to kill stupid calls. Because what will happen. Thank you. Going to kill stupid calls. Because now the machines know. The machines know. It's like, wait a second, this call is coming in. This is kind of like the Yelp for phone numbers and phone calls. It's like, this is a crappy company. Your phone won't even ring. Just like you don't get the email in your inbox or whatever. It's like it won't even ring. You will never know it happened. It'll stop before it even gets to you. That's where we're headed. So the idea behind this and all of inbound marketing is to solve for the humans, solve for the humans. That's what it's all about for. Think about the person. Think about whether this is going to make them happy or irritate them. And that's what it's all about. So that's inbound marketing. Let's talk about sales. And we're going to talk about humanizing sales. And it took a fair amount of discipline not to use any cheesy used car salesperson photos and draw on stereotypes that we've known for years and years. So I'm not going to do those. I'm going to instead dig into data. There was a study published in the Harvard Business Review recently, this year talking about and looking at how people make buying decisions. What are the things they look at when they decide to buy from company A versus buying from company B? And part of the results were unsurprising. It's like, oh, people care about what you sell. What does a product do? How much does it cost? What's the availability. They care about the product. That wasn't surprising. What was surprising is they also care as much, a little bit more about how you sell. Now, this was a revelation. It's not just what you sell. Not just what you sell, it's how you sell it. Now, some of you are going to pause me and say, well, that must have been a consumer example. If I'm buying a dishwasher and it's the same dishwasher from A versus B, I'm going to go to the place that has a convenient experience. That makes sense. But this wouldn't apply in B2B. When people are making sophisticated purchases, surely, surely they care about the product much, much more and what it does. And the answer is this entire study, the entire study was completely around B2B buyers. There were no consumers involved. People care about how you sell. The other thing that's changed in sales is before we had what's known as information asymmetry. Dan Pink talks about that in his book. Information asymmetry basically means that back then, the seller had lots of information about the product, about the company, and the buyer had very, very little. Seller has a bunch of information. Buyer has very little. As a result of which the seller has the leverage because she knows everything about the product and the company, and the buyer doesn't. She holds that information. She has that leverage, as a result of which she, the salesperson, controls the process. That is no longer true. We live in the age of the Internet, and now we have information symmetry. When you go out to buy a car now, chances are you're going to do some research and you're going to look up that car, look up the reviews, figure out how much that dealer paid, what, what their margins are. You're going to know more about that car than probably most of the salespeople that are on the showroom floor. That's just how it works. And that's happening across the board now, not just in consumer. So the behavior that's changed is before, when you had something sophisticated to buy, the very first thing you did, very early in the process, you contacted sales. Why did you do this? It is not because you were crazy. It's because the salesperson had the information. In order for you to make any progress, the very first thing you did was like, oh, I need information about price or I need this. You had to talk to a salesperson. Now we have the Internet and we have information symmetry. So now people contact sales much later. I looked at several studies. This was the lowest number I could Find. So basically what it's telling us is that at least 57% of the buying process has already occurred by the time someone contacts sales. Has already occurred before they pick up the phone and talk to a salesperson. So what does this mean for you and your businesses? Your website needs to be doing a lot of work. If you have a bunch of information under lock and key that you only kind of spoon feed to people after they call your sales, you're toast. That is not the way humans expect to be able to buy things now. So the advice here is don't obsess over your selling process. It's like, oh, well, on the third call, we're going to reveal this information. On the fifth call, we will provide these white papers if asked. And then this. It doesn't work that way. It does not work that way. What you need to do is obsess over delivering an exceptional buying experience. An exceptional buying experience. That's how you win. Another big shift in. In the world of sales. Back then we had this notion of buyer beware, caveat emptor. And this was logical, right? Because if you were a buyer and you bought something or were sold something, more likely, and you were completely displeased with the product or the company, you had very little recourse. Very little recourse. Maybe you would complain to five of your friends the next day. It's like, oh, that company, they're sleazy, don't buy from them. Maybe you would write like a sternly written letter and put it in their suggestion box or something, or mail it to the CEO. And we've long since known that the pen is mightier than the sword. I think that's still true. The written word is still mightier. I'm going to posit to you that the tweet is mightier still now. When you tweet, 50 of your friends see it, some of them retweet it, some Internet celebrity sees it, and word can spread very, very quickly. So what does this mean for sellers? It means we no longer live in an age where you can just focus on the transaction. There's no drive by sales anymore. Buyers have a recourse. Buyers have both choice and they have voice. So now we live in an age where it's actually seller beware. Because the Internet has and infinite memory. So if you start screwing people, the world is going to know you need to be beware of what your actions are. So let's talk about service and humanizing service. And the first argument I'm going to give you is that the goal of both service and the overall company is not customer satisfaction. It is not customer satisfaction. The goal is customer delition. Yes, I know that's not a real word, but it should be. And that's how words get created. People start using them and then it happens. So we're going to talk about delation and why that's important and how you do it. And to illustrate this by way of example, I want to introduce you to Jim. Jim is the CIO of Acme Anvils. And much like a lot of CIOs, he is very skeptical because he's being sold to all day long. And unlike most CIOs, Jim actually has a second career as a stock photography model in case the whole CIO thing doesn't work out. But our purpose now. So let's say Jim buys from you. Your purpose now is to delight Jim, not satisfy Jim. Delight Jim gym. And he needs to have this delicious moment. He needs to be at the office and something good is like, I am brilliant. That is a thought that needs to be going through, is that I am brilliant. And the subtext is for having chosen you and bought your product. But I am brilliant. I rock. That's what you want Jim thinking when he goes home. You want him rocking out on his air guitar. He's just so happy. That's what Delishin looks like. Now, once you do this, an interesting thing starts to happen. Now, historically, we've always known it's important to make customers happy. We haven't quite looked at it in this way. And the reason is we always talk about, especially in B2B, we always talk about customer lifetime value. So let's say you've sold to Acme Anvils. Someone somewhere is doing a projection that says, well, on average, our customers stay for five years and they tend to buy this much. And so Acme Anvils, the customer has this much lifetime value to us. This is how much money we stand to make from this company. That's a good measure, but it's not the best measure of the economics of how delicious works. The best measure is actual person lifetime value. And the person lifetime value is, oh, Jim is delighted. Who's he going to tell? He's going to tell his friends, his colleagues, his spouse, his dog. He's going to tell everybody. If you get him to that level, and then all of a sudden, let's say he leaves Acme Anvils, is he going to stop talking about you if you've delighted him that much? No, he's going to take you with him to every company. He goes, that's the power of delation. So imagine all that value. So what you've done essentially is turned Jim into an advocate. And the more advocates you have, the fewer ads you need to buy. Because now Jim and people like Jim are out there marketing on your behalf, selling on your behalf, promoting your company, advocating your product. And that's what really matters. So we haven't talked a lot about, like, measurement. We're going to talk about a little bit of measurement and the thing that bothers me about it. So we're talking about customer delation. And one of the questions is, like, well, like, how do we do that? How do we delight customers? How do we break through from just happy to delighted? And the answer is, don't get focused too much on measurement. Measuring what matters is really, really important. Doing what matters is even more important. Think about the human. How many people have bought from Zappos in their lifetime? No raising of hands. I can't see you. Okay, A lot of you. And so if you've bought from Zappos, chances are you've had a moment of delation with Zappos, right? For instance, you may have ordered shoes at 10pm, paid normal shipping, and then at like 11am the next day, the shoes show up, Right? That's the common example. Yeah, exactly. It's awesome, right? That's moment of delation. That's the. And it's focused on the human, right? It's focused on. It's like, oh, wouldn't it be nice for them to get their shoes? And that's a great example. Now some of you are going to argue, well, Dharmesh, that's great, but. But Zappos is a huge company. They can afford to do what matters. They can afford to focus on the human. And my argument to you is not. Zappos is a big company, so they can afford to focus on the human. My argument is they focused on the human, which is why. Very big successful company. That's why. That's the kind of thing we need to be doing. Just think about it. So solve for the humans, for the B2B companies that are out there. Take examples from the best consumer companies, from the Apples of the world and the. And the Zappos of the world, and learn from them. Just don't get left beat up behind. That's like the best lessons. The best, best lessons are in consumer companies because they have to think about this happiness stuff. A lot of them don't. But A lot of them do. The best ones do. So I'm going to close out this section by saying the most valuable customers are not those who buy the most. Those are not the most valuable customers. The most valuable customers are those who sell the most. They're the ones who advocate for you the most. So you could have a customer that doesn't really buy that much from you, but is telling the entire world that customer has much more value. So we've established humans have changed dramatically. We live different lives. Technology has moved us forward. And I like this Deming quote because I like Deming, but I find it a little dark and a little passive aggressive. Right? It's a little passive aggressive. I mean, the notion is right, though, right? Like you have to change. I like to think about it a little bit more positive terms, which is change creates a challenge for the incumbents. And the reason it creates a challenge is because big companies have a hard time changing new entrants. Smaller companies, more nimble companies, faster growing companies change more readily. Right? And I love that because I am an advocate, as is all of HubSpot, about small businesses. So I'm going to share an interesting piece of data with you. This is a study of the Fortune 1000. Not just the Fortune 1000, but the top companies. The top 20 in the Fortune 1000, the best of the best across decades. And what the data looks at is how many of those companies that are the best of the best, how new are they? So in 73 to 83, 35% of the companies that were in the list were new, went to 45% a decade later, 60% a decade after that. This year, it's expected that 70%, 70% of the top companies in the Fortune 1000 are new. That is exceptionally exciting news, right? That is exceptionally exciting news. And the reason it's exciting and the reason this happens is because big companies are much more likely to react to revolt than deliberately designed for delight. Big companies react to revolt. It's like, oh, my customers are revolting. The pitchforks are out. Maybe I need to do something about the customer action thing. That's what they do. And so exceptionally exciting time for us now. A lot of your marketers in the room applaud. If you're a marketer, this is. That's what you do. Most of you. And you've heard me talk a lot about the inbound experience and this expansion thing, and you're wondering, like, what does this mean? It's like, are we done now? It's like, can we just Say, oh, we're done. And the answer is no. In marketing, our work is not done. And you work. If you work in anything other than marketing, sales, service, everything else, our work has just begun. Sales is now where marketing was sales seven years ago. There is lots to be done to make it more inbound y. So I'm going to close with a story. So it's 2013, and the story takes place seven years from now. It's 2020. My son Sohan is about 10 years old and he's going to ask me to buy something by showing it on his iPad.19 or whatever version is out at that time. And he's going to say, daddy, can I have this? And I'm going to say no, and let me explain why. And then he's going to have this quizzical look on his face, which I know is Sohan. He gets from his mother, which is why I love him so much. And he's going to have this quizzical look. It's like, okay, Daddy's about to, like, talk me out of this thing that I know is awesome. And here's what I'm going to tell him. I'm going to say, sohan, once upon a time, a long time ago, when you were a simply tiny human, companies did silly things. They did impolite things. They did things that made people angry. But sometimes it didn't matter. People bought from them anyway. But that was then. Now nobody buys from those kinds of companies anymore, Sohan, Nobody buys from those kinds of companies, which is a very, very good thing. And you want to know what brought about this change. You want to know who's responsible? And he's going to look at me with his big eyes and he's going to say, you, Daddy. And I'm going to say, no, it wasn't me. It was daddy's friends. And Daddy has thousands and thousands of friends. So, my friends, this is my closing call to action. I still work in marketing. Closing call to action. This is not the time for small tweaks. This is the time for transformation. Transformation. This is not the time to rejigger those campaigns. This is the time to reimagine how your business works, how you can make humans happier. This is the time to go all inbound. Thank you.