Around the Horn In Wholesale Distribution, Episode 111 #aiforbusiness

Sam.

Good to see you dancing after all those computer problems.

My goodness. Brand new. Brand new MacBook, brand new mic, brand new everything.

And there lies your problem. Right? All brand new. Too many brand news.

I would also suggest there could be an operator error factor in there as well. So, you know, went through the whole check with John, our producer last week and a couple weeks ago and everything seemed fine, but here we are. It's all right. We're here, right?

Yep, we're here.

What week are we.

This is episode 111. Okay, so that 111 on October 11th. It's too bad it's not November 11th, but. Oh, well.

Yeah, well. Or September. We. We never talked about September 11th. This year in your story, we're gonna. You're gonna write a book about your September 11th experience.

Maybe someday, maybe those of you that.

Don'T know, we're probably starting off on the wrong foot today, but Tom was at the World Trade Center Marriott, September 11, 2001. So I woke up at about 6:15 in the morning to a little one of those old while you were out notes and it said, please call Tom Burton at the World Trade Center Marriott room such and such. And that was a fateful morning, but fortunately you had left earlier. So good news. We'll tell that story more maybe next year on. On September, the week of September 11th. We'll dive deeper into that. But anyways, how's the morning for you so far? Other than my hiccups, good.

Okay. All right, let's get into it today. Yeah.

Yeah. Want to talk about some news maybe?

Yeah, let's do that.

Let's do that. Before we do that, why don't we do a little bit of housekeeping that we do every week. I'm Kevin Brown. This is my longtime friend and business partner, Tom Burton. We get together every week. Unless, what did I say a few weeks ago? Somebody's in the hospital or on an airplane. Last week I did it from. Did our show from a hotel room in Boulder, Colorado. Next week will be from a hotel room in Chicago. And the following week I'll be back at my desk. But we get together each week and we oftentimes have guests. We were newsletter that we publish each week. The newsletter is called around the Horn in wholesale distribution, which is the same title as our show and live broadcast that we do each week. We publish that newsletter again. It goes out to about 10,000, almost 11,000 people. Now what we do is we try and bring the news of the week together where we can look at things that are impacting wholesale distribution and manufacturing related to the economy, supply chain mergers and acquisitions, sales, marketing, AI, general technology people and leadership. And we break all of these down into different sections within the newsletter and we have a little chat about that each week. So if you're listening on the podcast, on the recorded podcast, you won't actually see the newsletter that we have there. But if you'd like to get it, there's two ways to do that. You can reach out to us directly at www.aroundthehornpod.com which is the podcast website for the podcast, or you can send us an email@helload smart tech.com so if you're listening, you won't see the newsletter. If you are live with us and you're watching or you're watching a a recording on YouTube Live, Facebook Live or LinkedIn Live, then you will see the newsletter there. We like to get this out to people, so if you don't have it and you'd like it, please let us know. We'll get that to you. We come again to you every week. The way that you could be of help to us if you like what you hear is hit the Follow button. If you're on Facebook Live or LinkedIn Live, hit the follow button of the Lead Smart technology page where we host all of the recordings there and or send a note to some friends, maybe share with your friends that you're listening and watching. If you're on Facebook, hit the subs. Or excuse me, on YouTube hit the subscribe button. You'll get alerts when we go live each time. And then if you're listening on the podcast on Apple or Spotify or one of the other platforms or please subscribe and leave a review and that would be of a big, big help to us. In closing on that topic, we couldn't do this each week if we didn't have the sponsorship of the company that Tom and I work for, Lead Smart Technologies. Lead Smart is a leading company within the wholesale distribution and manufacturing space that offers technology solutions that bring greater insights into your business, your people and your customers through AI enabled smart CRM and customer intelligence solutions. So if you're looking to expand your digital transformation, grow your business, try and understand your customers better and move your company in the place that it needs to be to adopt and adapt to the changing marketplace with technology and AI. We would love to have a chat with you. So I think I covered it all, Tom. Did I miss anything?

Yeah, we need like an AI bot summary of all that that we can can't do it.

You could never replace me doing this. It would just not work out in the right way. So the last thing I didn't mention is, and you oftentimes say this, if you're with us and listening live, join the conversation. We've got a comment section. If you're on Facebook, YouTube or LinkedIn, join the conversation. Let us know one, that you're with us and where you're from. And two, if you have thoughts on what we're going to discuss, please share those thoughts with us as well.

Yeah, absolutely.

You want to dive in?

Let's do it.

Got it.

I got a lot to cover.

Yeah. I got a text from you the other day. You're, you're thinking no more rate cuts, huh?

Let's see here. So what do we have? We have inflation yesterday reported to hit a whopping 2.4% up over expectations. Job report, very over the top. What a week ago, I guess was the job report.

Yep.

So now, now all the people that were thinking, all, if not all, some of the people that were thinking about, you know, all these rate cuts and two more 50 point cuts or whatever are saying, I'm wondering if we're going to get any more cuts this year.

Well, there's still a high probability. Way ahead of yourself there.

Yeah, I agree.

You heard a guy.

No, I actually agree. I think it would be unless there is some craziness in. Because there's still one more report that can come out before the November meeting.

Yeah, before the November meeting. You're absolutely correct. Yes.

So if there's some craziness in the job market or things like that, who knows? But if it's even normal, I think they're going to go ahead and do the 25 point cut, but we'll see.

I think, you know, as we look at this, right. There's a little bit of unique information in that discussion about the jobless claims.

Right.

You have the, all the jobless claims that came from the hurricane. Right. Which was a big issue. And then you have Boeing on strike. So that was the caveat with, with this most recent jobless job report that came out. So I, I think it's interesting. You know, there's two points, right. My response to your text message the other day was wait 15 minutes because I think you coined that phrase related to this a few months ago. Right. So there's a, we have three weeks before the next announcement of any rate cuts coming. And so I think from that standpoint there could be a lot of change. In the meantime, I'M you know, we both listen to other news and whether we're reading Bloomberg or CNBC or whatever it might be or the Journal, Wall Street Journal, you can find whatever opinion you want, of course. Absolutely. Out there. I, I would suggest now we're definitely in a spot though where the vast majority are still leaning that we're going to probably see at least 1/4 point cut. I think the idea, I would agree if, if you were to say, or someone to say, we're probably done with, you know, 500 basis point cut.

I don't think that'll happen this the.

Rest of this year. I don't see that. But I do see. Absolutely. And it has nothing to do with the stake that's involved in this for us. I don't think there's any, there's nothing of significance here because most of what we're seeing right now has asterisks next to it. So the good news has some asterisks with it. So. But we could see more, you know, in the next couple weeks. We could see some, some hits on some things. We have got a couple articles that kind of package what we're looking at both us and globally, economically, nicely and we'll talk further about that as we move on today. But I, I think that we're at a place where we weigh completely have the next at least quarter point cut it baked in. It's, it's, it's a. All but given unless there was some other very dramatic uptick.

Yeah, I, I actually agree. I actually agree. But you know, stranger things have happened so.

Stranger things that happened this year in this discussion. Yeah, right. I would say with that already in the fact, I would though, take a step back. I was very confident that we were going to see, you know, maybe another half and then a quarter. Now it would not shock me if we see some more, if we see some more good news. It would not shock me if we didn't have a third cut this year. I can't imagine a place where we don't have a. Because if the Fed with what they were saying, what they were seeing, if they pull back in, in November is the seventh, I think it is. If they didn't do something in this on the 7th, I think they look silly because they've been pacing for what they're going to do and all that the data is showing is that we're on the right track. Yeah. So we'll see. I could, I could absolutely with see November and then I don't know when the first one is in the first Fed meeting is in, in the new year, but let's just say it's February. I could totally see something. Not again until February. So. And then I get my steak.

Yeah, you'll get your steak, but I'm not giving up yet.

That's right. You know what the. There we are. No, close to nowhere near the end of this discussion.

That's right.

So we have a lot of Friday.

Out of the wire.

Yeah, we have a lot of Fridays between now and then. So the next article that we were posting here was about global Trade could climb 3% in 2025. An article from Reuters. And I think the next, the following article is also from Reuters that we posted about small US Trade deficit shows strong economic growth estimates for the third quarter. I just, I think what I would throw out from these three articles is that if you can, if there's, if we're able to, if the world is able to manage the geopolitical issues in China, Taiwan, and I don't know if you follow very closely, but there's a lot of pressure going on right now in the South China Sea with China and some of the Southeast Asian nations about kind of supremacy in the waters there that China believes they own. That's a big issue along with the issues with Taiwan. But if that stays managed and the Middle east crisis doesn't turn into a full regional conflict, which there's a lot of things pointing to that this article talks about, you know, trade. Global Trade could climb 3%, but it's got to be. Have that Middle east issue contained a little bit.

Yeah, and I think that's a very big if.

Well, it is. I mean, there's, you know, when you, I was, I was going to say when you have a situation where you, you have, you know, emotions involved, but I guess there's never been a war. That's not emotional, but this is emotional religious territory. There's so many factors that go with this conflict and so much unknowns with it. So anyways, three articles today pointing to the 25, 26, 2025, 2026 maybe looking a little better and some, some upticks in the economy. I was thinking about this, though. I'll share this with you, Tom. I'm going to ask you before we move off the economy a little bit, I saw, I can't remember I was reading the other day, but it was a question about, you know, when will we get back to 3% interest rates? And, and, you know, I was talking with an economist and they, they said, you know, probably not in our lifetime. But then I look at that with all the other things that we're seeing here and it's like we could have a full swing right in, into huge recessionary, you know, risks as well. So.

No, I mean there could be. Look, it's. And it's not just any one thing, right? It's. Right, there's not any one thing. I think there's a lot of dynamics that are, I won't say that have, are unique and never been experienced before, but a lot of them are.

Yeah.

And we're going to talk more about this going forward. But even just some of the things happening with AI and with, and so forth about, you know, AI and hiring and all that, there's a lot of different dynamics that we haven't experienced certainly in a long, long time. And so yes, I wouldn't bet on anything.

No, no, I just, I, I think the, the word to the wise right now is hunker down, plan for, plan for the future and, but be poised for the challenges that we've seen. And that could continue a little bit still too. So. All right, we're in our economy and supply chain segment here. Improving supply chain performance starts with visibility. An article from Supply and Demand Chain Executive. Any takeaways on that or any thoughts from that? I had a few.

There were one that jumped. One in particular. There was a few, but there were one in particular that jumped out. Right. It was basically talking about using generative AI and supply chain. But one of the things they brought up is the ability for it to democratize the data. And what does that mean? It means how do you take what is generally very complex data in a lot of cases related to supply chain or even complex conclusions and make that data much more available and accessible to an organization? And I think that's an area of AI that I don't know that we've given a lot of credence to as far as its ability to take a lot of disparate data that, let's just face it, you're an average person isn't going to be able to sort through, figure out and have an understanding of and make that very accessible to just the everyday rank and file individual on what they're doing and whether that's supply chain, whether that's complex buying behaviors, whether that's any of those things. That democratization of data I think is something that we haven't talked a lot about but is a very, very important byproduct.

Yeah, it's interesting. This article talks about that Supply chain leaders have been using some level of artificial intelligence since the early 2000s. You talk about risk monitoring, sensor technology within their businesses, routing systems and so forth. But then they talk about now moving forward. Over $7 billion has been spent on AI technology just this year in the manufacturing. It says now actual results are going to be needed to justify the expense. So it talked about a series of components, it talked about pattern recognition. Supply chain entities are data rich and insight poor. And what really triggered for me with that is the discussions we have with both manufacturers and wholesale distributors every day within the work that we do at Lead Smart Technologies with the channel cloud solutions. You know, and that idea of data rich and inside poor, it just, I mean I wish I had coined that because when you think about manufacturers and wholesale distributors and silo data across their organizations. Right. I've got, you know, my single source of truth is my ERP system. Unfortunately, sometimes single source of truth is still Judy, that's been there for 35 years and then the ERP system. But we've got ERP then we've got over here, we've got some E commerce solutions, some PIM data, some whatever it might be, marketing automation, maybe CRM. And we've got these disparate sets of data. And this was a really good point that was talking about pattern recognition. When in what you can gain from insights, when you're combining those data sets together, it becomes astounding in a business. And I know you work on that with our customers every day.

Yep. No, they're. I would it. What are they, what was the thing? Data rich and insight poor. I think that's exactly. And that's the actual, the actual advantage that this industry has is the data richness.

Right? Yeah. Right.

We don't have that as a software company. We don't have that richness of data and those, and those, you know, hundreds of thousands of transactions and all of those things that really can, can tell a story not only about supply chain but buying behavior or anything else.

So yeah, no, and it's, it's really powerful. So the second thing they talked about was visible and actionable. So data incorporation and that's kind of what I was talking about. Right. They've got these expansive networks of data sources right across their business, but rarely are they combining. Those third was that they talked about was data access and used the term earlier about democratizing data across an organization that accelerates insight. And it was interesting. They even talk about here it says as a result data driven insights are not just relegated to Supply chain specialists, marketing, operations and finance teams can access them across organization to gain insights relevant to their specific tasks and responsibilities. And then you plug sales into there. And if you think about the relationship to sales and supply chain, when you're democratizing this data, so to speak, or gaining insights across all of your data than AI related tools, some of what we have built into Elite Smart channel cloud, now we're able to give alerts right to hey, you know what, you have these orders for these items and these items just got delayed by the hurricane. But here's our expected time. Now somebody might argue and say, well you know, we've been able to do some of those things for, you know, a while. Well, how you do those things now is X manufacturer sends out an email that says we're delayed because of our locations in North Carolina and Florida that were closed because of the hurricane or we had these parts coming into the port of such and such that we're not able to get. And now we have an email that goes out to our people. Well now instead of worrying about all of those manual steps, we've got AI man monitoring the supply chain, we've got AI tools built in that looks across the organization, across all of our data systems and says, oh, here's the customers we need to update, here's our sales team that we need to update. Here's the messaging that automatically is developed that we give our sales team to give to the customers when they talk to them. A lot of tools there.

Yeah. And before we move on, I want to hit Kelly's comment because we're going to talk about this. She's saying data is not the issue, it's the people. AI will need a new skill set. We're going to be talking actually quite a bit about that as we go forward. So I will hold on commenting that I think it's a great point, but we're going to talk more about it, so very good.

There's. So we're going to jump into our manufacturing and distribution segment why manufacturers are failing in their AI initiatives. Interesting, huh? Why are they failing?

Yeah, well, first of all, I think there's a couple of things. If you look here, it says right, the market size is expected to go for AI and manufacturing alone. Yep, 3.2 billion to 64 billion by the 2030. Which 2030 is not a long way away.

No, it's six years. And that's a. What is that? A oh my goodness, a 20 time jump.

That's a 20x jump. Right. In five years, that's just in manufacturing alone. Now, I'd like to peel that onion a bit and understand that a bit more. But let's assume that they're more or less correct. But then the point of the article here, right. Is, is that AI projects right now are failing. That's not surprising as well for the reason Kelly brought up people. The other reason that they brought up here, which I'm seeing a lot in the work that we're doing, is trying to shoehorn in legacy, and not just legacy, but technology that wasn't really designed or built to support an AI initiative.

Okay.

And you try and shoehorn it in and it doesn't really work well. Right. Even if you didn't get it, you know, or you pay a lot of company to do some, you know, fancy integration, but it doesn't really have the right data framework and all of that to be able to accomplish that. So, you know, they went through. There was a number of reasons in here. A lot of these projects are early adopter type projects. Yeah. But I think the opportunity is to learn from those things that are there. Right. That are, why are, why have these early adopter projects and a lot of reasons failed. And again, make the adjustments so that as we move forward, because clearly it's not going away. So therefore you can't just say, well, you know, screw it, AI is not. So then you just have to adjust to be able to make the thing, the process more successful.

Well, absolutely. And then, you know, to the, the people part of it that we're going to talk more about later and continue that discussion is we've got to have a way that we can get people trained and understand what this is. And you know, and I think, I think the reality of it is, you know, when you take, when you move outside of a warehouse.

Right.

I'll just. Let's use distribution for a moment. Right. When, when you take, if we remove the forklift driver, the truck delivery driver out of the equation, everybody from the warehouse office to the field salesperson is spending them a good chunk of their day on a computer, no matter how you slice it. Right. And so from that standpoint, this becomes really about training people. Now, it doesn't mean that we have to start from scratch because this is, I don't want to say it's not hard, but when we are using the right technology and the right technology that's purpose built for an industry, right. That helps people understand how to get from A to B in these settings, it really puts them in a good space because they already know how to log into their ERP system. They already know how to log into a warehouse management system if it's not part of erp. They already know how to use these other systems. So it's not that they're afraid to go use a computer. Customer service is in a ERP system every day, all day, as well as a CRM if they have it. So now we just have to start working on how do we adjust, how do we get the right technology in place, manage our data correctly. And once we're doing that, how do we upskill these people? Which I don't think is nearly as hard as in. I don't want to say everywhere generalization, but I think we have a lot of, you know, we both spend our whole days talking to. I talk to prospects and existing customers and you're mostly talking to existing customers within our company is we need to upskill people. Not necessarily have to. Full replacement.

Yeah, well, yeah, it's, it's not even. It's. It's even more than that. It's. And there will be.

Called you a brainiac.

Right. I thought she was talking to you about the.

Yes, but I was going to let you take it for today.

Okay. Is. It's. It's not just a matter of training people different. It's looking at a, A mindset about how you do your job. And again, we're going to talk more about this here in a. In a few minutes is, you know, and even Bob's, I think jumping in on this saying, you know, that is what's. It's the delivery of information. And the other half, training, which is coaching. And coaching might be the right word because coaching in a lot of cases, if you think about good sports, coaches, right. They're not just showing you what to do. They're instilling a mindset and how you're going to operate within that team. And I think that is also a very key part of this is getting the mindset of how you use these things as a way then to then lead to the training so that the training actually has relevance.

Well, I think that's good. You know, there's an interesting comment that was made. We appreciate Bob's comment earlier. And then Kelly just made a comment. Our generation is in the way. And you know, that's a broad statement. But if you stop and think about that for a minute is so people that the people that are making the decisions on moving these things ahead are not the generation of people that are going to be coming into the business to Drive things to the next level. And I think that's where there has to be a mindset shift really is, you know, forget about me. And we talk about this just constantly. I was on the phone with a potential new customer yesterday and we were having this discussion. He said, you know, I shared with them in thinking about our technology with Lead, Smart Channel Cloud was worry less about your people today that work there, worry more about the people that you need to hire. And sometimes I'll even ask companies, you know, how many positions do you have open right now in sales or customer service or counter or inside sales or just customer facing? Well, what percentage of those people are likely millennials that are applying for those jobs? And to Kelly's point, right, you've got a whole lot of people that are in their 50s and 60s right now that are making the big decisions on budgets for these things that are struggling to get their heads around it because some of them are very technologically advanced, but many of them are. I have people doing most of this stuff for me and I read reports. So I think there is. That was a very simple, quick statement that was made there about our generation is in the way. But I think if you really start to unpack that there is. I won't say that it's actually a fact. I'll say that it's a huge risk.

Yeah. And I'm doing a workshop for one of our customers this week or next week rather. And I think there's going to be more of that needed is, you know, and I'm doing a workshop not for the sake of doing a workshop, but I'm doing a workshop as part of our implementation process. Right, right. So we're going to do a work. Right. We're going to do a workshop on how to use the future of AI and analytics in business. And again, that's to help kind of reduce some of the friction associated with Streamline or. And they're very much all in. So it's not a matter that they've not all in, but then understanding how we're going to be able to apply it and put it together. So, yeah, it's, it's. There's a lot of leading that's going to be required in coaching. And I really think that's a great word, is thinking about this as a coaching exercise, not just a training exercise.

Well, and I think it's a coaching exercise starting at the top of an organization versus the bottom.

Right. It has to go top down.

Yeah, it does. So I think this comment we've Got a plug for the Industrial Supply Association. I'm guessing that's my friend Mr. Breen. I don't know why whenever Brendan's with us, Brendan said doesn't pop up as a. Just pops up as LinkedIn user. But I'm going to guess that's my pal. Saw him a couple weeks ago in Orlando and great event that ISA had and ISA is certainly trying to do some things to pump up the idea of technology within their members, so. Good. All right, want to jump ahead here?

Yeah, we have, we have more, more similar stuff coming. So we do.

So we're jumping into our e commerce and marketing segment. We can kind of move pretty quick on this. There's just an announcement yesterday we've talked quite a bit in the past about and again we're in our E commerce and marketing segment. In fact, now is the time. Look at this, Tom. Boom. Exactly halfway through the. Halfway through what? We say the show is being an hour and then we go now, and then I go an hour and 15 minutes. But this is our point for our reminder. I'm always late to. This is if you are listening on the podcast to a recording. We do this show live on Friday mornings, 9 o' clock Pacific time. Tom and I are both in California. We're reviewing a newsletter that we send out. It's called around the Horn in wholesale distribution. Talk about manufacturing in that as well. On a consistent basis that goes out to 10,000 plus people each week. We're looking at the newsletter and talking about the articles in each of the segments that are in that newsletter. If you don't get that newsletter and you'd like to, just send us a note@helloadsmartech.com and. Or you can go to the website for the podcast, www.aroundthehornpod.com and sign up for it there and see past episodes. So we're live on YouTube live, LinkedIn live, Facebook live, and then later today we'll be up on all the podcast formats. So if you want the newsletter and you're not seeing it, let us know. Let us know. So diving into this topic, Brandon Kelly just says, what about Amazon selling $25 billion in MRO? And this is a factor, right? This, the part of the reason we have it here is that Amazon business is huge. But this is, this is a big thing in not just distribution, but in US business right now. So the current administration's FTC head, Lina Khan makes me think about that old Chaka Khan, Chaka Khan song from the 80s. Lina Khan, Lina Khan. Lina Khan. She's, she's going hard after folks right now. And it's not just Amazon. And what she's saying about Amazon is, hey, you've got an unfair monopoly in a lot of areas. You're basically price fixing and pushing competitors out. You know, you've sold on Amazon in previous life or helped people. I've sold on Amazon in a previous couple of different spots and it is hard to compete with them. And there is no discussion about the rules. It's just this is how it is, so the government's coming after them. But I think the bigger picture, Tom, and I won't harp on this too long, I want to get your thoughts and others. But I think the bigger, bigger factor here is the FTC right now is going after Amazon and Google and Meta at the same time and pushing pretty hard about some of the factors that they're, they're working on right now. And it's just interesting to see how broad of a reach and a stretch. I think that this, I can't imagine if we have a, a Republican president in place that this is going to be the continued FTC head, but I'm guessing it will be if we have a Democratic leader there and she's going pretty aggressive after some stuff that is quite unique. Any thoughts on all of that?

Yeah, I don't know, I don't know that much about exactly all of the quote unquote evidence, if you want to call it that in the Amazon case that they're, I mean clearly Amazon is behemoth and they're a bully in a lot of cases. Right. So, but you know, a lot of big companies are bullies in their, in their situation. You could also justify to some degree some of their bulliness because of, just in order to maintain their efficiencies and, and so forth. In some ways they have to, you could argue, is it really bullying or is it just trying to have good control? You know, there's fine line between them. But I don't know enough about, you know, even what they would do right, if the, if the Amazon lost, what would they do? Would they want to break up the company? Would they. I don't know what the sort of outcome of this would be enough to, to really understand, you know, is this just a bunch of, a bunch of noise or what's actually going to occur?

Yeah, well, the, there's a lot of places that they're moving in. The conversation we have in our chat right now is about Amazon business. We're talking about Amazon as a whole and you made a good point, I think, Tom. Just the fact that, you know, it makes me think about meta and meta or slash Facebook that they're coming after as well right now as. And the bigger factor we'll talk about briefly for in just a moment is they're, they're coming after Google and truly wanting to break Google.

Yeah, but there's a clear, there's a clear what they're trying to accomplish with Google that it is and it actually could be in the end of the day positive for Google. They could end up with more enterprise value in some cases by breaking that up. Yeah. You know, and that may end up.

Happening well, but that's going to take a long time to get to that place with some damage happening along the way. But I think if we go back to this Amazon thing, what's interesting and I think it's important to point out the article is about a judge says that the antitrust lawsuit can proceed. What Amazon is saying in this setting though is that they have to. How do they describe in the article they said, look, of course the judge is going to let them move ahead because in this setting they're presuming that the claims are true that the FTC is making and Amazon is saying we're going to prove that they're not true. I, we shared this article here and I, as I pulled it together is I think right now we are facing something and this, this will impact and can very much impact wholesale distribution. Right. If you think about the, the Honeywells of the world and the three M's of the world, we have a very, very aggressive leader of the FTC that appears to have some very strong goals about breaking down some big companies out there and impacting how they do business. And that's something that needs to be watched and paid close attention to because it could. Now the discussion in our chat, which is pretty cool to see how fast things are moving over there with some of the folks that are with us today, is, is truly about Amazon business and its impact on, on wholesale distribution, which is great. But this is a broader thing that's going on here.

Sure, sure. Yep.

So, all right, you want to roll ahead five cases for AI and B2B marketing.

You know, this was actually a really good article. I, we could spend a whole episode talking about some of the things in there. And what I liked about it is it did it was not just, oh, use it to write a blog post or use it to write an email, which is what you see here. And but they really brought up some interesting concepts. We're going to talk more about Buyer Journey. Right. I, I, it's interesting to see. I don't know, Kevin, if you've seen this, but it seems like in the last 90 days or so, the stuff that about Buyer Journey and stuff that.

Yeah, we've been talking about for two years.

For two years really seems to be coming front and center. Yeah. And I'm not sure exactly why, but anyway, they were talking a lot about Buyer Journey in here. We're going to talk more about Buyer Journey in a minute. And you know, how obviously, and I'm probably jumping ahead here, but Buyer journeys, I agree, are unpredictable in terms of what a company, the route that they take to do their research. Yep. What is reasonably predictable is the learning process that a organization has to go through to make a decision on something. So the way that they get to that decision or the way that they go through that learning process may be very different from organization to organization, but you still have to go through the learning process to come out the other end.

Right.

And what they were talking about in the, in this article is a, I think they call it a buying agent, which was an AI tool that would be, you know, we've been talking about yellow brick roads. Right. That would basically have all of your content for your yellow brick road for your customer and how you want them to research, understand or whatever and make it easy for the customer or the prospect in this case, to get the right data at the right time as they go through their journey. I thought that was a really interesting use case in there.

Well, I thought you're right and I think it was, I agree with everything you're saying. And what's interesting right now is to your point to start with here, Tom, was about the fact that, you know, we're hearing more and more and more about Buyer Journey and it's becoming an ongoing topic with folks across the board. I think what's interesting about that is that, you know, as we look at wholesale distribution, you don't have a choice but to pay attention to it now because of the migration.

Right.

And there's, I think in one of our articles later, we talk about, in E Commerce, we talk about the, you know, percentage of people that are not interested in talking with a salesperson.

Right.

So now you have to decide if you're in wholesale distribution.

Okay.

My customer is saying he wants an omnichannel experience. And I think we're coming up on a very, I think we've been there for a long time, but people are finally coming around to it. The point in time where it says, okay, I agree. Right. My customer is changing. Right. Kevin and Tom have been quoting Gartner for two years now that, you know, 62% or whatever it might be of.

Of.

Of B2B buyers or millennials.

Right.

I'm now seeing that it is now and finally impacting my business. And they want to be online. They want to get access to their buying history. They want to see lots of data across the board. And I need to go answer this so that I think people are finally starting to embrace that Omnichannel piece.

So I like Bob's comment here. I got a chuckle out of that. He's. He's now got follow the yellow brick road in his head.

Yeah.

Or is it goodbye, yellow brick road?

No, no, it's. There you go. No, it's the yellow brick road. I think you talk about it in a book you wrote. So we have to get your plug in. But now back to the important stuff is that I think people are actually finally seeing that this is happening and I need to address this. That makes it very, very important to them from the standpoint. And you know, as we talk about with this is that we've got, you know that there was a series of tips here, right? As it talks about five use cases, content tagging. Right. And as we in wholesale distribution start embracing more and more of relevant content and content marketing, which.

That was a good one as well.

Yeah, right, right. Where you have good marketing people, you're developing tons and tons of content. We see that going on within our company. The amount of content that's being developed, AI tools to use. Content tagging. So you have categories, subcategories, and even subcategories of your subcategories about your content is great. They talk about dynamic personalization. So 71% of consumers expect companies to deliver personalized interactions. And 76 of them. Percent of them are frustrated when this doesn't happen. What does that mean? We talk constantly. And this is from a McKinsey report. We talk constantly, Tom, about the importance of recognizing the fact that there is a gray line that is actually going to be coming completely blurred soon of B2B experience and B2B C experience. And it's tied to probably all started from Amazon. Right. Is I want from my wholesale distributor the same experience that I'm having from Uber, from uber eats or DoorDash and from Amazon. So we have to be thinking about this. And I thought this was great. This article talks about using dynamic web Pages that can adapt in real time to a visitor and it ties it to account based marketing campaigns. Let's say they use the example. If a potential customer lands on your website and based on their industry, their role and their previous interactions, their experience changes the messages, the case studies, the product features displayed are aligned with what they're most likely to be interested in as they navigate through your site. Now I thought that was just phenomenal to think about in a B2B setting because you could be Joe Smith at XYZ factory, but you could be. If all we're doing is trying to target like an IP address of the facility and put content there, we're not talking to a safety guy per se or a parts purchaser. Understanding the Persona of who's there, whether it's through login or whatever tool is used and then modifying that website experience. Really now we can drive. I mean we typically think about account based marketing tied to email campaigns and, and how we're spending our time and so forth. But if we could use our website tied to account based marketing, that's pretty exciting.

Yeah. And it's, it's as it says in there. Right. It's beyond just, hey, who is this person and their name or even their demographic or gender, there's a whole lot of, there's a whole lot of intelligence, if you will, that can be adopted around that, that can in the account based profile that could be in theory incorporated into that experience.

Yep.

We don't see it a lot. And the technology I think is still a little bit early stage, but again it's, it's thinking, it's looking at things, you know, as, what is it? The, the hockey analogy. Skate to where the puck is going, not where the puck is.

Yeah.

And you know, this just talks about where some of the things are actually headed.

Yeah. So let's, before we jump ahead, Tom, let's just hit these other topics we talked about. Dynamic personalization number three was intense. Signal amplification. Interesting concept. It says, and I've always, we've always talked about the number being 3% but this says 5 to 10% of your total addressable market is in the market any one time for your products. So if you can understand when they're there and what they're doing by as talked about intent signal their intentions to buy amplification and using AI tools to do that is great. You talked about buying agents already and then they talk about revenue intelligence and really understanding bringing all the data, the silo data that you have across your business together. And analyzing the revenue intelligence or what is your buyer's journey, how are they spending and what are they doing? So good article. I thought it was really positive.

And the revenue intelligence, this goes back to the democratization of data and this is what I'm spending a lot of my time on with our customers, is incorporating that revenue intelligence, but then making it actually accessible and valuable not just for a manager or for an analyst, but for the individual salesperson.

Right.

And a lot of times that's never happened. It's the manager or somebody like that that does the analysis and the salespeople may or may not have any of the actual data related to that.

So there's a, there's an interesting discussion going on here. You've got a couple of people that are making some good comments about, you know, chat bots popping up and saying that, you know, we can help you with an immediate quote. And then human interaction. And I think as I look at those two comments, right, human interaction, chatbots, we think about those being completely separate. But the reality of it is, is I think down the road, you know, we've had some internal meetings this week with our product team about, you know, where Lead Smart Channel Cloud is headed from agents and, and co pilots and so forth and the things that we're going to be able to, to work and assist with that. But we're still in a place today where we're so early in the days of AI. Is that giving the customer the choice of how they want to communicate? Sometimes I'm really, really happy to. I'll give you a perfect example. Getting ready to book a trip with little. Mrs. Brown and I are going to go on a small vacation in December and I'm going to use mostly points to go do that. Well, me, the CEO of a technology company, when I do that, my comfort level, rather than booking online, is still talking to a person because I know that the person on the other end of the phone, their magic fingers are faster and better than mine. To see what's the best option for us now down the road, I know I'm going to have a confidence in talking to a bot. That's the bot's going to be way ahead of my brain and that person that I just described, but I'm not there yet. I would rather talk to the person from Marriott to say, I'm looking at these two properties. Here's what I'm thinking, what's your suggestion? Or I'm looking at these flights. What are you suggesting? So I think we're at that place. Now Bob's comment, Kelly's comment about chatbots and people is people want choice.

Yes. But as the experience gets better, correct the AI, then it will become less and less of an issue. Right. Or less and less of a, of a, of a requirement to have that decision. Is it live or well.

And and I think you know, Kelly made the comment, oh dear, you're a Gen X. But I think the funny part of that is, is I when as I use my example, I think I know enough about because the work that I do, I know enough about the technology that some of these companies are using. And is their bot just a a two year old bot from intercom.com or is it a true AI piece that's really analyzing things properly? So anyways, that's the let's jump ahead. Let's pass by we have an article here About PIM and DAM systems helping B2B organizations reach digital maturity about product information management. But let's hit that Power Forward five Make or Break truths about Next Gen E Commerce while we're still in this segment and we'll jump through that pretty quick. Any thoughts on that, Tom, before I hit those five points?

Well, I, I think this was the one. I have a note here. This is the article that says you don't know your customer if you don't know AI. I think that was one of the five points in the, in the article, am I right?

Yes, it does. Let me just hit him. Invest like an attacker Leaders act like attackers, investing in investing in particular in new technologies such as generative AI and new channels to better understand and serve their customer. 2. You can't outsource your way to victory. Leaders are not dependent on vendors for technology needs. Instead they build up their own in house talent to innovate at pace. Obviously you're going to have outsourced partners and vendors with that but great team internally to do that. Technology is strategy. Solid tech foundations give leaders the speed and flexibility to innovate. Four is you can't know your customers if you don't know AI. Leaders are turning to AI to get an edge with complex shopping journeys and evolving standards. And five is lead from the center but empower teams. A centralized operating model provides the necessary scale but is only effective if it enables E commerce teams. So this is tied to E commerce in general. But yeah, those are some good points. Right?

Yeah, I think you know we've had we had a call this week earlier with some, you know, companies that were talking about E commerce more the E commerce data and your ERP data are not always connected. In fact, a lot of companies they are, but a lot of companies are not.

Right.

And some of the data that I gather. Yeah. From an E Commerce perspective is not really been as under as much. I guess there hasn't been as much emphasis put on it as say ERP data. And yet there's a lot of information not just about the transactional data of the erp, but again, going back to buying behavior. There's a lot of information that helps to understand the buying behavior from. I'm sorry, from the E commerce data. So it's, it's an area that I think is going to end up getting, you know, what do they call it? Next gen E Commerce.

Yep.

I think it's an area that is going to have a lot of emphasis, but it's certainly the AI will be in the DNA of everything that's that's going through there.

Well, and you know, what we've talked about a few different times today on this is we've talked about, you know, omnichannel buying experiences. Right. And meeting as you talk about in your book, the revenue Zone. Right. Meeting the buyer, where the buyer wants to buy and what this article is talking about. The core of this is the technology that goes with that. And you know, we look at it as, you know, historically you've had these disparate systems. We've had E Commerce, we've got maybe some marketing tools, we've got CRM, we've got erp, we've got maybe a data lake, we've got some other, maybe some BI tools. But at the end of the day then you have all of these different systems of record and those different systems of record are not combining as we talked about earlier today, to help your customer. What we need to be is a place where we have, and you know, we talk about this regularly with our customers and we've got a big call next week with some potential very, very large partners where we talk about the fact that CRM, which has historically been looked at as a big brother tool to get some data out from our salespeople where CRM or what we'll call we call Smart CRM, that's AI enabled, which is what we do at Lead Smart is really, truly becomes a foundational tool within your business of a place to bring all of this data into. So we have a single point of truth about what's happening with the customer and what's happening in our business versus in all these disparate systems across the organization. And When a company embraces that of using smart CRM, not traditional CRM, smart CRM as a foundational tool within their business to visualize all the things that are happening in the company, that's when we can make this change where we can really truly now serve the customer the way the customer says they want to be served. Because we're following their journey across all of the buying platforms. But that's visualized through the CRM platform.

Well, if you look at the definition of CRM, it stands for Customer Relationship Management, right? What it's evolved into over the years is something other than that, right? It's become a sales management tool and sales tracking tool. I think we're just coming back to what it's original some of. I think I. It was a presentation I was doing, I think a couple weeks ago I was talking about this, right? My first CRM project that I worked on was in 1997 at Ford Motor Company. And the vision of which we were implementing CRM, therefore is much closer to what we're talking about today, which is understanding the customer. It wasn't about managing the salesperson or tracking what they're doing or so forth. I think we're coming full circle is for whatever reason, CRM became Salesforce Automation, you know, and tracking sales activity and forecasting and all of that. Now we're coming back around going, wait a minute, isn't this about building relationships with the customer? So anyway, don't get me started on that.

Yeah, we can kind of slide ahead here. But there was a comment that just came in, is no CRM equals dumb ecom, right? I mean, some somewhere in the end of the day, right? It's. We don't do this show to necessarily promote the products at Lead Smart, but Lead Smart is our sponsor. But at the end of the day, right, somewhere you have to bring all of these pieces of data together. And E Com is a component of one sales function within an organization, but it is an important one from a standpoint of this is the hidden place that people are gathering information from your company. And it's probably not at, you know, 3 o' clock central time on a Tuesday. It's probably at 9 o' clock central time or 5am when somebody's doing that from a smartphone or another device. And understanding that journey of what they're doing here versus what they're doing there is what's going to put companies ahead. And the people that aren't able to do that over the next few years are going to be sadly behind and that's from an AI standpoint. And E commerce and all other facets of technology is if we're not digitally transforming, and that's becoming kind of an old phrase of digital transformation, but if we're not digitally transforming. I've said this for a number of years now, is I'm not suggesting you're going to be out of business. I'm just suggesting your business is going to be extremely different in size and components. And you might be one branch versus seven branches because you can't keep up because the other guys are running circles around you understanding their customer. Yep. So that's good. Let's kind of jump ahead into our cybersecurity, AI and technology.

We.

There's. We haven't posted an article from Automation World about edge technology and edge computing. We're going to. That's pretty deep for the time frame that we have today.

It's a pretty geeky article.

But yeah, let's jump ahead to knowledge workers lean on AI as workloads increase. Any thoughts on that one?

Well, I think it comes back to what we were talking about earlier, which is mindset. Right. Essentially what the article saying, which we all know, I mean, we all live it is. We're all doing a lot of. Are we thinking about how we're.

Tom, you're cutting in and out.

Tom, am I cutting in and out now?

You're better now. Yep.

Okay. As we think through that, you know, how we address that dredge work, and to me, even what you were just talking about, about booking, you know, finding out points and all that stuff, that's dredge work. Right. That is, that is not work. That is. I don't know, maybe you enjoy it, but it's certainly not something.

That's why it's. That's why it's not done.

Right.

It's not complete because I hate it.

Right. So again, it's having that mindset, which is, you know, how do I. How do I think about incorporating AI into that either at an individual level, but then as you move up at an organizational or department level. Right. How do I incorporate that into the department? And I'll give you a specific example. We have some. A pretty big documentation project that we have to do in our engineering team. Right. I could sit down with a blank sheet of paper and start documenting things, which is what I would have done pretty much my whole career. Or I can sit here and I can record on a video or whatever about some of the things that are going on, take screenshots of what we're doing and let the video and then tell AI to create the documentation based on the video. Right. What's going to be more efficient and more fast. Right. So but if you're not thinking like that, you're going to sit down with that blank sheet of paper and start trying to document something like we've always done in the past. So anyway, that's what a lot of this article is about is, you know, workloads are increasing. We have a lot of dredge work, a lot of our time staying on dredge work, but yet there's still not a lot of part of that.

Yep. So, and I think we should just reference here. I talked about knowledge workers. So what's a knowledge worker? I think as we think about wholesale distribution and manufacturing, right. It's all of those people inside who have deep access into your organization. It's customer service, it's inside sales, it's purchasing, it's supply chain folks, it's even, you know, accounting people and so forth. And that is where we think about that knowledge worker side of things. And so key kind of takeaways, they said knowledge workers grappling with expanding workloads. So they're starting to lean into AI. Just over half of knowledge workers say AI has somewhat or greatly improved their ability to do their job and that despite support of AI, employees are grappling with the excess of Drudge work is what it was called. Much to your point. But I think, you know, I didn't realize this, but I think my comment about, you know, trying to book a vacation is a great example. And I think that's what I think it translates well to what people specifically in wholesale distribution manufacturing are dealing with. Now we're hearing Tom and Kevin and their guests come every Friday and we talk about this stuff. And you know, I, I go to, you know, a hardy event or a ASA or an ISA or an AD or a Net plus or Blue Blue Hawk or whatever it might be, buying group or trade association event. And I hear some speakers talking about AI, but it's not for me, right. If I'm a wholesale distributor, I've got to make the decision that says am I ready to take a leap at this as one, then do I have the right products and the right vendors available to help me and am I ready to prepare my team correctly? And I think that's where people are struggling is getting the mindset and the willingness to go do that is one thing. But then when I think about it from a knowledge worker standpoint, as this article talks about, is if I'm a person and my company hasn't given me a new smart CRM or a new ERP that's cloud based with AI tools in it or whatever it might be yet, and I'm trying to figure something out on my own. Then I go back to the same place that I'm in right now of booking this trip that says as an example, and I'll give you the perfect example is when I look at airlines and hotels, all they're doing is giving me choices. They're not giving me any suggestions. So back to the comment earlier. Right. Is if I could just go in and tell the travel source that says I have this many points from these two groups of people, tell me what is the in the. I want these parameters for my trip. Tell me what to do.

Right. Your data rich and your insight poor.

Right.

You have a lot of options and you don't have a lot of insights.

I don't want to go from Santa Ana John Wayne Airport to San Francisco and wait for five hours before I fly to Hawaii. Don't even show me that option. Right, right. But now what we're playing is we're playing with. Even if there's AI tied to that, it's dumb AI because it's not telling me what I should do. It's just throwing options out. And I think that's where a lot of people in this dredge work scenario is. If it's not going to tell me how to do it and I can trust it yet, I'll just keep doing it myself and then they get stuck. So, all right, I'm off my travel soapbox now. All right. But I think I did think that.

Tied kind of a great example. I think it's, I mean my instinct tells me you probably have now spent several hours on this, if not more.

And still no movement because I haven't taken the time to make jump on. So what I do is late at night on my phone or my iPad, I go back and look and I oh, is there anything better here? And if I could just say, you know, in this setting, right, here's my parameters and my prompts. We want to go from Santa Ana John Wayne to Lihue Airport in Kauai for these many days, then back to Honolulu for these many days and back. I don't, I want direct flights if at all possible and if they're not direct flights, I don't want to wait for more than an hour. And it has to be these points being used and fit within these parameters and Then it comes back and just tells me, kevin, do this. And here's how I got there. Whole different story, right?

Yeah.

Good. All right, what's next? Sales and M and A. As we kind of start to wind down today's show, a little quick thing about True Value, the co op pursuing a sale of the company. We're not going to spend a lot of time with that. I just think it's interesting quoting their CEO, Chris Kempa. Chris was an executive at Grainger when some of our listeners were there, regular listeners were there, and I met Chris a few times when I was a vendor to Granger years ago. So he, not uncommon, moved down the street to another big Chicago company with True value. So. But B2B buyer's journey is not linear. Here's how it changed. We've talked a lot about that today. An article from Fast Company on that. Tom, any thoughts about that particular piece about buying journeys not being linear? I might have hammered that home enough today already.

Yeah. I'll just reiterate one point. We can move on is what I said earlier. Right. The buyer journey is not linear, but their process of learning isn't linear, but it's consistent. And people have to learn one step at a time. Right. So I think if you understand, if you can understand what your buyer and prospect needs to understand and you need to, and you, you know what they need to believe in order for them to be able to do business with you, you can architect the right content strategy, even though the way they may go about it could be very, very different. That's really the. So I, I don't think all is lost. Like, oh, it's chaos and there's nothing you can do. No, you can't control it, but you can influence by having the right content and the right information at the right time. Yep.

Very good. That's a good recap. And there's a lot of that stuff that we had talked about already. Today we're going to dive into our. I call it the Dirk Beverage section. People in Leadership. We adopted this new section earlier this year because Dirk said we needed to talk more about that. And I think we really realized we don't talk enough about the people in an organization. Three articles we hit there today. One is from HRDive.com managers need training. The five stories on why. I think, you know, we don't need to dive into all of these today, Tom. But I thought they were, they were all kind of tying pretty well together about labor gaps, some diversity issues that go with that. But you Know we have to put time into our people and organizations know, certainly know that. I think AI is going to help us with that as we've been talking about. And where I think that's going to play in is understanding more of what their needs are and being able to track and manage what people are doing and how we can help them. You know, this article talks a little bit about again, managers need training. One of the things that it makes me think about is and you see this every single day in my experience in manufacturing and wholesale distribution is and the simplest of examples is, man, Joe is a great sales guy. Let's make him the sales manager.

Sure.

Joe has no skills as a manager.

Michael Jordan was a great basketball player. Let's make him the coach.

Yeah, exactly Right.

It's the individual contributor that becomes the manager. Very different skills, very different, you know, set of objectives.

Yep.

Very different mindset. Right. It's not about yourself, it's about your team now.

Well, and you can, you can do that with Joe. Right in that setting. If you analyze where Joe's skill sets and what Joe in the first, the place where it really starts is, and I've just seen this just countless times in my career is what does Joe want to do? Joe, Joe might get pushed into that saying with the idea of, yeah, you know what, Joe, here's this is your big new job and your promotion. But Joe would really like to just be out there taking good care of customers. Right. And then he struggles with this and then he's unhappy and the company's unhappy and they're not getting the results. So they, this is good. Bob made a comment. Richard Branson says train your people well enough so they can leave and treat them well enough so they won't stay. So they, they want to stay, which is great. But this article in particular, before we jump ahead, it has links to a handful of additional articles about better training, about company leaders need training, on conflict management and culture building how to make managers more effective. So this key particular article has links to other very valuable articles as well on helping leaders get trained and understand things and, and move them in a direction that benefits the people as well. So another article from the same source, HR Dive US Manufacturers say they struggle to fill critical labor gaps. Still, 76% of manufacturers reported year over year revenue increases, but 58% of them, only 58% of them reported headcount growth. So and then 61% still struggling to fill gaps. I, as I, I this is something when I talk to our existing customers or industry People I, I'm asking a lot about a lot more. And, and we're seeing a shift in this now with at the wholesale distributor side of things where there's a whole lot less problems and challenges with that. I think some of it ties to the job reports now. They're pretty much kind of saying is the people who want to work are working. So interesting article with that, we'll close this out. We won't talk about it. But the final article there is the trucking industry reverses gains in new women drivers. So we want to get. See more women out there driving delivery trucks and over the road and obviously highly skilled. So an article with there. So I included that article in here just so our customers could be thinking about, hey, you know what? Why don't we have any women driving our trucks? And we have customers that they want to do. That's right. So industry scuttlebutt we talk about each week. Turner Supply did an acquisition in Alabama, another Core in Maine acquisition, but added in here was there was an announcement this week that Home Depot to have corporate staff work store shifts. And I just, you know, people are jumping up and down in a lot of the trade publications about what a great idea this is. And it just makes me think I was, I was looking at the CEO of plumbing and H vac distributor First Supply in Wisconsin, visiting every one of their branches this month. And the amount of time that we see wholesale distributors that are truly out there where their management is not only just going out and, you know, kissing babies and shaking hands, but getting out and seeing customers and helping. And so it's kind of interesting to see this big push by Home Depot to get this to be done. And, and the regional and even national independently owned distributors, it's just core to who they are and what they do. So congratulations.

Are they doing like an undercover boss where they send the guy out or the person out and they don't even know that they're. That they're an executive?

Yeah. That's funny. You know, one of Darlene, my wife's clients that she did all their design and marketing and print work for, that's a large national franchise. They were their CEO and I've had dinner with them a bunch of times. Their CEO was on Undercover Boss going out and meeting with their franchisees. It was pretty cool to watch the process and then listen to him tell that story. So very good. Well, as we wind down, we have a good read section every week. Why so many companies are firing Gen Z's. You catch anything in that of any interest.

Yeah, there's a lot in there and a lot of interest. I, I totally understand. You know, I think Gen Z has, I'll just speak personally is Gen Z has been the hardest generation of people that I've ever had to work with. I'll take that on myself. Right. As more than anything else. But I'm realizing, and there's a lot of conversation about this is it's a very different generation than, you know, certainly our generation or even potentially millennials.

Yeah, well, I think that the tie into that is, you know, our generation and our father's generation was, you know, I mean, I look at it as faith, family, work and. But they're all tied very closely because they all get so much of my attention in my life. But I, you know, I think most people are thinking that standpoint, if you're, you know, anything but that, that Gen Z mindset is the. My work is such a big part of my life and it defines me. And I think that it defining me is a big piece. And in the Gen Z world right now is so much of that is. This is just something I do. It's a piece of what I do. But that other stuff that the sports or the entertainment or the things are just as important. And my work life balance is. I'm not going to let work get in the way. And you know, people of our generation and we were, you know, comments made by our audience today about the generation you and I fit into is, no, no, I'm going to work till I get things done. And if I have to work this weekend, I'm going to work this weekend. And it's just a different mindset.

Yeah, I think there's one more piece of that though too. You know, it's not that when as, you know, older people like we are, we didn't have other interests outside of work. Right. I was a huge sports fan, you know, when I was in my 20s and 30s and you know, I had a lot of other interests.

Right.

That outside of work. The thing is, is I went to work and I focused on what I was doing when I was there. And then I went home and then I watched sports or did what I was going to do on sports. The problem is if you intermingle all of that together in a day, it's super distracting and you can't stay focused on any one thing. And then all of a sudden your day gets away from you. Right. Now multiply that by 500 by all the different channels of things. You can go look at and do and then add sport. I mean, I thought about that. It's like, you know, look, I've been a gambler in my life. If, if I had sports betting at that time when I was, you know, younger or whatever, what would I have done, you know, along the same way? So it's, it's, I can empathize with the situation but it still is a very, very real situation for businesses and companies that have to get productivity and have to get things done with the money they're paying.

Yeah, good. Well, there's a, there's a point here from this article and I thought it was interesting, right. Gen Z is essentially coping with its introduction to corporate work culture. What's different in this generation is they were raised to be change maker, influencing the way businesses think about corporate responsibility, diversity, climate change and they want to change work culture in some settings as well. And so they've kind of lived a life of having what they want. I won't say all of them obviously, but getting what they want and wanting to see change. But the closing of this article I think was the key thing. The quote was made is I think Gen Z wants to come in and play the game exactly the way they want to play it. And sometimes if you're coming into a game where a bunch of other people are playing, you've got to play the way they play first. And I think that for me was the big takeaway is you can't come in and decide. And you know, we look at this the, from a standpoint I think about wholesale distribution, especially the independently owned, right. You could have an organization that's you know, third or fourth generation and they do things a certain way. And if you start hiring, some people forget about what gen they are, you know, Gen X, Gen Z, whatever it is. But if their mindset is that I'm going to come in and I want to work for you, but I want to play by my rules, it's going to be a challenge, right? And that's what this article leads to. So anyways, good stuff here. Final, final article we'll talk about briefly is each week we, we don't cover it every week, but most weeks we have what we call a second look. It's an article about something that we've talked about in previous articles. We've talked a lot about the port strike. There was another article that I thought was really good about the pending issue with the east coast and Gulf Coast Gulfport strike that's on pause now till January is about automation and I am going to jump out on a limb and say that whole port strike thing can get really ugly again in January based upon this issue of automation. So we're going to continue to talk about that as we go.

It's kind of an interesting way to end up after everything we've been talking about all day.

Port strike.

Yeah, and the automation and all that stuff. So.

Yeah. Yeah. Well, it is. So anyways, that's, that's the key. Anything exciting as we wrap up for the weekend for you, my friend?

Not really, no. No.

All right. I've got some desk time, some volunteer time, some family time and then packing the bags. I'm at. I'm out of here, man. I leave Monday morning for a 10 day trip. All right, so next, next week's show will be from somewhere at the Hyatt Hotel on Wacker Drive in Chicago. I'm gonna have to, to find the little quiet spot, might be in the room, but we'll get that. We'll look forward to being together again next week. And it is conference time. Right. We did Industrial Supply Association a couple weeks ago in Orlando, a Technology Executive Summit last week, Affiliated Distributors, Net plus Alliance, all kinds of stuff going on over the next month. So I'm going to Road Warrior like I was a young man.

That's right. Well, bring your AI with you.

All right. We'll bring my AI tools with me. So we'll wind down. Thanks, Bob, for the comment about safe travels. It's a lot of it going on right now. Through the end of the year. I'll be gone a lot. We thank everybody for coming again. I'm Kevin Brown, this is my lifelong friend and business partner, Tom Burton. We're grateful that you spend some time with us each week, whether it's a couple of minutes on a recording or shoveling a little sandwich. Shoveling a sandwich down while you're listening live. We love it that you come. If you like what we do each week, share the idea with your friends. If you're listening on the recorded podcast, leave us a review. Forward the link to a show that you might have liked to some peers and that'll get us out there that much more. I think I mentioned recently we're downloaded in about 20 plus, I think it was 26 countries we've been downloaded before. Astounding to me. We have listeners each week from, I know consistently from many different countries. We're just trying to get better at this. If you have suggestions about things to talk about, suggestions about guests, we would love to hear that but we're grateful for your being with us. We couldn't do it, as we mentioned each week without the sponsorship of the company. Tom and I work for Lead Smart Technologies. If you're on a digital transformation journey and looking to get your company to the next level on how you can include AI and deep learnings about customers, your teams and your overall business, we'd love to have a conversation with you. So we'll leave it at that. Anything to add, Tom?

No, I just want to thank everybody for all the comments. That was some great comments. I might go back and read them myself.

So yeah, that's. I in fact there were some things in there I want to go back and comment on, so.

Exactly.

Be very good. So if based upon that again, LinkedIn Live, YouTube Live, Facebook Live, a lot of the comments that we have, if you wanted to read those and you would listen to the podcast, the Lead Smart Technologies LinkedIn page is where this recording is at and you could go see some of the great comments that were made today as well. So we'll go from there. Tom. I wish. I'll sure be talking to you later today and we'll wish everybody a fantastic rest of your Friday and a great weekend. Be safe, be kind, do good things.