May 13, 2025 • 54 mins
Understanding your workplace priorities through the CACC framework helps you evaluate potential employers and find the right fit for your career goals.
• Culture assessment requires asking direct questions like "What kind of culture can I expect on your team?"
• Follow up by asking if that culture is unique to the team or reflects the broader organization
• Honest answers about organizational challenges often signal transparency and integrity
• Challenge evaluation should be tailored to your specific role and personal preferences
• Engineers might ask about involvement in problem-solving versus implementing predefined tasks
• Product managers can inquire about roadmap development and strategic input opportunities
• Autonomy discussions often yield inaccurate responses, so seek input from peer-level employees when possible
• Ask specific questions about decision-making processes and approval chains
• Compensation should be discussed early in the recruitment process, typically during initial HR screening
• Consider stating your current compensation while expressing flexibility based on the overall opportunity
• Use the powerful interview question: "What's the question I should have asked you but didn't?"
• The ultimate power move: end your interview with "Can't wait to see you Monday!" and act like you already have the job
Remember, you spend a significant portion of your life at work—make sure it's somewhere that aligns with what truly matters to you.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Have I ever failed you?
In February 1992, pepsiPhilippines announced they would
print numbers ranging from 001to 999 inside caps, crowns of
Pepsi, 7-up, mountain Dew andMiranda bottles.
Certain numbers could beredeemed for prizes which ranged
from 100 pesos about $4 UnitedStates money to 1 million pesos,
(00:25):
for a grand prize of roughly$40,000 US dollars in 1992.
Pepsi allocated a total of 2million for prizes.
A similar promotion known asNumeromania, later ran in Poland
in 1995.
However, on May 25th 1992.
(00:46):
Are you ready for this, clark?
Speaker 2 (00:47):
no, I'm not.
I don't.
Speaker 1 (00:48):
I honestly don't know what's happening abs, cbn
evening news programs, tv patrolannounced the grand prize
number for that day was three.
Four, nine grand prize winningbottle caps were tightly
controlled by pepsico.
Two bottles of the caps, thatday's winning number were
printed inside them and asecurity code for confirmation
had been produced anddistributed.
(01:08):
However, before the promotionwas extended to add new winning
numbers, 800,000 regular bottlecaps had already been printed
with the number 349, but withoutthe security code.
Theoretically, those bottlecaps were cumulatively worth $32
billion.
(01:30):
Oh my gosh, you're probablywondering what happened.
Speaker 2 (01:34):
Are you wondering what happened?
I am.
Speaker 1 (01:37):
Well, you'll have to tune in next time.
Speaker 2 (01:40):
Just wait.
Monica, and that was anotherepisode of CorporateStrategybiz.
Speaker 1 (01:46):
We'll see you guys next week.
That's your Pepsi trivia forthe week.
Aren't you so curious?
What happened?
You know what?
If you want to find out whathappened, you have to wait until
the end of the pod.
Then you'll find out whathappened with that $349.
That's right.
That's right.
$32 billion, uh-huh, uh-huh, ohmy gosh dude.
Speaker 2 (02:06):
What do you think happened I?
Speaker 1 (02:07):
mean what's, what's, what's your theoretical?
You know what, whathypothetically would happen in
this case?
Speaker 2 (02:13):
I mean, I think with the corporate scum that is out
there in the world, theydefinitely 92.
Still they, still they.
I think they reneged this, theyrenege it and they're like nope
, we're gonna pull it all back.
It's actually number 350,that's my guess.
They just, they just find outthe plus next time on dragon
(02:34):
ball.
Speaker 1 (02:34):
Pepsi, you're in for a shock, clark, a shock to your
core I'm excited.
Speaker 2 (02:41):
I am really excited.
I had no idea we were going tostart with that, but that was a
lot of fun.
Speaker 1 (02:45):
It's a little treat.
A little treat, a littlesurprise, a little tasty treat.
Why not A little carbonatedpoppin' beverage for you?
Start the day off the right waySugar, carbon, water in your
mouth.
Speaker 2 (03:01):
Well, today's a special episode.
You know why?
Why my birthday is tomorrow,woo.
Speaker 1 (03:08):
Woo, I don't think it picked up either of our woos.
I think it censored the woos.
Speaker 2 (03:12):
Yeah, I saw both of our green little soundbar things
go completely silent, so it didnot want the screaming.
Speaker 1 (03:19):
It did not want it, but I was going to say crappy
birthday, I don't know why, likethere's no reason for it.
Speaker 2 (03:30):
What is wrong with you?
What did I do I?
Speaker 1 (03:32):
was like who the heck says crappy birthday?
Speaker 2 (03:37):
I usually love that response it's someone's birthday
, you just go crappy birthday.
Speaker 1 (03:41):
My mind was just shouting in my ears like say
crappy birthday, say crappybirthday, say it Say.
Mind was just shouting in myears like say crappy birthday,
say crappy birthday, say it, sayit, say it.
I'm like I don't want it.
That seems mean, it doesn'tseem fun.
Speaker 2 (03:51):
it's really mean this is terrible.
Yeah, crappy birthday, clark.
Well, thank you.
And also I appreciate you, uh,wearing the proper attire.
You're dying, you're dying.
He is, he is Okay, people,people.
He is keeled over in his chair.
Happy birthday.
(04:13):
His face, his face is tomatored.
He is scooting his chair backand crying.
He's rocking back and forth.
Speaker 1 (04:24):
Goodness me, goodness me, I don't know what came over
me.
He's rocking back and forth.
Goodness me, goodness me, Idon't know what came over me.
That's why you should neverlisten to your inner compulsion
this is I have so many thoughtsright now.
Speaker 2 (04:35):
This is why they invented the game Grand Theft
Auto.
So people who have those innerfeelings of I just want to start
running people over.
They don't do it in person youdo it in the game.
Speaker 1 (04:45):
Do you know how many views that trailer got this week
?
Speaker 2 (04:50):
I have no idea.
Speaker 1 (04:50):
Probably a lot.
Is that why you brought it up?
Cause you saw the trailer.
Speaker 2 (04:53):
No, I didn't.
No, no, I was just thinkingback to a crazy coworker who
told us like he lets off steamby going home and just murdering
the hundreds of people.
Speaker 1 (05:02):
Serendipitous.
Serendipitous rockstar droppedtheir second gta 6 trailer this
week.
475 million views, holy cow.
Half a billion, half a billionviews in two days.
Half a b, that's literally.
Like you know, a tenth of theworld's population is going to
buy that game.
It's crazy.
(05:23):
That is absolutely one I'mgoing to check it out.
I mean, you know what?
Real talk, Real talk.
I thought the first trailer wasbetter.
Second trailer sets up a lot ofthe character arc.
It's a love story this time andI'm totally down for that.
Based on their history withprevious games and stories like
(05:43):
GTA 4, Red Dead 2, really solidstories I'm totally down for
that.
Like.
Based on their history withprevious games and stories like
GTA 4, Red Dead 2, really solidstories I'm very curious for
them to do a love story.
I think that'll work well,especially with, like, the dual
protagonist and the ability toswap.
But it's I mean, like I alreadyknew that from the first
trailer and like second traileris just kind of like.
It's given me.
It's.
It's given me all vibe, no ride.
You know what I'm saying.
(06:04):
I want to see what them carsdrive like.
I want to see what it lookslike when you run a person over.
Speaker 2 (06:09):
That's what I want.
I want to get that feeling.
I want to get that feeling.
Speaker 1 (06:14):
Things I can't do in real life Running people down
the streets.
Speaker 2 (06:20):
You know, I really hope our listeners have any idea
what you're talking about,because I surely don't.
Speaker 1 (06:25):
Nor do I Welcome back to Corporate Strategy the
podcast.
That could have been an email.
I'm Bruce and I'm Clark.
Speaker 2 (06:33):
How's it going, Clark , Bob check, Bob check.
Oh, thank you.
I haven't played GTA since SanAndreas and that was what early
2000s.
Speaker 1 (06:43):
Yeah, good one, that was a good one.
That was 2007?
Speaker 2 (06:48):
I think it was earlier.
Speaker 1 (06:49):
It might have been earlier.
You might be right.
I don't remember.
I think I was right.
Speaker 2 (06:53):
I was young to be playing that game.
Speaker 1 (06:58):
Yeah, I played Vice City in middle school, so it
couldn't be 2007.
Let's see San Andreas.
I'm going to re-guess 2024.
24 2024.
That's clearly wrong 2004,which it was, it's 2004.
My brain.
Speaker 2 (07:17):
Heads up.
Your brain is on some weirdwavelengths.
Today, crappy birthday.
Guessing San Andreas was 2024,when you obviously lived through
playing that game.
Speaker 1 (07:27):
Yes, I did not sleep well last night.
Oh no, I'm running on.
Little sleep, a lot of boba tea.
It's a dichotomy happening inmy brain chemistry right now.
That is going to unveil itselfthroughout this podcast.
Speaker 2 (07:43):
I love that.
Speaker 1 (07:44):
You doing the wiggles fingers at me.
Speaker 2 (07:45):
Yeah, I was, I was giving you the idea for the tea
some banger boba tea coming yourway.
Um, yeah, yeah yeah, yeah, yeah, it's a good day.
It's a good day.
I am very tired, but mybirthday is tomorrow, which is
exciting.
You will be there, be inattendance the wiggles.
(08:07):
The wiggles will also be inattendance, so I love them.
Everybody, be scared, beworried for us.
Um, I wanted to ask you aquestion I'm ready to give you
an answer because we both did alittle bit of a vibe check.
Sounds like you're low on sleep,so this is going to be fun.
How do you handle your birthdayin the workplace?
Speaker 1 (08:21):
I don't, no one knows it, which is no one has any
idea.
Yeah, and it was.
It was kind of annoying becausein my previous job, like some
of my bosses would give it awayand tell people and I'm like,
please don't do that, that's myprivate personal information.
I'd rather you didn't, uh.
But now when you're a director,ain't no one gonna go to like
the chief marketing officer andbe like, oh, when's bruce's
(08:41):
birthday?
No, I ain and uh, he wouldn'ttell anyway.
So I don't, no one knows mybirthday is.
I'll give them my astrologicalsign if they're, if they're so
curious.
But yeah, don't celebrate it,don't care about it.
Not a birthday boy, I'll go toyours.
Obviously I want to experiencethe crappy birthday IRL you
ain't getting.
Oh, I mean, the real reason I'mgoing to your birthday party is
(09:04):
because that Australianchildren's wonder group, the
Wiggles, will be there.
Can't wait.
I hope Anthony field shows upand you know, play some guitar.
But you didn't know.
I knew the Wiggles, did you?
Speaker 2 (09:16):
No, you're going way deeper than I expected.
Speaker 1 (09:21):
Boy do I?
Speaker 2 (09:27):
know the wiggles.
Clark asked me on a podcast.
So yeah, nobody.
So you don't like celebratingyours?
I'm the same way.
Now, I'm actually the same way.
I prefer people don't know mybirthday however, a very
unfortunate thing happened,which was not done under my
consent.
Our organization startedsending out happy birthday notes
to everybody's birthday.
What Was that day in ourorganization?
Speaker 1 (09:49):
Are you ready for something, Clark?
I'm ready.
Are you ready for one who hadto drop with you?
I'm scared.
So ours did the same thing, OurHR team.
I sent them a message and saiddon't you dare do this.
We work for a security companyand birthdays are private
information often used to accessaccounts.
You will not be posting happybirthday messages without
(10:11):
people's permission in thegeneral chat of Slack.
So now they check.
They're like no, that's totallyfair.
I'm like, yeah, it's totallyfair, Get out of here.
Wow, Good for you.
I rained on all the parades.
Speaker 2 (10:23):
Yeah, you're smart, see, I did that.
Years ago they did some sort ofsystem reset.
They started doing it again andI happened to filter all those
emails to a folder that I nevercheck, every single one from
that distro.
I was like I never check these.
And so it went out this yearand I was like gosh dang it.
How did I not know these thingswere going out?
And so I went and checked thatfolder filled everyday emails
(10:47):
about birthdays and I was likegosh dang it.
Now everybody knows.
Speaker 1 (10:52):
Yeah, I mean like no offense to your, your birthday
tomorrow.
I mean, I have one too but likeI think people treat birthdays
so seriously and it's like,firstly, firstly, my brother and
Odin, you didn't choose to beborn, you were.
Let's not celebrate that, let'snot celebrate an action that
was forced upon you without yourconsent and we're going to just
(11:13):
celebrate this specific dayevery year at the same time,
like who can't?
Everyone does it, everyone hasa belly button.
Like, like, who can't?
Like you want a trophy?
Do you want a trophy for beingborn, literally the easiest
thing that you could do?
I mean your mother, obviously,that's different, but like,
literally the easiest.
(11:33):
Yeah, I just existed, I cameinto existence.
Speaker 2 (11:36):
You didn't actually do anything.
You were somebody else.
Somebody else did you.
How does that sound?
Someone else did you.
Speaker 1 (11:49):
That's how you came into resistance Sounds wildly
inappropriate, but yes, you'recorrect.
And it like why can't wecelebrate something cool, Like,
oh, you know, I'm going tochoose to celebrate the day that
I won the state actingtournament.
You know, my state thespianchampionship.
That's what I want to celebrateevery year.
Come, come join me for acelebration of actual
accomplishment in my life, Notjust existing.
For another year.
Come join me for a celebrationof actual accomplishment in my
life, not just existing foranother year, not just existing.
(12:10):
I didn't choose this.
Get out of town.
Speaker 2 (12:13):
Yeah, I was curious what your thoughts were.
Mine are the same way.
I would prefer people not toknow because I don't want to
make it a big deal.
I mean a lot of the times likeI'm actually surprised they
didn't do it this time.
A lot of the times I'll takethe day off, like if it's my
actual birthday on the week,I'll just be like, oh good
excuse to just not work today, Iguess.
Great excuse.
Speaker 1 (12:32):
Yeah, yeah, it's like it's not because I'm doing
anything.
Tell you that I I have donethat before and especially if
it's if my birthday is on aweekend or a monday, like, oh,
just take the day, because yourboss will be like, oh yeah, no,
(12:55):
I see why you're doing this inthe calendar, but no one else
needs to know yeah, no one needsto have any idea.
Speaker 2 (13:01):
See, I remember back when we started working in big
corp, our manager used to getpeople cakes.
You remember that?
Yeah, have a team meeting, youwould get the cake.
You'd bring it in.
It was very thoughtful.
I'll be honest, I am not thatgood at creating culture.
He was great at creating like,a positive culture, making
(13:22):
people feel happy in theworkplace.
Yes, I am not good at that.
Speaker 1 (13:28):
Nor am I.
Nor am I.
I just I'll just come out andsay I don't like celebrate.
What I like to celebrate isaccomplishments.
If you do a good job, I'm goingto send you a letter not
handwritten, but you know likean email or a Slack message to
say, hey, you really crushed it.
Yeah, thank you, and this willbe remembered at review time.
(13:48):
Fyi, like where it matters most, in the paycheck, don't, don't
you?
Don't you worry?
Speaker 2 (13:54):
yeah, I got you I got curious what other people.
I'm curious if other people arelike I love the birthday
announcement, I love thebirthday cake, I love the
pageantry, and I'm curiousbecause I I had and I love my
team.
So I'm gonna caveat this forwhenever they listen to this
sometime in the future, all 600episodes they're gonna have to
(14:14):
find it in the 600 episodes.
But in case they ever do, uh, Ithink the the thing that I want
them to remember when I, whenI'm about to say this, is I
appreciate them.
They did a little birthdaything for me one year and like I
was appreciative, like it wasfine.
They threw like a littleconference room thing and like
it was fine, I appreciated thethought.
(14:35):
I just didn't need it, you know, I just was like I could have
gone my whole day without that.
But thanks for being thoughtful, I guess.
Speaker 1 (14:42):
I love it.
I feel that I vibe with that sohard.
So I mean, you've heard that.
You've heard that.
Like the, the concept of love,languages yeah Right, I'm sure
you've heard that and like somepeople like praise, some people
like gifts, some people likenothing at all, I do think that
there is like some psychology inall of this.
I think you and I definitelyskew a very specific direction
(15:05):
when it comes to I want to berecognized for the things that I
do not, for the things that Idon't do.
Right, like, if you give mepraise for nothing, I'm going to
slap you across the face Likeno, don't do that, don't do that
, criticize me.
You better criticize me for notdoing the thing that you're
criticizing me for.
Speaker 2 (15:21):
I want some hard feedback.
That's what I want.
Give me that hard feedback,good criticism.
Tell me how it could be better.
That's what I want.
That's what fires me up.
Speaker 1 (15:29):
It does, it's a gift, especially when it's good.
I will say it's not a gift whenit's like oh, that's not
helpful feedback at all.
In fact, that's not helpful,you missed a period on that
slide.
Speaker 2 (15:42):
You should have done better.
Speaker 1 (15:43):
It's like actually none of the slides have period.
It's a stylistic choice, butthank you for noticing.
Thank you, and please continueto send me these kind of pieces
of feedback.
Speaker 2 (15:52):
Any email on saturday , please, it's a great use of
all of our time.
Thank you very much.
Please can I?
Speaker 1 (15:59):
have some more really appreciate you doing this
product manager.
Speaker 2 (16:03):
Um yeah yeah, anyway, that's.
I'm actually happy becausewe're in a hybrid work schedule,
so we don't go to the office onfridays, and thankfully today
is the day before the weekendand I did not have to worry
about anything happening in theoffice.
It just happened over our chat.
(16:24):
I am, everybody was like happybirthday and I'm like gosh, dang
it, but at least there wasn'tsomething formally in the office
.
Speaker 1 (16:30):
That's better, better than that, love it.
I've been on vacation all week.
I've only logged into my emailto approve someone's PTO request
.
That's it, nice, I like that,that's it Nice.
I like that, that's the onlything I would do.
Other people have asked forhelp, but I won't help them,
sorry.
No, it's your week off.
A PTO request.
Absolutely, enjoy your life.
I'm going to help you enjoyyour life, but everything else,
(16:51):
nah, nah, it's off the books.
So I'm kind of confused aboutsomething You're not sleeping
well on.
Ah, that's right, and I don'tknow why.
I just had, like I had,recurring nightmares last night,
like it was really weird.
I don't know why it was strange, but I kept waking up like cold
sweat, fear about these verystrange happenstances that were
(17:15):
occurring in my dream.
Huh yeah, very strange.
I didn't sleep well because ofthat.
Speaker 2 (17:20):
It's probably about this podcast, wasn't it it?
Speaker 1 (17:21):
was it, was it's like this podcast, wasn't it?
It was, it was.
I was like, oh, what if wedon't have a topic?
What will we do?
Speaker 2 (17:27):
What will we do?
What if I tell someone crappybirthday instead of happy
birthday?
What am I going to do?
Speaker 1 (17:36):
How am I going to turn that into a five-minute bit
on this podcast?
Speaker 2 (17:39):
that is a nightmare.
That is a nightmare yeah we'rehere.
Should we talk about somethingwe're already?
Speaker 1 (17:46):
here we're rambling.
Should we do, we're recording.
I mean when in Rome?
Speaker 2 (17:52):
I mean I mean, you're here, I'm here, craig's here,
like we might as well have somefun cameras are on, mics are on.
Speaker 1 (18:01):
I got no place to be.
I'm not working today.
Lay it on me.
Speaker 2 (18:04):
We're wearing a similar color shirt we obviously
coordinated this.
It's looking very nice, veryplain gray shirts.
Speaker 1 (18:11):
Prepping for a big birthday bonanza tomorrow.
Speaker 2 (18:14):
Prepping for it Calling up the Wiggles, just
making sure they're confirmed.
Speaker 1 (18:18):
Making sure Anthony Field's going to be there.
Wiggles reference Dropping itfirms.
It's great.
Speaker 2 (18:23):
Making sure Anthony Field's going to be there.
Wiggles reference Dropping it.
You know your Wiggles.
I think we need to carry on ourconversation from CAC.
We talked about CAC.
We talked about state of ourCAC.
I talked about how your CAClooks, how your CAC feels.
Now I want to talk about howyou evaluate CAC in the
interview.
A quick little update for thepeople as you're interviewing,
(18:45):
you're shopping around companiesNow that they know their CAC.
All the new listeners havesized their CAC.
They've made sure their CAC isup to speed.
I don't like this.
I don't like this one Now Ithink they need to look at.
If I'm pulling plan E and I'mlooking at companies, how do I
know if they're going to matchmy CAC?
Speaker 1 (19:03):
Yes, yes.
Firstly, before we, I'm justdigesting everything you just
said, but which is not workingLast week's episode.
If you didn't listen to lastweek's episode, boy, are you
missing out?
You're just missing out on allthe information about CAC,
(19:25):
specifically culture, autonomy,challenging compensation and
rather than us rehash that forour study listeners, that did
happen to listen to last week'sepisode.
It was a bonus pod.
It was a bonus pod.
By the way, you got a twofer.
Go listen to that.
It was short, it was sweet, itwas 20 minutes.
Listen to that.
It was short, it was sweet, itwas 20 minutes.
Listen to that and then comeback and listen to the rest of
this and then, when you get tothe end of this, you'll get the
(19:47):
rest of the Pepsi story too.
So I mean, what a fortunateepisode this is for y'all.
But yes to your point, clarkhow does one evaluate a catch at
the interview process?
Speaker 2 (19:57):
Yeah, so yeah, if you are too lazy to go back and
listen, it's culture, autonomy,challenge, compensation.
I'm just going to remind youwhat CAC is.
It's used to basically assessyour workplace happiness.
What do you value, what do youprioritize, and so it's
important that you find aworkplace that is also going to
match kind of what you value inbeing happy in the workplace.
(20:18):
Because you spend a lot of timethere, you should be happy in
it.
You should enjoy what you do.
So in an interview, there's alot of ways to assess CAC, but
if you're in the interviewprocess, it's all about what
questions you come up with.
It truly is on you.
Like, whenever they say whatkind of questions you have,
don't say, oh, I got noquestions.
Or don't be like, yeah,everything sounds great.
(20:39):
Or like what's the pay?
Again.
Like truly try to ask questionsaround how essentially you're,
how happy you're going to be,because they need to sell
themselves to you just as muchas you need to be able to sell
yourself to them.
And so, as you're looking atthat, you know maybe we start
with the first.
How would you evaluate goodculture?
What kind of questions do youask?
Speaker 1 (20:59):
I mean this one's really easy for me because I
just come out point blank andsay it.
I say what kind of culture canI expect on your team?
It's broad, it's open-ended,and the nice thing about it is
they have to fill in all themblanks, like they can't say oh
yes, we have a culture Like.
If they say that run, mostnormal people will think like,
(21:20):
oh geez, well, I have toactually talk about, like I
think about for a second, whatis our team's culture and then
summarize it for the interviewee, without giving away all of the
secrets, and make it.
You know, there's gonna have tobe a little bit of a read there
on the interviewee side, or theinterviewer's side too.
It's like do does this person?
If I like this person, I wantto get them on board.
Like I have to.
I want to get them on boardLike I have to.
(21:40):
I have to sell them on ourculture with this question.
So it's a I think it's a reallygood one to come in just very
broad, just straight up, askwhat is the team culture like
and then, if you get an answerthat you like or dislike, you
can always follow that up with.
Is that unique to your team oris that organizational as a
whole?
Right, so you can even expandthat.
(22:01):
That's a.
That's a two-part question tohelp fill in your interview time
.
That gets them on the back foot.
They have to fill in all ofthose blanks for you, yeah.
Speaker 2 (22:09):
It's a great question and it also puts to your point
like you're kind of re-engagingthem, makes them think about it,
and it also shows that likeyou're asking questions because
obviously you're interested inworking there, so you're asking
questions about their team andyou're thinking about the
broader workplace, making youseem like a more experienced
employee, because it's like notonly did you ask about this team
, but then you asked about thebroader organization and a lot
(22:32):
of the times, like a team isgreat, the broader organization
might really suck.
You and I have been on teamslike that where it's like team's
awesome, rest of theorganization sucks and where
it's like team's awesome, restof the organization sucks, and
so it allows you to get a realgood feel of being like, okay,
this manager seems great, teamseems great, but if the rest of
the organization suck, how isthat going to impact the culture
here on this team at some pointin time in the future?
Speaker 1 (22:53):
I mean, if I receive an honest answer there like team
culture is great, love it.
We do everything we can to makeit as like, friendly, open,
communal as possible.
Organizational culture needssome work.
I'm I'm immediately moreinterested in working at this
place because, like now, I knowlike I can trust this person.
They probably have been throughthe same level of crappy
(23:14):
birthday that I have and we'regoing to get along great.
Like you, you've now passed myvibe check on the culture by
being honest with me.
Speaker 2 (23:23):
Right, yeah, I love when you're interviewing for a
place and it gets to a pointwhere they're just being honest
and you can tell like theintegrity is there, being like
listen, it's not all sunshineand roses.
Like we have our challenges.
Here's a couple of ourchallenges.
And I think that's anotherthing you can do is like ask
about okay, so what are some oflike the challenges that you
guys face as a team?
It kind of goes into theculture aspect but helps you
(23:45):
understand a little bit more ofthe work of being like what's
your biggest challenge as a team?
And I love asking that as likea follow-up to culture or maybe
another way to ask about culture.
Or, if you have multipleinterviews and you already asked
about culture, ask aboutchallenge, because then you can
kind of learn like what is adifficult part about working on
this team or working for thisorganization.
Speaker 1 (24:03):
I do think that there is an opportunity to hone the
question a bit when it comes tochallenge for your preference,
right?
Because, unlike culture, whichis generally something that is,
it's broad strokes I got tounderstand like are you friendly
, Are you communal?
Is everyone independent?
Like heads down, Like there areways to evaluate that I think
(24:23):
challenge means a lot ofdifferent things to different
people.
So if you're in an, like anengineering interview and you're
like, you know how challengingis the work, what might be
challenging for some is notchallenging for you.
So I think it's for thisquestion specifically, it's
worth you quantifying, like,what you're interested in.
I love difficult programmingassignments.
(24:45):
You know I code and go on theweekends for fun because I hate
myself.
Like what, what's theexpectation here when it comes
to getting outside the box andgoing beyond just writing
meaningless for loops all day,right, Like you can you can
obviously don't ask it with thatamount of snark and sarcasm,
but like you can tell a littlebit about yourself in that
(25:06):
question while you're asking itto have them evaluate for you
what the challenge is going tobe like, they might say you know
what that's super cool.
Like it's good to have yourlevel of energy and enthusiasm.
Unfortunately, a lot of thecoding assignments here they're
a little more high level.
It's a lot of, you know, sortof repeat task code review.
We don't get too deep in theweeds on some of the more low
(25:27):
level concepts here.
It's a good answer, right,Because now you know what kind
of work it is.
And if that's a checkbox foryou, great.
If it's not, well, that's alsogreat.
Now you're able to filter thisthing out.
Yeah, absolutely.
Speaker 2 (25:39):
Yeah, and specifically for engineers, I
love that question and just tobuild on it and be like you know
how.
How involved are we in actuallylike coming up with the solve
for the problem?
Are we just handed, like the,the coding tasks that we need to
do, or do we are we involved inlike, hey, here's the problem,
how can we solve it?
And if you're more on like the,I want to be challenged and I
want to approach like how tosolve problems rather than just
(26:00):
be handed solutions.
I think if you're looking forthat, like, that's a really good
way to evaluate it from anengineer's standpoint.
Speaker 1 (26:07):
I know I was looking to phrase that too.
Speaker 2 (26:09):
Yeah, yeah, that's a great, great question, and if
you're on like the productmanagement side, you know, you
can ask like hey, you knowroadmaps.
I think it's really importantfor me to understand like the
broader vision and kind of comeup with different strategies to
approach it.
Is this more of like top downyou know they create the
roadmaps and we execute againstthe roadmaps or is this more of
we have to build and own andoperate our own roadmaps and
(26:30):
essentially bubble those up tosee how it aligns with the
strategy?
And that kind of feeds a littlebit into the challenge, but
also a little bit into autonomyas well, to be like do I have
any power for decision-making,or is it truly just going to be
like, okay, you tell me what todo and I just go do?
Speaker 1 (26:44):
it.
This is the one I actually needhelp with.
Uh, because and I startedthinking that when you were,
when you're going, it's likechallenging autonomy can be very
tightly linked in this questionand in the past I have
literally asked people like, howdo we work together?
Because I'm curious, likeespecially in marketing.
Right, marketing can go a lotof different ways.
(27:05):
It can be everything falls onBruce, bruce is responsible to
everything, or it can be well, Iam very involved in marketing,
even though it's not mydepartment, it's not my job,
it's not my focus.
I like to get my fingers in itand tell you what to do, and
I've had to ask people beforelike, how involved are you with
the marketing process?
And I've had them lie to me,which is interesting.
(27:27):
But, uh, like you know and it'sbecause for me we've talked
about this, I value autonomymore than anything.
So I'm asking the people on thecall, like if they're not in
marketing directly, and I'mdoing some kind of cross
organizational interview, howinvolved are you with marketing?
Because I've been burned beforeby, specifically, product
management getting in my crapall the time, even though they
(27:49):
shouldn't be, and they continueto be.
So you know, it's interestingand I will say the answers I've
gotten have not been accurate,with the outcomes that go with
that question.
So I need a better question forautonomy.
Speaker 2 (28:03):
Yeah, it's always a tough one and I think you can to
your point.
It's like you get oneperspective from the hiring
manager and somebody who's likerunning that division.
You get a different perspectivewhen you're doing like a team
interview or interviewingsomeone on the actual team and
you get an even betterperspective from someone who is
like there's an interview stepcalled the peer review process
(28:26):
and typically they'll pull inone of the partners from
engineering, from marketing,from product management,
somebody that's not on theirdirect team, to be like I want
you to interview with thisperson because you're going to
have to work with this person.
That is a great person to askthese types of questions,
because they have an outsider'sview to the team you're going to
be working on and I think youcan ask those types of questions
and they're probably going tobe honest with you because
(28:46):
they're like I don't know thisjob, I don't know what sucks and
doesn't suck and what they careabout, what they don't.
So I'm just going to give youthe answer when a hiring manager
or somebody on the team isprobably to give you a more
optimistic look.
Speaker 1 (28:56):
That's a good point.
That's a really good point.
And I unfortunately I never getthe opportunity to do peer
reviews.
I'm always interviewing withmanagement or leadership, so
when I ask the questions, I'mgetting management or leadership
answers.
But if I could actuallyinterview a peer, oh my gosh, I
would never take any job everprobably.
Speaker 2 (29:15):
Yeah, yeah, you'd be like Ooh, this sounds terrible.
You actually hate those guys,don't you?
Speaker 1 (29:20):
I mean, it is a gift of mine to get people to open up
and tell me everything, so Iwould probably ask them the
questions that they would giveme the answers to, and then I'd
never work anywhere.
You just quit working alltogether.
It's not going to work for me,sorry, don't get my vibe.
Speaker 2 (29:39):
Yeah, yeah.
I always force anybody joiningmy team to do a partner
interview because I want to knowlike my partners they're going
to work with all the time.
I'm like I need them tointerview this person so I can
get a totally differentperspective and also I can
understand, like, what kind ofquestions did they ask this
person and particularly, youknow it just gives that you know
those partners, an idea of whoyou're hiring and who's good and
(29:59):
who's bad, what they saw thatwe didn't see.
So just different perspectives.
Speaker 1 (30:05):
Have you ever had someone that you interviewed, or
do a partner interview, comeback to you and say I'm not
interested in the job because ofthe partner interview?
Speaker 2 (30:10):
I've never had that, but I have had partners be like
hey, this person really sucked.
And then I'm sitting there likethey actually were really great
, like I got to dig into this.
What is the disconnect?
Speaker 1 (30:22):
Yeah.
Speaker 2 (30:23):
That happens too.
Speaker 1 (30:24):
It's very interesting .
You can learn a lot aboutpeople.
You can learn a lot about yourco-workers from having them
interview people.
It's a good activity.
Hold people when you don'tnormally do.
That's just the side tangentpro tip for this episode.
Speaker 2 (30:38):
Yep, might as well, I agree.
What haven't we touched yet?
Compensation, last one.
Compensation the hard one Mightas well, I agree.
What haven't we touched yet?
Compensation, last one.
Compensation the hard one, thehardest one.
This one's always awkward,isn't it?
Yeah?
Speaker 1 (30:47):
it is.
You definitely want to talkabout it with, like your, the
team manager.
This is not appropriate tobring up with anyone outside of
the HR side of things and youlet them negotiate.
Speaker 2 (31:02):
You can bring it the hiring manager, I guess, because
I have talked compensation withhiring managers before but like
it's, it's those twoindividuals, no one else, right
yeah, yeah, it's usually like Ithink about hiring for my team
and I know the range, the hiringmanager knows the or the uh,
the hr manager knows the range,but the person on my team who's
(31:25):
going to be managing this persondoesn't really know the range.
They've got a ballpark of whatthey make, they know what their
team makes, but they don't knowthe range that this person would
be eligible for to that level.
So, exactly to your point, it'slike the HR person who calls
you and does an initial screento be like are you a decent
human being?
Can you actually hold aconversation?
That person, probably one ofthe first questions they're
(31:46):
going to ask you being like okay, cool, you're interested in
this position.
Like what salary range are youlooking for?
Like they're very much going tokind of start with that
question before you actually getto like face-to-face interviews
with the team.
Speaker 1 (32:03):
It's a little bit of a red flag these days.
If you don't get that on thefirst call Like not on the first
call, but like on the firstserious HR call, where they're
actually talking about puttingyou in front of other people If
they don't have an idea of whatyour range is, that's a bad sign
.
Yeah, that's a bad sign.
Speaker 2 (32:17):
And it could surprise you, but I think more more
often than not, it is a bad sign.
And then also, like you couldwaste a lot of people's times
because your salary range mightbe a lot higher than what they
actually might be able to offeryou.
So it saves everybody some timeif they're like okay, your
range is like 50% higher thanwe're going to go, we're going
to offer, are you stillinterested in this position?
(32:38):
But I've had the weirdsituation I don't know if you've
had this too where I think I'vegiven a range that's
automatically like disqualifiedme from getting to anyone yes,
individually which kind of suckstoo, cause it's like, but I
actually really like solvingthis problem.
So like I'm willing to beflexible, but also like I don't
want to give, I don't want toget a low ball and that's what
(32:59):
I'm trying to avoid.
Speaker 1 (33:01):
So I've had that conversation before and I've
said, like here's what I maketoday.
I'm really interested in thisopportunity and I'm willing to,
you know, consider other optionsbased on you know what, what is
available for you.
But I think also in thisprocess I will show you that I
am worth the value that that Iasked.
(33:24):
I love that uh, yeah, veryconfident answer yeah, I always
and this is probably, this isprobably as much as a problem as
it is a solution I always actlike I have the job and I'm the
one rejecting them.
Yeah, I've never been rejectedfrom a job interview.
I've rejected the jobs.
Speaker 2 (33:49):
I have been rejected from job interviews, but I
didn't do it that way.
Speaker 1 (33:51):
So maybe, maybe that's a pro tip.
Yeah, I mean to be fair.
Who wouldn't want me at theircompany?
You know, I'm just throwing itout there.
Speaker 2 (34:00):
Oh, I love the confidence.
I'm just going to go into intomy next interview and at the
very last interview I'm justgonna be like, yeah, I can't
wait to get started on Monday,I'll see you then.
I just ended right there howincredible power move.
Yeah, I love that you get afree trial, you get a one week
free trial of clark.
Speaker 1 (34:21):
I start monday, by the way.
Uh, you get a one week freetrial.
Better be starting getting paidafter week one.
Speaker 2 (34:26):
Just fyi, that's in the how would you react as the
hr manager?
Wait, what did they just say?
Speaker 1 (34:34):
that's the ultimate power power move.
I'm going to go post a LinkedInpost about this after this.
Speaker 2 (34:41):
At your last interview, make sure you say
can't wait to see you on Monday,I'm excited to get started.
You don't even have the job.
Speaker 1 (34:46):
Pro tip LinkedIn fam, don't just act like you have
the job.
Have the job, just startworking, trust me.
Speaker 2 (34:54):
Just show up at the office and say you belong to
work there looking for my badgeand laptop.
Speaker 1 (35:00):
Do you have it?
Speaker 2 (35:04):
I'm dying like imagining someone actually doing
this like that.
That would be the funny.
I honestly might just be like Imean, hell, they're already
here, just like, let's see whatthey got.
I mean, 30 days.
Right like, let's go that wouldbe so funny.
Speaker 1 (35:20):
Man.
Speaker 2 (35:20):
I'd have so many questions coming out of that for
, like, I'd be like calling theHR person.
Did you offer them somethingLike how did this go down?
So, long story short, these aresome pro tips on how you can
evaluate CAC, and I think you'vegot to start by listening to
that other episode.
You know evaluate.
You know which one of thosethings culture, autonomy,
challenge, compensation matterto you most, in what kind of
(35:41):
order?
And then ask the probingquestions that hopefully give a
little bit of insight behind youknow, the curtain of what is
actually going on in that team.
I've had so many people thatI've interviewed that the
questions they ask are justboilerplate kind of boring
questions, and it does tell melike they're not that
experienced, like somebody whoactually knows what they want
and what they're looking for andis not just desperate for a job
(36:03):
, is going to ask really goodquestions that are probably
going to make me pause for asecond and be like man how do I
answer that?
But I usually get the ones andthis is usually when people I'm
just like I'm probably not goingto get the job.
They're not that qualified, theinterview wasn't that great.
They'll ask, like you know,very basic questions of like,
what do you enjoy most aboutworking there?
And that's not a bad question,but it's just like a boilerplate
(36:24):
question.
That's just asking you know,just something that anybody
could ask, anybody.
I think, if you want to dig onelevel deeper and like
understand, do you want to besold to this company?
Do you truly want to work there?
You got to think a little bitdeeper on what types of
questions to ask the um, the protip I'll offer.
Speaker 1 (36:43):
I think I've done.
I've offered this multipletimes now, but who knows who
listens to this, especially whenyou get this late in the pod.
If you're an interviewer, thisis my favorite question of all
time.
I've never had it fail on me.
I get, so I get moreinformation out of this question
than anything else, which issad.
But I always ask everyone Iinterview what is the question?
I should have asked you butdidn't, and I legit like it has
(37:07):
never failed me.
Speaker 2 (37:08):
It's never once failed me in snipping out great
candidates yeah, yeah, becausethe really good ones are going
to be prepped and they're goingto be ready to answer a plethora
range of questions and whenthey go through an interview
they're going to be like yeah, Ireally prepped for this,
thinking this was going to be afocus point, and I'm surprised
(37:29):
you didn't ask.
And it's interesting because,yeah, it lets you know they were
really prepped.
Maybe I asked them questionsthat didn't help them shine and
I might want to do a follow-upinterview exactly oh, I didn't
see what I wanted to see, butthey were so prepped on this
which is important, like maybe Ineed to have another interview
with them you know it's funnytoo, is everybody asked that
question?
Speaker 1 (37:49):
I just ask what's the question I should have asked
you?
I never tell them give me theanswer.
They always answer the questiontoo.
Yeah, like every single time,and I'm good with that.
I want them to.
But like it is funny, like youcan't just give me the question.
Speaker 2 (38:02):
Oh yeah, you should have asked me what my favorite
color was you should have askedme uh, what's my favorite part
about being unemployed?
Speaker 1 (38:09):
that would have been a great question I've never just
gotten a dead question back,but, uh, I'm looking forward to
the day that I do.
I hope that it happens.
Oh, I can't wait to hire.
Speaker 2 (38:24):
Yeah, I can't wait till the person I interview just
tells me at the end yeah, Ican't wait to get started.
Thanks for the job offer.
I'll see you monday.
Hired you're immediately hired.
Speaker 1 (38:34):
If I'm interviewed, they're gonna they're gonna look
you dead in the eye and they'regonna be like thanks for the
job, clark, and you're gonnahave this moment of like panic
well up inside you, like wait,did I just get played?
Speaker 2 (38:47):
what happened?
That happens?
You're hired.
Speaker 1 (38:48):
I don't care what the role is, I don't care how
qualified you are hired on thespot, look them square in the
eye and just say thanks for thejob.
Clark, just like that, that'dbe incredible.
Speaker 2 (39:01):
Hey, speak to Clark.
Speaker 1 (39:03):
Oh, boy, yeah, go ahead.
Speaker 2 (39:05):
I was going to say we've left the people hanging
for a while.
What's the answer?
What's the end of the story?
Speaker 1 (39:13):
I'd love to give it to you, but first we have to
address something.
Speaker 2 (39:18):
I don't want to.
I don't want to.
Speaker 1 (39:20):
I know what you're trying to avoid, but we play a
game on this podcast called whatDo you Meme With an M.
It's a podcast game where wedescribe memes which are often
visual in nature with our mouthparts.
And it's clark's turn the wayhe plays uh, going to our, our
discord by looking at the thelink tree and your your podcast
(39:40):
show notes joining our discord.
It's a great community, goodpeople, good vibes.
Occasionally they'll post memesof things from the previous
episode and, clark, it's yourturn to describe the two gifs
the bourgeoisie correspondent,alex ristrepo, has posted in the
what do you meme channel.
So go ahead, clark, describethem do I have to?
(40:02):
you absolutely do.
It's the rules of the game.
But it's my birthday, but it'syour crappy birthday oh, fair
enough, fair enough.
Speaker 2 (40:14):
Okay, I going to get prepped for this one.
I'm watching it over and overagain and, like I just have more
questions, start with the first.
I kind of want to do the firstone last Okay.
Okay, just because I feel likethe second one needs to be
(40:34):
addressed first.
Speaker 1 (40:35):
Because I have so many questions.
I like where you're going.
Okay, let's do it okay allright.
Speaker 2 (40:41):
So imagine if you will, you've done this before
you go to a gas station, youpick up a single slice pizza
that's been sitting there allday.
You get the little box, it's aperfect little triangle.
You pop your pizza in there andyou're like great, I can't wait
to go home and eat this pieceof pizza.
And so, as you're getting ready, you're getting home, you're so
excited you get your favorite,you know condiment out.
(41:02):
Maybe it's garlic, you knowfrom Papa John's, or maybe it's
ranch, maybe you just reallylove ranch, yeah, so what you do
is you say, great, I can't waitto eat my piece of pizza, let
me get my condiments ready.
I'm going to sit down, I'm goingto prep myself to eat this
pizza, and you know you could doit like a normal person.
You know, just dip a littlepiece into it, wait till you get
(41:22):
to the crust, dip a little bitin ranch.
I enjoy doing that from time totime.
You could also choose to prepto eat this pizza by bathing in
ranch and be covered in it andand be covered in it and then
proceeding to, rather than justsprinkling a little bit on your
pizza or dipping the crust,stick your whole hand in a vat
of ranch, a giant yellow bucket,and shoving it into your face,
(41:45):
which is subsequently covered inranch.
Your hair is covered in ranch,your whole body is ranch at this
point.
That's what this gif is.
And then, of course, naturally,you followed up with holding
your ranch bucket up to the sky,putting on your sunglasses, and
you say ranch it up.
Speaker 1 (42:03):
Who wants some ranch Clark?
Firstly, excellent job,excellent job.
I had more questions from yourdescription than I did from
watching the GIF itself.
So good job, Good job there,clark, who buys a single slice
of pizza.
Speaker 2 (42:22):
Yeah, who does that?
I mean to be fair, like lookingat the GIF, which is not great
quality, it looks like a goodpiece of pizza.
I mean it doesn't look bad.
Yeah, it doesn't look like abad piece of pizza.
Speaker 1 (42:33):
Also, did you notice at the end of the, the gif, the
second he takes the bite likethere is a recoil, like this
person rethinks every singlelife decision they've ever made
once that bite goes in theirmouth like it is, it's that
moment of realization.
Speaker 2 (42:52):
This is one of those things you just like can't take
your eyes away.
You know, like in the moredetails like you start to pay
attention to.
Let me look at the surroundings.
It's a dark room.
They've got a black paintednail.
That's in a point.
Speaker 1 (43:06):
Black thumbnail yeah.
Speaker 2 (43:08):
Black thumbnail.
They've got long hair justcovered, doused in ranch.
I just have so many questions.
The table is pretty clean,which I'm actually really
impressed Like.
The table that they're on isspotless until they get ranch
all over it so many questions,so many questions, but so many
(43:29):
answers.
Speaker 1 (43:29):
Thanks to you for playing that game, Clark Paul.
What do you mean?
Now I think it's time we talkabout the aftermath.
I'm so excited.
Thousands of Filipinos rushedto Pepsi bottling plants to
claim their prizes Because, asyou can remember, at the
beginning of the episode, 349was not printed on two bottles,
(43:51):
but 800,000.
Hundred thousand.
The PCPPI initially respondedto the erroneously printed
bottle caps that had noconfirmation security code and
could not be redeemed.
The following morning,newspapers announced that the
winning number was actually 134,adding to this confusion.
After an emergency meeting ofPCPPI and PepsiCo exclusives at
(44:14):
3 am on the 27th, the companyoffered 500 pesos $18, to the
holders of mistakenly printedbottle caps as a gesture of
goodwill.
This offer was accepted by486,000 people, costing PepsiCo
$8.9 million.
Oh my gosh.
But that's not all, there'smore.
Many irate 349 bottle capholders refused to accept
(44:39):
PCPPI's settlement offer.
They formed a consumer group,the 349 Alliance, which
organized the boycott of Pepsiproducts and held rallies
outside of the offices of PCPPIand the Philippine government.
Most protests were peaceful,but on February 13th 1993, a
school teacher and afive-year-old child were killed
in Manila by a homemade bombthrown at a Pepsi truck.
(45:01):
In May, three PCPPI employees inDavao were killed by a grenade
thrown into a warehouse.
Pcppi executives received deaththreats.
As many as 37 company truckswere overturned, stoned or
burned.
One of three men accused by theNBI of orchestrating the
bombings claimed they had beenpaid by Pepsi to stage the
attacks, to frame the protestersas terrorists.
(45:22):
Then Senator GloriaMacapagal-Arroyo I just
butchered that name suggestedthe attacks were being
perpetuated by rival bottlersattempting to take advantage of
PCPPI's vulnerability.
The Committee on Trade andCommerce of the Senate of the
Philippines accused Pepsi ofgross negligence, noting it was
involved in a similar fiasco inChile just a month before the
(45:44):
349 incident.
Wow, people died.
Speaker 2 (45:52):
That is insane.
I mean, only half the peopletook the settlement, that's
right, and like half of themwere part of this alliance
literally the 349 alliance,which I.
Speaker 1 (46:04):
That's the best name ever.
I love that name.
Like I'm surprised because ofthis bottle cap it's incredible.
Speaker 2 (46:10):
You rally around a cause against big corp.
What story.
But it's really unfortunate.
People died Like Holy cow.
Yeah, it went to, I mean therewas literal terrorist attacks.
Speaker 1 (46:20):
Bombs were grenades.
Like military grenades wereused because of this stupid
prize bottle.
This is the power of marketing,right?
Like if you mess up marketing,your life could be in danger.
Like I don't want to belittlethe violence and death that
happened here.
This is like for realsies.
(46:41):
Marketing is powerful and whenyou play with people's, you know
ability to feel like they'vegotten what they deserve or not.
That's how jokers are made.
Speaker 2 (46:53):
I'm just saying it's true, it's how jokers are made a
whole line about this for anevil villain.
That is insane.
So they never got like asettlement for like a lawsuit or
something at the end uh, sowell clark, I guess if you're
asking me to read the nextsection.
Speaker 1 (47:11):
About 22 000 people took legal action against
PepsiCo.
At least 689 civil suits.
5,200 criminal complaints forfraud and deception were filed.
On January 1993, pepsi paid theDepartment of Trade Industry a
fine of 150,000 pesos forviolating the promotion's
approval conditions.
On June 24, 1996, a trial courtawarded the plaintiffs of the
(47:33):
lawsuit 10,000 pesos, about $380each, in moral damages.
Speaker 2 (47:38):
Wow, so they did better than the settlement or
whatever it was.
Speaker 1 (47:45):
Yes, I mean, I don't know if the moral of the story
is hold out and sue becauseyou'll get like a few pesos more
, but that is indeed whathappened in this case.
Speaker 2 (47:56):
I mean, it's a takeaway you can hold out and be
like no, no, I'm waiting forthe good stuff.
And then it's a risk riskversus reward.
There will be terrorist actsagainst these crimes and you may
or may not want to risk yourlife because of three, four,
nine Alliance.
Speaker 1 (48:12):
That's right.
This was a.
This was referred to as thePepsi number fever or the 349
incident.
That's wild.
Yeah, I was literally justlooking for a fun Pepsi fact to
share.
Continue our shenanigans aroundPepsi.
For some odd reason on thispodcast it's become so
(48:34):
Pepsi-oriented and when you seesomething that says the Pepsi
number fever incident you gottaclick it.
And then when you read it, youhave to share it with the world.
So yeah, that is that.
Speaker 2 (48:47):
Always remember, always remember the 349 Alliance
.
Speaker 1 (48:51):
They're probably still out there.
I mean, that's gonna be ourwhen we create our second pod.
That's what we're going to nameit.
Speaker 2 (48:58):
It's going to be called the 349 alliance podcast.
Speaker 1 (49:01):
Never forget how we dismantled pepsi as a two-person
organization.
We're gonna take them down.
We're taking them all the waydown either bring back pepsi man
or we bankrupt that companyagain, because they have been
bankrupt before, so we could.
We could do it again.
Speaker 2 (49:17):
Get back into the video game industry.
Bring Pepsi man out of thecages and shackles.
You have them in right now.
Speaker 1 (49:24):
And we'll be satisfied.
Speaker 2 (49:26):
We will literally take you down.
Speaker 1 (49:29):
We're going to organize.
Does Pepsi have stock?
Do they have stock?
Can we do a buyout?
Oh yeah, for sure.
Speaker 2 (49:36):
We could definitely short them.
Speaker 1 (49:38):
Oh, they're down.
Uh, 130, 136.
Ooh, that's a little high.
Speaker 2 (49:45):
It's a little high.
Speaker 1 (49:46):
I wasn't ready to go Wow, this is wild.
Clark Coca-Cola.
Higher or lower, lower.
Speaker 2 (49:55):
Really I think so, that'd be my guess.
I don't know if that's true,why?
I think it's just becauseprobably just the divestiture of
shares Okay, so it's probablyjust more volume of shares,
would be my guess, you'resmarter than I am.
Speaker 1 (50:08):
You're right 70, 86.
Speaker 2 (50:12):
Okay.
Speaker 1 (50:12):
Yeah, about half.
About half the price of pepsiif pepsi does a split, we can
try and short them.
We need to know when thishappens.
If pepsi splits corporatestrategists worldwide all 10
million of you that listen tothis podcast, that's right, 10
million of you.
There's a lot I need you all tobuy one share and together
we're going to vote to bringback the pepsi man, and if they
(50:34):
don't, we're going to tank thiscompany.
We need Pepsi man, and if theydon't, we're going to tank this
company.
Speaker 2 (50:38):
We need it on the agenda for the board of
directors to review and be likewhat do they want to do?
What's Pepsi man?
Speaker 1 (50:43):
Who is the corporate strategy Three, four, nine?
Speaker 2 (50:48):
movement.
Why do they own?
Speaker 1 (50:52):
51% of our company.
That needs to be our end goal.
That really doesn't need to beour end goal for this podcast.
As a collective, as our Discordcorporate fam, which you can
join by looking in your shownotes, you can join the Discord.
We own 51% of PepsiCo.
Speaker 2 (51:12):
Don't let the 349 be forgotten.
Speaker 1 (51:15):
Don't let Pepsi man be shackled in a basement.
Let him out, let him breathe,let him serve Pepsi and the
world, and the world, and theworld.
Let us not forget.
On that note.
I've got nothing else, clark,no, I think that's it.
Speaker 2 (51:35):
Like share, bring back Pepsi man.
I think that's it, yeah, uh,like share, bring back Pepsi man
.
Hashtag See ya.
Speaker 1 (51:41):
Hashtag Save the man, Save the Pepsi.
Uh, link tree for everything,Everything Swag.
Support the show Website.
Who cares?
Speaker 2 (51:51):
I mean at this at this point, like if you haven't
figured it out by now.
What are you doing?
I can't help you.
Why are we even saying it.
Speaker 1 (51:58):
We can't help you, I can't help you.
If you can't interview withyour cack, you're certainly not
going to be able to join theDiscord.
Speaker 2 (52:04):
If you can't interview with your cack out,
then what are you doing?
Speaker 1 (52:07):
What are you doing?
Oh, power, move, bring a Pepsiinto an interview.
Interview, it's a big bottle,two liter.
Yeah, I'm talking by the end ofit.
Make sure you finished it.
And then when they say excuseme, excuse me, sir and or madam,
did you just drink a two literbottle of pepsi during our
(52:29):
interview?
And then you say coca-cola andgot crap on me.
Hang up the call.
No, I'll see you on Monday.
Hang up the call.
Speaker 2 (52:41):
Can't wait to get started.
I really gotta pee.
I'll see you later.
Speaker 1 (52:47):
This Pepsi is hitting my bladder in some kind of way.
I have to go, but I will seeyou on Monday.
Speaker 2 (52:55):
Do you remember the Pepsi flood of 1989, with the
Pepsi on my floor?
Speaker 1 (53:02):
do you remember the 349 movement?
Speaker 2 (53:07):
that's a new question .
That's what you ask.
You say are you part of 349alliance?
And if they say no, you walkout, look them dead in the eyes
and say that's what you ask.
You say are you part of 349Alliance?
Speaker 1 (53:19):
And if they say no, you walk out, Look them dead in
the eyes and say I don't respectyou and walk away, you
obviously have no morals orvalues.
I'm hurting, it hurts to live.
Speaker 2 (53:37):
I'm crying.
Speaker 1 (53:38):
That hurts to live.
Mmm, oh, I'm crying.
That was so good.
There are tears in my eyes.
There are tears.
Oh bless it, I'm done, I'm good, I'm toast.
Speaker 2 (53:49):
I've been good.
For about ten minutes I'd saywe go ahead.
Speaker 1 (53:52):
Do it as always drink your Pepsi.
I'm Bruce and I'm Clark andyou're on mute.
We will see you next week.
Crappy birthday everyone.
Have I ever failed you?
In February 1992, pepsiPhilippines announced they would
print numbers ranging from 001to 999 inside caps, crowns of
Pepsi, 7-up, mountain Dew andMiranda bottles.
Certain numbers could beredeemed for prizes which ranged
from 100 pesos about $4 UnitedStates money to 1 million pesos,
(00:25):
for a grand prize of roughly$40,000 US dollars in 1992.
Pepsi allocated a total of 2million for prizes.
A similar promotion known asNumeromania, later ran in Poland
in 1995.
However, on May 25th 1992.
(00:46):
Are you ready for this, clark?
Speaker 2 (00:47):
no, I'm not.
I don't.
Speaker 1 (00:48):
I honestly don't know what's happening abs, cbn
evening news programs, tv patrolannounced the grand prize
number for that day was three.
Four, nine grand prize winningbottle caps were tightly
controlled by pepsico.
Two bottles of the caps, thatday's winning number were
printed inside them and asecurity code for confirmation
had been produced anddistributed.
(01:08):
However, before the promotionwas extended to add new winning
numbers, 800,000 regular bottlecaps had already been printed
with the number 349, but withoutthe security code.
Theoretically, those bottlecaps were cumulatively worth $32
billion.
(01:30):
Oh my gosh, you're probablywondering what happened.
Speaker 2 (01:34):
Are you wondering what happened?
I am.
Speaker 1 (01:37):
Well, you'll have to tune in next time.
Speaker 2 (01:40):
Just wait.
Monica, and that was anotherepisode of CorporateStrategybiz.
Speaker 1 (01:46):
We'll see you guys next week.
That's your Pepsi trivia forthe week.
Aren't you so curious?
What happened?
You know what?
If you want to find out whathappened, you have to wait until
the end of the pod.
Then you'll find out whathappened with that $349.
That's right.
That's right.
$32 billion, uh-huh, uh-huh, ohmy gosh dude.
Speaker 2 (02:06):
What do you think happened I?
Speaker 1 (02:07):
mean what's, what's, what's your theoretical?
You know what, whathypothetically would happen in
this case?
Speaker 2 (02:13):
I mean, I think with the corporate scum that is out
there in the world, theydefinitely 92.
Still they, still they.
I think they reneged this, theyrenege it and they're like nope
, we're gonna pull it all back.
It's actually number 350,that's my guess.
They just, they just find outthe plus next time on dragon
(02:34):
ball.
Speaker 1 (02:34):
Pepsi, you're in for a shock, clark, a shock to your
core I'm excited.
Speaker 2 (02:41):
I am really excited.
I had no idea we were going tostart with that, but that was a
lot of fun.
Speaker 1 (02:45):
It's a little treat.
A little treat, a littlesurprise, a little tasty treat.
Why not A little carbonatedpoppin' beverage for you?
Start the day off the right waySugar, carbon, water in your
mouth.
Speaker 2 (03:01):
Well, today's a special episode.
You know why?
Why my birthday is tomorrow,woo.
Speaker 1 (03:08):
Woo, I don't think it picked up either of our woos.
I think it censored the woos.
Speaker 2 (03:12):
Yeah, I saw both of our green little soundbar things
go completely silent, so it didnot want the screaming.
Speaker 1 (03:19):
It did not want it, but I was going to say crappy
birthday, I don't know why, likethere's no reason for it.
Speaker 2 (03:30):
What is wrong with you?
What did I do I?
Speaker 1 (03:32):
was like who the heck says crappy birthday?
Speaker 2 (03:37):
I usually love that response it's someone's birthday
, you just go crappy birthday.
Speaker 1 (03:41):
My mind was just shouting in my ears like say
crappy birthday, say crappybirthday, say it Say.
Mind was just shouting in myears like say crappy birthday,
say crappy birthday, say it, sayit, say it.
I'm like I don't want it.
That seems mean, it doesn'tseem fun.
Speaker 2 (03:51):
it's really mean this is terrible.
Yeah, crappy birthday, clark.
Well, thank you.
And also I appreciate you, uh,wearing the proper attire.
You're dying, you're dying.
He is, he is Okay, people,people.
He is keeled over in his chair.
Happy birthday.
(04:13):
His face, his face is tomatored.
He is scooting his chair backand crying.
He's rocking back and forth.
Speaker 1 (04:24):
Goodness me, goodness me, I don't know what came over
me.
He's rocking back and forth.
Goodness me, goodness me, Idon't know what came over me.
That's why you should neverlisten to your inner compulsion
this is I have so many thoughtsright now.
Speaker 2 (04:35):
This is why they invented the game Grand Theft
Auto.
So people who have those innerfeelings of I just want to start
running people over.
They don't do it in person youdo it in the game.
Speaker 1 (04:45):
Do you know how many views that trailer got this week
?
Speaker 2 (04:50):
I have no idea.
Speaker 1 (04:50):
Probably a lot.
Is that why you brought it up?
Cause you saw the trailer.
Speaker 2 (04:53):
No, I didn't.
No, no, I was just thinkingback to a crazy coworker who
told us like he lets off steamby going home and just murdering
the hundreds of people.
Speaker 1 (05:02):
Serendipitous.
Serendipitous rockstar droppedtheir second gta 6 trailer this
week.
475 million views, holy cow.
Half a billion, half a billionviews in two days.
Half a b, that's literally.
Like you know, a tenth of theworld's population is going to
buy that game.
It's crazy.
(05:23):
That is absolutely one I'mgoing to check it out.
I mean, you know what?
Real talk, Real talk.
I thought the first trailer wasbetter.
Second trailer sets up a lot ofthe character arc.
It's a love story this time andI'm totally down for that.
Based on their history withprevious games and stories like
(05:43):
GTA 4, Red Dead 2, really solidstories I'm totally down for
that.
Like.
Based on their history withprevious games and stories like
GTA 4, Red Dead 2, really solidstories I'm very curious for
them to do a love story.
I think that'll work well,especially with, like, the dual
protagonist and the ability toswap.
But it's I mean, like I alreadyknew that from the first
trailer and like second traileris just kind of like.
It's given me.
It's.
It's given me all vibe, no ride.
You know what I'm saying.
(06:04):
I want to see what them carsdrive like.
I want to see what it lookslike when you run a person over.
Speaker 2 (06:09):
That's what I want.
I want to get that feeling.
I want to get that feeling.
Speaker 1 (06:14):
Things I can't do in real life Running people down
the streets.
Speaker 2 (06:20):
You know, I really hope our listeners have any idea
what you're talking about,because I surely don't.
Speaker 1 (06:25):
Nor do I Welcome back to Corporate Strategy the
podcast.
That could have been an email.
I'm Bruce and I'm Clark.
Speaker 2 (06:33):
How's it going, Clark , Bob check, Bob check.
Oh, thank you.
I haven't played GTA since SanAndreas and that was what early
2000s.
Speaker 1 (06:43):
Yeah, good one, that was a good one.
That was 2007?
Speaker 2 (06:48):
I think it was earlier.
Speaker 1 (06:49):
It might have been earlier.
You might be right.
I don't remember.
I think I was right.
Speaker 2 (06:53):
I was young to be playing that game.
Speaker 1 (06:58):
Yeah, I played Vice City in middle school, so it
couldn't be 2007.
Let's see San Andreas.
I'm going to re-guess 2024.
24 2024.
That's clearly wrong 2004,which it was, it's 2004.
My brain.
Speaker 2 (07:17):
Heads up.
Your brain is on some weirdwavelengths.
Today, crappy birthday.
Guessing San Andreas was 2024,when you obviously lived through
playing that game.
Speaker 1 (07:27):
Yes, I did not sleep well last night.
Oh no, I'm running on.
Little sleep, a lot of boba tea.
It's a dichotomy happening inmy brain chemistry right now.
That is going to unveil itselfthroughout this podcast.
Speaker 2 (07:43):
I love that.
Speaker 1 (07:44):
You doing the wiggles fingers at me.
Speaker 2 (07:45):
Yeah, I was, I was giving you the idea for the tea
some banger boba tea coming yourway.
Um, yeah, yeah yeah, yeah, yeah, it's a good day.
It's a good day.
I am very tired, but mybirthday is tomorrow, which is
exciting.
You will be there, be inattendance the wiggles.
(08:07):
The wiggles will also be inattendance, so I love them.
Everybody, be scared, beworried for us.
Um, I wanted to ask you aquestion I'm ready to give you
an answer because we both did alittle bit of a vibe check.
Sounds like you're low on sleep,so this is going to be fun.
How do you handle your birthdayin the workplace?
Speaker 1 (08:21):
I don't, no one knows it, which is no one has any
idea.
Yeah, and it was.
It was kind of annoying becausein my previous job, like some
of my bosses would give it awayand tell people and I'm like,
please don't do that, that's myprivate personal information.
I'd rather you didn't, uh.
But now when you're a director,ain't no one gonna go to like
the chief marketing officer andbe like, oh, when's bruce's
(08:41):
birthday?
No, I ain and uh, he wouldn'ttell anyway.
So I don't, no one knows mybirthday is.
I'll give them my astrologicalsign if they're, if they're so
curious.
But yeah, don't celebrate it,don't care about it.
Not a birthday boy, I'll go toyours.
Obviously I want to experiencethe crappy birthday IRL you
ain't getting.
Oh, I mean, the real reason I'mgoing to your birthday party is
(09:04):
because that Australianchildren's wonder group, the
Wiggles, will be there.
Can't wait.
I hope Anthony field shows upand you know, play some guitar.
But you didn't know.
I knew the Wiggles, did you?
Speaker 2 (09:16):
No, you're going way deeper than I expected.
Speaker 1 (09:21):
Boy do I?
Speaker 2 (09:27):
know the wiggles.
Clark asked me on a podcast.
So yeah, nobody.
So you don't like celebratingyours?
I'm the same way.
Now, I'm actually the same way.
I prefer people don't know mybirthday however, a very
unfortunate thing happened,which was not done under my
consent.
Our organization startedsending out happy birthday notes
to everybody's birthday.
What Was that day in ourorganization?
Speaker 1 (09:49):
Are you ready for something, Clark?
I'm ready.
Are you ready for one who hadto drop with you?
I'm scared.
So ours did the same thing, OurHR team.
I sent them a message and saiddon't you dare do this.
We work for a security companyand birthdays are private
information often used to accessaccounts.
You will not be posting happybirthday messages without
(10:11):
people's permission in thegeneral chat of Slack.
So now they check.
They're like no, that's totallyfair.
I'm like, yeah, it's totallyfair, Get out of here.
Wow, Good for you.
I rained on all the parades.
Speaker 2 (10:23):
Yeah, you're smart, see, I did that.
Years ago they did some sort ofsystem reset.
They started doing it again andI happened to filter all those
emails to a folder that I nevercheck, every single one from
that distro.
I was like I never check these.
And so it went out this yearand I was like gosh dang it.
How did I not know these thingswere going out?
And so I went and checked thatfolder filled everyday emails
(10:47):
about birthdays and I was likegosh dang it.
Now everybody knows.
Speaker 1 (10:52):
Yeah, I mean like no offense to your, your birthday
tomorrow.
I mean, I have one too but likeI think people treat birthdays
so seriously and it's like,firstly, firstly, my brother and
Odin, you didn't choose to beborn, you were.
Let's not celebrate that, let'snot celebrate an action that
was forced upon you without yourconsent and we're going to just
(11:13):
celebrate this specific dayevery year at the same time,
like who can't?
Everyone does it, everyone hasa belly button.
Like, like, who can't?
Like you want a trophy?
Do you want a trophy for beingborn, literally the easiest
thing that you could do?
I mean your mother, obviously,that's different, but like,
literally the easiest.
(11:33):
Yeah, I just existed, I cameinto existence.
Speaker 2 (11:36):
You didn't actually do anything.
You were somebody else.
Somebody else did you.
How does that sound?
Someone else did you.
Speaker 1 (11:49):
That's how you came into resistance Sounds wildly
inappropriate, but yes, you'recorrect.
And it like why can't wecelebrate something cool, Like,
oh, you know, I'm going tochoose to celebrate the day that
I won the state actingtournament.
You know, my state thespianchampionship.
That's what I want to celebrateevery year.
Come, come join me for acelebration of actual
accomplishment in my life, Notjust existing.
For another year.
Come join me for a celebrationof actual accomplishment in my
life, not just existing foranother year, not just existing.
(12:10):
I didn't choose this.
Get out of town.
Speaker 2 (12:13):
Yeah, I was curious what your thoughts were.
Mine are the same way.
I would prefer people not toknow because I don't want to
make it a big deal.
I mean a lot of the times likeI'm actually surprised they
didn't do it this time.
A lot of the times I'll takethe day off, like if it's my
actual birthday on the week,I'll just be like, oh good
excuse to just not work today, Iguess.
Great excuse.
Speaker 1 (12:32):
Yeah, yeah, it's like it's not because I'm doing
anything.
Tell you that I I have donethat before and especially if
it's if my birthday is on aweekend or a monday, like, oh,
just take the day, because yourboss will be like, oh yeah, no,
(12:55):
I see why you're doing this inthe calendar, but no one else
needs to know yeah, no one needsto have any idea.
Speaker 2 (13:01):
See, I remember back when we started working in big
corp, our manager used to getpeople cakes.
You remember that?
Yeah, have a team meeting, youwould get the cake.
You'd bring it in.
It was very thoughtful.
I'll be honest, I am not thatgood at creating culture.
He was great at creating like,a positive culture, making
(13:22):
people feel happy in theworkplace.
Yes, I am not good at that.
Speaker 1 (13:28):
Nor am I.
Nor am I.
I just I'll just come out andsay I don't like celebrate.
What I like to celebrate isaccomplishments.
If you do a good job, I'm goingto send you a letter not
handwritten, but you know likean email or a Slack message to
say, hey, you really crushed it.
Yeah, thank you, and this willbe remembered at review time.
(13:48):
Fyi, like where it matters most, in the paycheck, don't, don't
you?
Don't you worry?
Speaker 2 (13:54):
yeah, I got you I got curious what other people.
I'm curious if other people arelike I love the birthday
announcement, I love thebirthday cake, I love the
pageantry, and I'm curiousbecause I I had and I love my
team.
So I'm gonna caveat this forwhenever they listen to this
sometime in the future, all 600episodes they're gonna have to
(14:14):
find it in the 600 episodes.
But in case they ever do, uh, Ithink the the thing that I want
them to remember when I, whenI'm about to say this, is I
appreciate them.
They did a little birthdaything for me one year and like I
was appreciative, like it wasfine.
They threw like a littleconference room thing and like
it was fine, I appreciated thethought.
(14:35):
I just didn't need it, you know, I just was like I could have
gone my whole day without that.
But thanks for being thoughtful, I guess.
Speaker 1 (14:42):
I love it.
I feel that I vibe with that sohard.
So I mean, you've heard that.
You've heard that.
Like the, the concept of love,languages yeah Right, I'm sure
you've heard that and like somepeople like praise, some people
like gifts, some people likenothing at all, I do think that
there is like some psychology inall of this.
I think you and I definitelyskew a very specific direction
(15:05):
when it comes to I want to berecognized for the things that I
do not, for the things that Idon't do.
Right, like, if you give mepraise for nothing, I'm going to
slap you across the face Likeno, don't do that, don't do that
, criticize me.
You better criticize me for notdoing the thing that you're
criticizing me for.
Speaker 2 (15:21):
I want some hard feedback.
That's what I want.
Give me that hard feedback,good criticism.
Tell me how it could be better.
That's what I want.
That's what fires me up.
Speaker 1 (15:29):
It does, it's a gift, especially when it's good.
I will say it's not a gift whenit's like oh, that's not
helpful feedback at all.
In fact, that's not helpful,you missed a period on that
slide.
Speaker 2 (15:42):
You should have done better.
Speaker 1 (15:43):
It's like actually none of the slides have period.
It's a stylistic choice, butthank you for noticing.
Thank you, and please continueto send me these kind of pieces
of feedback.
Speaker 2 (15:52):
Any email on saturday , please, it's a great use of
all of our time.
Thank you very much.
Please can I?
Speaker 1 (15:59):
have some more really appreciate you doing this
product manager.
Speaker 2 (16:03):
Um yeah yeah, anyway, that's.
I'm actually happy becausewe're in a hybrid work schedule,
so we don't go to the office onfridays, and thankfully today
is the day before the weekendand I did not have to worry
about anything happening in theoffice.
It just happened over our chat.
(16:24):
I am, everybody was like happybirthday and I'm like gosh, dang
it, but at least there wasn'tsomething formally in the office
.
Speaker 1 (16:30):
That's better, better than that, love it.
I've been on vacation all week.
I've only logged into my emailto approve someone's PTO request
.
That's it, nice, I like that,that's it Nice.
I like that, that's the onlything I would do.
Other people have asked forhelp, but I won't help them,
sorry.
No, it's your week off.
A PTO request.
Absolutely, enjoy your life.
I'm going to help you enjoyyour life, but everything else,
(16:51):
nah, nah, it's off the books.
So I'm kind of confused aboutsomething You're not sleeping
well on.
Ah, that's right, and I don'tknow why.
I just had, like I had,recurring nightmares last night,
like it was really weird.
I don't know why it was strange, but I kept waking up like cold
sweat, fear about these verystrange happenstances that were
(17:15):
occurring in my dream.
Huh yeah, very strange.
I didn't sleep well because ofthat.
Speaker 2 (17:20):
It's probably about this podcast, wasn't it it?
Speaker 1 (17:21):
was it, was it's like this podcast, wasn't it?
It was, it was.
I was like, oh, what if wedon't have a topic?
What will we do?
Speaker 2 (17:27):
What will we do?
What if I tell someone crappybirthday instead of happy
birthday?
What am I going to do?
Speaker 1 (17:36):
How am I going to turn that into a five-minute bit
on this podcast?
Speaker 2 (17:39):
that is a nightmare.
That is a nightmare yeah we'rehere.
Should we talk about somethingwe're already?
Speaker 1 (17:46):
here we're rambling.
Should we do, we're recording.
I mean when in Rome?
Speaker 2 (17:52):
I mean I mean, you're here, I'm here, craig's here,
like we might as well have somefun cameras are on, mics are on.
Speaker 1 (18:01):
I got no place to be.
I'm not working today.
Lay it on me.
Speaker 2 (18:04):
We're wearing a similar color shirt we obviously
coordinated this.
It's looking very nice, veryplain gray shirts.
Speaker 1 (18:11):
Prepping for a big birthday bonanza tomorrow.
Speaker 2 (18:14):
Prepping for it Calling up the Wiggles, just
making sure they're confirmed.
Speaker 1 (18:18):
Making sure Anthony Field's going to be there.
Wiggles reference Dropping itfirms.
It's great.
Speaker 2 (18:23):
Making sure Anthony Field's going to be there.
Wiggles reference Dropping it.
You know your Wiggles.
I think we need to carry on ourconversation from CAC.
We talked about CAC.
We talked about state of ourCAC.
I talked about how your CAClooks, how your CAC feels.
Now I want to talk about howyou evaluate CAC in the
interview.
A quick little update for thepeople as you're interviewing,
(18:45):
you're shopping around companiesNow that they know their CAC.
All the new listeners havesized their CAC.
They've made sure their CAC isup to speed.
I don't like this.
I don't like this one Now Ithink they need to look at.
If I'm pulling plan E and I'mlooking at companies, how do I
know if they're going to matchmy CAC?
Speaker 1 (19:03):
Yes, yes.
Firstly, before we, I'm justdigesting everything you just
said, but which is not workingLast week's episode.
If you didn't listen to lastweek's episode, boy, are you
missing out?
You're just missing out on allthe information about CAC,
(19:25):
specifically culture, autonomy,challenging compensation and
rather than us rehash that forour study listeners, that did
happen to listen to last week'sepisode.
It was a bonus pod.
It was a bonus pod.
By the way, you got a twofer.
Go listen to that.
It was short, it was sweet, itwas 20 minutes.
Listen to that.
It was short, it was sweet, itwas 20 minutes.
Listen to that and then comeback and listen to the rest of
this and then, when you get tothe end of this, you'll get the
(19:47):
rest of the Pepsi story too.
So I mean, what a fortunateepisode this is for y'all.
But yes to your point, clarkhow does one evaluate a catch at
the interview process?
Speaker 2 (19:57):
Yeah, so yeah, if you are too lazy to go back and
listen, it's culture, autonomy,challenge, compensation.
I'm just going to remind youwhat CAC is.
It's used to basically assessyour workplace happiness.
What do you value, what do youprioritize, and so it's
important that you find aworkplace that is also going to
match kind of what you value inbeing happy in the workplace.
(20:18):
Because you spend a lot of timethere, you should be happy in
it.
You should enjoy what you do.
So in an interview, there's alot of ways to assess CAC, but
if you're in the interviewprocess, it's all about what
questions you come up with.
It truly is on you.
Like, whenever they say whatkind of questions you have,
don't say, oh, I got noquestions.
Or don't be like, yeah,everything sounds great.
(20:39):
Or like what's the pay?
Again.
Like truly try to ask questionsaround how essentially you're,
how happy you're going to be,because they need to sell
themselves to you just as muchas you need to be able to sell
yourself to them.
And so, as you're looking atthat, you know maybe we start
with the first.
How would you evaluate goodculture?
What kind of questions do youask?
Speaker 1 (20:59):
I mean this one's really easy for me because I
just come out point blank andsay it.
I say what kind of culture canI expect on your team?
It's broad, it's open-ended,and the nice thing about it is
they have to fill in all themblanks, like they can't say oh
yes, we have a culture Like.
If they say that run, mostnormal people will think like,
(21:20):
oh geez, well, I have toactually talk about, like I
think about for a second, whatis our team's culture and then
summarize it for the interviewee, without giving away all of the
secrets, and make it.
You know, there's gonna have tobe a little bit of a read there
on the interviewee side, or theinterviewer's side too.
It's like do does this person?
If I like this person, I wantto get them on board.
Like I have to.
I want to get them on boardLike I have to.
(21:40):
I have to sell them on ourculture with this question.
So it's a I think it's a reallygood one to come in just very
broad, just straight up, askwhat is the team culture like
and then, if you get an answerthat you like or dislike, you
can always follow that up with.
Is that unique to your team oris that organizational as a
whole?
Right, so you can even expandthat.
(22:01):
That's a.
That's a two-part question tohelp fill in your interview time
.
That gets them on the back foot.
They have to fill in all ofthose blanks for you, yeah.
Speaker 2 (22:09):
It's a great question and it also puts to your point
like you're kind of re-engagingthem, makes them think about it,
and it also shows that likeyou're asking questions because
obviously you're interested inworking there, so you're asking
questions about their team andyou're thinking about the
broader workplace, making youseem like a more experienced
employee, because it's like notonly did you ask about this team
, but then you asked about thebroader organization and a lot
(22:32):
of the times, like a team isgreat, the broader organization
might really suck.
You and I have been on teamslike that where it's like team's
awesome, rest of theorganization sucks and where
it's like team's awesome, restof the organization sucks, and
so it allows you to get a realgood feel of being like, okay,
this manager seems great, teamseems great, but if the rest of
the organization suck, how isthat going to impact the culture
here on this team at some pointin time in the future?
Speaker 1 (22:53):
I mean, if I receive an honest answer there like team
culture is great, love it.
We do everything we can to makeit as like, friendly, open,
communal as possible.
Organizational culture needssome work.
I'm I'm immediately moreinterested in working at this
place because, like now, I knowlike I can trust this person.
They probably have been throughthe same level of crappy
(23:14):
birthday that I have and we'regoing to get along great.
Like you, you've now passed myvibe check on the culture by
being honest with me.
Speaker 2 (23:23):
Right, yeah, I love when you're interviewing for a
place and it gets to a pointwhere they're just being honest
and you can tell like theintegrity is there, being like
listen, it's not all sunshineand roses.
Like we have our challenges.
Here's a couple of ourchallenges.
And I think that's anotherthing you can do is like ask
about okay, so what are some oflike the challenges that you
guys face as a team?
It kind of goes into theculture aspect but helps you
(23:45):
understand a little bit more ofthe work of being like what's
your biggest challenge as a team?
And I love asking that as likea follow-up to culture or maybe
another way to ask about culture.
Or, if you have multipleinterviews and you already asked
about culture, ask aboutchallenge, because then you can
kind of learn like what is adifficult part about working on
this team or working for thisorganization.
Speaker 1 (24:03):
I do think that there is an opportunity to hone the
question a bit when it comes tochallenge for your preference,
right?
Because, unlike culture, whichis generally something that is,
it's broad strokes I got tounderstand like are you friendly
, Are you communal?
Is everyone independent?
Like heads down, Like there areways to evaluate that I think
(24:23):
challenge means a lot ofdifferent things to different
people.
So if you're in an, like anengineering interview and you're
like, you know how challengingis the work, what might be
challenging for some is notchallenging for you.
So I think it's for thisquestion specifically, it's
worth you quantifying, like,what you're interested in.
I love difficult programmingassignments.
(24:45):
You know I code and go on theweekends for fun because I hate
myself.
Like what, what's theexpectation here when it comes
to getting outside the box andgoing beyond just writing
meaningless for loops all day,right, Like you can you can
obviously don't ask it with thatamount of snark and sarcasm,
but like you can tell a littlebit about yourself in that
(25:06):
question while you're asking itto have them evaluate for you
what the challenge is going tobe like, they might say you know
what that's super cool.
Like it's good to have yourlevel of energy and enthusiasm.
Unfortunately, a lot of thecoding assignments here they're
a little more high level.
It's a lot of, you know, sortof repeat task code review.
We don't get too deep in theweeds on some of the more low
(25:27):
level concepts here.
It's a good answer, right,Because now you know what kind
of work it is.
And if that's a checkbox foryou, great.
If it's not, well, that's alsogreat.
Now you're able to filter thisthing out.
Yeah, absolutely.
Speaker 2 (25:39):
Yeah, and specifically for engineers, I
love that question and just tobuild on it and be like you know
how.
How involved are we in actuallylike coming up with the solve
for the problem?
Are we just handed, like the,the coding tasks that we need to
do, or do we are we involved inlike, hey, here's the problem,
how can we solve it?
And if you're more on like the,I want to be challenged and I
want to approach like how tosolve problems rather than just
(26:00):
be handed solutions.
I think if you're looking forthat, like, that's a really good
way to evaluate it from anengineer's standpoint.
Speaker 1 (26:07):
I know I was looking to phrase that too.
Speaker 2 (26:09):
Yeah, yeah, that's a great, great question, and if
you're on like the productmanagement side, you know, you
can ask like hey, you knowroadmaps.
I think it's really importantfor me to understand like the
broader vision and kind of comeup with different strategies to
approach it.
Is this more of like top downyou know they create the
roadmaps and we execute againstthe roadmaps or is this more of
we have to build and own andoperate our own roadmaps and
(26:30):
essentially bubble those up tosee how it aligns with the
strategy?
And that kind of feeds a littlebit into the challenge, but
also a little bit into autonomyas well, to be like do I have
any power for decision-making,or is it truly just going to be
like, okay, you tell me what todo and I just go do?
Speaker 1 (26:44):
it.
This is the one I actually needhelp with.
Uh, because and I startedthinking that when you were,
when you're going, it's likechallenging autonomy can be very
tightly linked in this questionand in the past I have
literally asked people like, howdo we work together?
Because I'm curious, likeespecially in marketing.
Right, marketing can go a lotof different ways.
(27:05):
It can be everything falls onBruce, bruce is responsible to
everything, or it can be well, Iam very involved in marketing,
even though it's not mydepartment, it's not my job,
it's not my focus.
I like to get my fingers in itand tell you what to do, and
I've had to ask people beforelike, how involved are you with
the marketing process?
And I've had them lie to me,which is interesting.
(27:27):
But, uh, like you know and it'sbecause for me we've talked
about this, I value autonomymore than anything.
So I'm asking the people on thecall, like if they're not in
marketing directly, and I'mdoing some kind of cross
organizational interview, howinvolved are you with marketing?
Because I've been burned beforeby, specifically, product
management getting in my crapall the time, even though they
(27:49):
shouldn't be, and they continueto be.
So you know, it's interestingand I will say the answers I've
gotten have not been accurate,with the outcomes that go with
that question.
So I need a better question forautonomy.
Speaker 2 (28:03):
Yeah, it's always a tough one and I think you can to
your point.
It's like you get oneperspective from the hiring
manager and somebody who's likerunning that division.
You get a different perspectivewhen you're doing like a team
interview or interviewingsomeone on the actual team and
you get an even betterperspective from someone who is
like there's an interview stepcalled the peer review process
(28:26):
and typically they'll pull inone of the partners from
engineering, from marketing,from product management,
somebody that's not on theirdirect team, to be like I want
you to interview with thisperson because you're going to
have to work with this person.
That is a great person to askthese types of questions,
because they have an outsider'sview to the team you're going to
be working on and I think youcan ask those types of questions
and they're probably going tobe honest with you because
(28:46):
they're like I don't know thisjob, I don't know what sucks and
doesn't suck and what they careabout, what they don't.
So I'm just going to give youthe answer when a hiring manager
or somebody on the team isprobably to give you a more
optimistic look.
Speaker 1 (28:56):
That's a good point.
That's a really good point.
And I unfortunately I never getthe opportunity to do peer
reviews.
I'm always interviewing withmanagement or leadership, so
when I ask the questions, I'mgetting management or leadership
answers.
But if I could actuallyinterview a peer, oh my gosh, I
would never take any job everprobably.
Speaker 2 (29:15):
Yeah, yeah, you'd be like Ooh, this sounds terrible.
You actually hate those guys,don't you?
Speaker 1 (29:20):
I mean, it is a gift of mine to get people to open up
and tell me everything, so Iwould probably ask them the
questions that they would giveme the answers to, and then I'd
never work anywhere.
You just quit working alltogether.
It's not going to work for me,sorry, don't get my vibe.
Speaker 2 (29:39):
Yeah, yeah.
I always force anybody joiningmy team to do a partner
interview because I want to knowlike my partners they're going
to work with all the time.
I'm like I need them tointerview this person so I can
get a totally differentperspective and also I can
understand, like, what kind ofquestions did they ask this
person and particularly, youknow it just gives that you know
those partners, an idea of whoyou're hiring and who's good and
(29:59):
who's bad, what they saw thatwe didn't see.
So just different perspectives.
Speaker 1 (30:05):
Have you ever had someone that you interviewed, or
do a partner interview, comeback to you and say I'm not
interested in the job because ofthe partner interview?
Speaker 2 (30:10):
I've never had that, but I have had partners be like
hey, this person really sucked.
And then I'm sitting there likethey actually were really great
, like I got to dig into this.
What is the disconnect?
Speaker 1 (30:22):
Yeah.
Speaker 2 (30:23):
That happens too.
Speaker 1 (30:24):
It's very interesting .
You can learn a lot aboutpeople.
You can learn a lot about yourco-workers from having them
interview people.
It's a good activity.
Hold people when you don'tnormally do.
That's just the side tangentpro tip for this episode.
Speaker 2 (30:38):
Yep, might as well, I agree.
What haven't we touched yet?
Compensation, last one.
Compensation the hard one Mightas well, I agree.
What haven't we touched yet?
Compensation, last one.
Compensation the hard one, thehardest one.
This one's always awkward,isn't it?
Yeah?
Speaker 1 (30:47):
it is.
You definitely want to talkabout it with, like your, the
team manager.
This is not appropriate tobring up with anyone outside of
the HR side of things and youlet them negotiate.
Speaker 2 (31:02):
You can bring it the hiring manager, I guess, because
I have talked compensation withhiring managers before but like
it's, it's those twoindividuals, no one else, right
yeah, yeah, it's usually like Ithink about hiring for my team
and I know the range, the hiringmanager knows the or the uh,
the hr manager knows the range,but the person on my team who's
(31:25):
going to be managing this persondoesn't really know the range.
They've got a ballpark of whatthey make, they know what their
team makes, but they don't knowthe range that this person would
be eligible for to that level.
So, exactly to your point, it'slike the HR person who calls
you and does an initial screento be like are you a decent
human being?
Can you actually hold aconversation?
That person, probably one ofthe first questions they're
(31:46):
going to ask you being like okay, cool, you're interested in
this position.
Like what salary range are youlooking for?
Like they're very much going tokind of start with that
question before you actually getto like face-to-face interviews
with the team.
Speaker 1 (32:03):
It's a little bit of a red flag these days.
If you don't get that on thefirst call Like not on the first
call, but like on the firstserious HR call, where they're
actually talking about puttingyou in front of other people If
they don't have an idea of whatyour range is, that's a bad sign
.
Yeah, that's a bad sign.
Speaker 2 (32:17):
And it could surprise you, but I think more more
often than not, it is a bad sign.
And then also, like you couldwaste a lot of people's times
because your salary range mightbe a lot higher than what they
actually might be able to offeryou.
So it saves everybody some timeif they're like okay, your
range is like 50% higher thanwe're going to go, we're going
to offer, are you stillinterested in this position?
(32:38):
But I've had the weirdsituation I don't know if you've
had this too where I think I'vegiven a range that's
automatically like disqualifiedme from getting to anyone yes,
individually which kind of suckstoo, cause it's like, but I
actually really like solvingthis problem.
So like I'm willing to beflexible, but also like I don't
want to give, I don't want toget a low ball and that's what
(32:59):
I'm trying to avoid.
Speaker 1 (33:01):
So I've had that conversation before and I've
said, like here's what I maketoday.
I'm really interested in thisopportunity and I'm willing to,
you know, consider other optionsbased on you know what, what is
available for you.
But I think also in thisprocess I will show you that I
am worth the value that that Iasked.
(33:24):
I love that uh, yeah, veryconfident answer yeah, I always
and this is probably, this isprobably as much as a problem as
it is a solution I always actlike I have the job and I'm the
one rejecting them.
Yeah, I've never been rejectedfrom a job interview.
I've rejected the jobs.
Speaker 2 (33:49):
I have been rejected from job interviews, but I
didn't do it that way.
Speaker 1 (33:51):
So maybe, maybe that's a pro tip.
Yeah, I mean to be fair.
Who wouldn't want me at theircompany?
You know, I'm just throwing itout there.
Speaker 2 (34:00):
Oh, I love the confidence.
I'm just going to go into intomy next interview and at the
very last interview I'm justgonna be like, yeah, I can't
wait to get started on Monday,I'll see you then.
I just ended right there howincredible power move.
Yeah, I love that you get afree trial, you get a one week
free trial of clark.
Speaker 1 (34:21):
I start monday, by the way.
Uh, you get a one week freetrial.
Better be starting getting paidafter week one.
Speaker 2 (34:26):
Just fyi, that's in the how would you react as the
hr manager?
Wait, what did they just say?
Speaker 1 (34:34):
that's the ultimate power power move.
I'm going to go post a LinkedInpost about this after this.
Speaker 2 (34:41):
At your last interview, make sure you say
can't wait to see you on Monday,I'm excited to get started.
You don't even have the job.
Speaker 1 (34:46):
Pro tip LinkedIn fam, don't just act like you have
the job.
Have the job, just startworking, trust me.
Speaker 2 (34:54):
Just show up at the office and say you belong to
work there looking for my badgeand laptop.
Speaker 1 (35:00):
Do you have it?
Speaker 2 (35:04):
I'm dying like imagining someone actually doing
this like that.
That would be the funny.
I honestly might just be like Imean, hell, they're already
here, just like, let's see whatthey got.
I mean, 30 days.
Right like, let's go that wouldbe so funny.
Speaker 1 (35:20):
Man.
Speaker 2 (35:20):
I'd have so many questions coming out of that for
, like, I'd be like calling theHR person.
Did you offer them somethingLike how did this go down?
So, long story short, these aresome pro tips on how you can
evaluate CAC, and I think you'vegot to start by listening to
that other episode.
You know evaluate.
You know which one of thosethings culture, autonomy,
challenge, compensation matterto you most, in what kind of
(35:41):
order?
And then ask the probingquestions that hopefully give a
little bit of insight behind youknow, the curtain of what is
actually going on in that team.
I've had so many people thatI've interviewed that the
questions they ask are justboilerplate kind of boring
questions, and it does tell melike they're not that
experienced, like somebody whoactually knows what they want
and what they're looking for andis not just desperate for a job
(36:03):
, is going to ask really goodquestions that are probably
going to make me pause for asecond and be like man how do I
answer that?
But I usually get the ones andthis is usually when people I'm
just like I'm probably not goingto get the job.
They're not that qualified, theinterview wasn't that great.
They'll ask, like you know,very basic questions of like,
what do you enjoy most aboutworking there?
And that's not a bad question,but it's just like a boilerplate
(36:24):
question.
That's just asking you know,just something that anybody
could ask, anybody.
I think, if you want to dig onelevel deeper and like
understand, do you want to besold to this company?
Do you truly want to work there?
You got to think a little bitdeeper on what types of
questions to ask the um, the protip I'll offer.
Speaker 1 (36:43):
I think I've done.
I've offered this multipletimes now, but who knows who
listens to this, especially whenyou get this late in the pod.
If you're an interviewer, thisis my favorite question of all
time.
I've never had it fail on me.
I get, so I get moreinformation out of this question
than anything else, which issad.
But I always ask everyone Iinterview what is the question?
I should have asked you butdidn't, and I legit like it has
(37:07):
never failed me.
Speaker 2 (37:08):
It's never once failed me in snipping out great
candidates yeah, yeah, becausethe really good ones are going
to be prepped and they're goingto be ready to answer a plethora
range of questions and whenthey go through an interview
they're going to be like yeah, Ireally prepped for this,
thinking this was going to be afocus point, and I'm surprised
(37:29):
you didn't ask.
And it's interesting because,yeah, it lets you know they were
really prepped.
Maybe I asked them questionsthat didn't help them shine and
I might want to do a follow-upinterview exactly oh, I didn't
see what I wanted to see, butthey were so prepped on this
which is important, like maybe Ineed to have another interview
with them you know it's funnytoo, is everybody asked that
question?
Speaker 1 (37:49):
I just ask what's the question I should have asked
you?
I never tell them give me theanswer.
They always answer the questiontoo.
Yeah, like every single time,and I'm good with that.
I want them to.
But like it is funny, like youcan't just give me the question.
Speaker 2 (38:02):
Oh yeah, you should have asked me what my favorite
color was you should have askedme uh, what's my favorite part
about being unemployed?
Speaker 1 (38:09):
that would have been a great question I've never just
gotten a dead question back,but, uh, I'm looking forward to
the day that I do.
I hope that it happens.
Oh, I can't wait to hire.
Speaker 2 (38:24):
Yeah, I can't wait till the person I interview just
tells me at the end yeah, Ican't wait to get started.
Thanks for the job offer.
I'll see you monday.
Hired you're immediately hired.
Speaker 1 (38:34):
If I'm interviewed, they're gonna they're gonna look
you dead in the eye and they'regonna be like thanks for the
job, clark, and you're gonnahave this moment of like panic
well up inside you, like wait,did I just get played?
Speaker 2 (38:47):
what happened?
That happens?
You're hired.
Speaker 1 (38:48):
I don't care what the role is, I don't care how
qualified you are hired on thespot, look them square in the
eye and just say thanks for thejob.
Clark, just like that, that'dbe incredible.
Speaker 2 (39:01):
Hey, speak to Clark.
Speaker 1 (39:03):
Oh, boy, yeah, go ahead.
Speaker 2 (39:05):
I was going to say we've left the people hanging
for a while.
What's the answer?
What's the end of the story?
Speaker 1 (39:13):
I'd love to give it to you, but first we have to
address something.
Speaker 2 (39:18):
I don't want to.
I don't want to.
Speaker 1 (39:20):
I know what you're trying to avoid, but we play a
game on this podcast called whatDo you Meme With an M.
It's a podcast game where wedescribe memes which are often
visual in nature with our mouthparts.
And it's clark's turn the wayhe plays uh, going to our, our
discord by looking at the thelink tree and your your podcast
(39:40):
show notes joining our discord.
It's a great community, goodpeople, good vibes.
Occasionally they'll post memesof things from the previous
episode and, clark, it's yourturn to describe the two gifs
the bourgeoisie correspondent,alex ristrepo, has posted in the
what do you meme channel.
So go ahead, clark, describethem do I have to?
(40:02):
you absolutely do.
It's the rules of the game.
But it's my birthday, but it'syour crappy birthday oh, fair
enough, fair enough.
Speaker 2 (40:14):
Okay, I going to get prepped for this one.
I'm watching it over and overagain and, like I just have more
questions, start with the first.
I kind of want to do the firstone last Okay.
Okay, just because I feel likethe second one needs to be
(40:34):
addressed first.
Speaker 1 (40:35):
Because I have so many questions.
I like where you're going.
Okay, let's do it okay allright.
Speaker 2 (40:41):
So imagine if you will, you've done this before
you go to a gas station, youpick up a single slice pizza
that's been sitting there allday.
You get the little box, it's aperfect little triangle.
You pop your pizza in there andyou're like great, I can't wait
to go home and eat this pieceof pizza.
And so, as you're getting ready, you're getting home, you're so
excited you get your favorite,you know condiment out.
(41:02):
Maybe it's garlic, you knowfrom Papa John's, or maybe it's
ranch, maybe you just reallylove ranch, yeah, so what you do
is you say, great, I can't waitto eat my piece of pizza, let
me get my condiments ready.
I'm going to sit down, I'm goingto prep myself to eat this
pizza, and you know you could doit like a normal person.
You know, just dip a littlepiece into it, wait till you get
(41:22):
to the crust, dip a little bitin ranch.
I enjoy doing that from time totime.
You could also choose to prepto eat this pizza by bathing in
ranch and be covered in it andand be covered in it and then
proceeding to, rather than justsprinkling a little bit on your
pizza or dipping the crust,stick your whole hand in a vat
of ranch, a giant yellow bucket,and shoving it into your face,
(41:45):
which is subsequently covered inranch.
Your hair is covered in ranch,your whole body is ranch at this
point.
That's what this gif is.
And then, of course, naturally,you followed up with holding
your ranch bucket up to the sky,putting on your sunglasses, and
you say ranch it up.
Speaker 1 (42:03):
Who wants some ranch Clark?
Firstly, excellent job,excellent job.
I had more questions from yourdescription than I did from
watching the GIF itself.
So good job, Good job there,clark, who buys a single slice
of pizza.
Speaker 2 (42:22):
Yeah, who does that?
I mean to be fair, like lookingat the GIF, which is not great
quality, it looks like a goodpiece of pizza.
I mean it doesn't look bad.
Yeah, it doesn't look like abad piece of pizza.
Speaker 1 (42:33):
Also, did you notice at the end of the, the gif, the
second he takes the bite likethere is a recoil, like this
person rethinks every singlelife decision they've ever made
once that bite goes in theirmouth like it is, it's that
moment of realization.
Speaker 2 (42:52):
This is one of those things you just like can't take
your eyes away.
You know, like in the moredetails like you start to pay
attention to.
Let me look at the surroundings.
It's a dark room.
They've got a black paintednail.
That's in a point.
Speaker 1 (43:06):
Black thumbnail yeah.
Speaker 2 (43:08):
Black thumbnail.
They've got long hair justcovered, doused in ranch.
I just have so many questions.
The table is pretty clean,which I'm actually really
impressed Like.
The table that they're on isspotless until they get ranch
all over it so many questions,so many questions, but so many
(43:29):
answers.
Speaker 1 (43:29):
Thanks to you for playing that game, Clark Paul.
What do you mean?
Now I think it's time we talkabout the aftermath.
I'm so excited.
Thousands of Filipinos rushedto Pepsi bottling plants to
claim their prizes Because, asyou can remember, at the
beginning of the episode, 349was not printed on two bottles,
(43:51):
but 800,000.
Hundred thousand.
The PCPPI initially respondedto the erroneously printed
bottle caps that had noconfirmation security code and
could not be redeemed.
The following morning,newspapers announced that the
winning number was actually 134,adding to this confusion.
After an emergency meeting ofPCPPI and PepsiCo exclusives at
(44:14):
3 am on the 27th, the companyoffered 500 pesos $18, to the
holders of mistakenly printedbottle caps as a gesture of
goodwill.
This offer was accepted by486,000 people, costing PepsiCo
$8.9 million.
Oh my gosh.
But that's not all, there'smore.
Many irate 349 bottle capholders refused to accept
(44:39):
PCPPI's settlement offer.
They formed a consumer group,the 349 Alliance, which
organized the boycott of Pepsiproducts and held rallies
outside of the offices of PCPPIand the Philippine government.
Most protests were peaceful,but on February 13th 1993, a
school teacher and afive-year-old child were killed
in Manila by a homemade bombthrown at a Pepsi truck.
(45:01):
In May, three PCPPI employees inDavao were killed by a grenade
thrown into a warehouse.
Pcppi executives received deaththreats.
As many as 37 company truckswere overturned, stoned or
burned.
One of three men accused by theNBI of orchestrating the
bombings claimed they had beenpaid by Pepsi to stage the
attacks, to frame the protestersas terrorists.
(45:22):
Then Senator GloriaMacapagal-Arroyo I just
butchered that name suggestedthe attacks were being
perpetuated by rival bottlersattempting to take advantage of
PCPPI's vulnerability.
The Committee on Trade andCommerce of the Senate of the
Philippines accused Pepsi ofgross negligence, noting it was
involved in a similar fiasco inChile just a month before the
(45:44):
349 incident.
Wow, people died.
Speaker 2 (45:52):
That is insane.
I mean, only half the peopletook the settlement, that's
right, and like half of themwere part of this alliance
literally the 349 alliance,which I.
Speaker 1 (46:04):
That's the best name ever.
I love that name.
Like I'm surprised because ofthis bottle cap it's incredible.
Speaker 2 (46:10):
You rally around a cause against big corp.
What story.
But it's really unfortunate.
People died Like Holy cow.
Yeah, it went to, I mean therewas literal terrorist attacks.
Speaker 1 (46:20):
Bombs were grenades.
Like military grenades wereused because of this stupid
prize bottle.
This is the power of marketing,right?
Like if you mess up marketing,your life could be in danger.
Like I don't want to belittlethe violence and death that
happened here.
This is like for realsies.
(46:41):
Marketing is powerful and whenyou play with people's, you know
ability to feel like they'vegotten what they deserve or not.
That's how jokers are made.
Speaker 2 (46:53):
I'm just saying it's true, it's how jokers are made a
whole line about this for anevil villain.
That is insane.
So they never got like asettlement for like a lawsuit or
something at the end uh, sowell clark, I guess if you're
asking me to read the nextsection.
Speaker 1 (47:11):
About 22 000 people took legal action against
PepsiCo.
At least 689 civil suits.
5,200 criminal complaints forfraud and deception were filed.
On January 1993, pepsi paid theDepartment of Trade Industry a
fine of 150,000 pesos forviolating the promotion's
approval conditions.
On June 24, 1996, a trial courtawarded the plaintiffs of the
(47:33):
lawsuit 10,000 pesos, about $380each, in moral damages.
Speaker 2 (47:38):
Wow, so they did better than the settlement or
whatever it was.
Speaker 1 (47:45):
Yes, I mean, I don't know if the moral of the story
is hold out and sue becauseyou'll get like a few pesos more
, but that is indeed whathappened in this case.
Speaker 2 (47:56):
I mean, it's a takeaway you can hold out and be
like no, no, I'm waiting forthe good stuff.
And then it's a risk riskversus reward.
There will be terrorist actsagainst these crimes and you may
or may not want to risk yourlife because of three, four,
nine Alliance.
Speaker 1 (48:12):
That's right.
This was a.
This was referred to as thePepsi number fever or the 349
incident.
That's wild.
Yeah, I was literally justlooking for a fun Pepsi fact to
share.
Continue our shenanigans aroundPepsi.
For some odd reason on thispodcast it's become so
(48:34):
Pepsi-oriented and when you seesomething that says the Pepsi
number fever incident you gottaclick it.
And then when you read it, youhave to share it with the world.
So yeah, that is that.
Speaker 2 (48:47):
Always remember, always remember the 349 Alliance
.
Speaker 1 (48:51):
They're probably still out there.
I mean, that's gonna be ourwhen we create our second pod.
That's what we're going to nameit.
Speaker 2 (48:58):
It's going to be called the 349 alliance podcast.
Speaker 1 (49:01):
Never forget how we dismantled pepsi as a two-person
organization.
We're gonna take them down.
We're taking them all the waydown either bring back pepsi man
or we bankrupt that companyagain, because they have been
bankrupt before, so we could.
We could do it again.
Speaker 2 (49:17):
Get back into the video game industry.
Bring Pepsi man out of thecages and shackles.
You have them in right now.
Speaker 1 (49:24):
And we'll be satisfied.
Speaker 2 (49:26):
We will literally take you down.
Speaker 1 (49:29):
We're going to organize.
Does Pepsi have stock?
Do they have stock?
Can we do a buyout?
Oh yeah, for sure.
Speaker 2 (49:36):
We could definitely short them.
Speaker 1 (49:38):
Oh, they're down.
Uh, 130, 136.
Ooh, that's a little high.
Speaker 2 (49:45):
It's a little high.
Speaker 1 (49:46):
I wasn't ready to go Wow, this is wild.
Clark Coca-Cola.
Higher or lower, lower.
Speaker 2 (49:55):
Really I think so, that'd be my guess.
I don't know if that's true,why?
I think it's just becauseprobably just the divestiture of
shares Okay, so it's probablyjust more volume of shares,
would be my guess, you'resmarter than I am.
Speaker 1 (50:08):
You're right 70, 86.
Speaker 2 (50:12):
Okay.
Speaker 1 (50:12):
Yeah, about half.
About half the price of pepsiif pepsi does a split, we can
try and short them.
We need to know when thishappens.
If pepsi splits corporatestrategists worldwide all 10
million of you that listen tothis podcast, that's right, 10
million of you.
There's a lot I need you all tobuy one share and together
we're going to vote to bringback the pepsi man, and if they
(50:34):
don't, we're going to tank thiscompany.
We need Pepsi man, and if theydon't, we're going to tank this
company.
Speaker 2 (50:38):
We need it on the agenda for the board of
directors to review and be likewhat do they want to do?
What's Pepsi man?
Speaker 1 (50:43):
Who is the corporate strategy Three, four, nine?
Speaker 2 (50:48):
movement.
Why do they own?
Speaker 1 (50:52):
51% of our company.
That needs to be our end goal.
That really doesn't need to beour end goal for this podcast.
As a collective, as our Discordcorporate fam, which you can
join by looking in your shownotes, you can join the Discord.
We own 51% of PepsiCo.
Speaker 2 (51:12):
Don't let the 349 be forgotten.
Speaker 1 (51:15):
Don't let Pepsi man be shackled in a basement.
Let him out, let him breathe,let him serve Pepsi and the
world, and the world, and theworld.
Let us not forget.
On that note.
I've got nothing else, clark,no, I think that's it.
Speaker 2 (51:35):
Like share, bring back Pepsi man.
I think that's it, yeah, uh,like share, bring back Pepsi man
.
Hashtag See ya.
Speaker 1 (51:41):
Hashtag Save the man, Save the Pepsi.
Uh, link tree for everything,Everything Swag.
Support the show Website.
Who cares?
Speaker 2 (51:51):
I mean at this at this point, like if you haven't
figured it out by now.
What are you doing?
I can't help you.
Why are we even saying it.
Speaker 1 (51:58):
We can't help you, I can't help you.
If you can't interview withyour cack, you're certainly not
going to be able to join theDiscord.
Speaker 2 (52:04):
If you can't interview with your cack out,
then what are you doing?
Speaker 1 (52:07):
What are you doing?
Oh, power, move, bring a Pepsiinto an interview.
Interview, it's a big bottle,two liter.
Yeah, I'm talking by the end ofit.
Make sure you finished it.
And then when they say excuseme, excuse me, sir and or madam,
did you just drink a two literbottle of pepsi during our
(52:29):
interview?
And then you say coca-cola andgot crap on me.
Hang up the call.
No, I'll see you on Monday.
Hang up the call.
Speaker 2 (52:41):
Can't wait to get started.
I really gotta pee.
I'll see you later.
Speaker 1 (52:47):
This Pepsi is hitting my bladder in some kind of way.
I have to go, but I will seeyou on Monday.
Speaker 2 (52:55):
Do you remember the Pepsi flood of 1989, with the
Pepsi on my floor?
Speaker 1 (53:02):
do you remember the 349 movement?
Speaker 2 (53:07):
that's a new question .
That's what you ask.
You say are you part of 349alliance?
And if they say no, you walkout, look them dead in the eyes
and say that's what you ask.
You say are you part of 349Alliance?
Speaker 1 (53:19):
And if they say no, you walk out, Look them dead in
the eyes and say I don't respectyou and walk away, you
obviously have no morals orvalues.
I'm hurting, it hurts to live.
Speaker 2 (53:37):
I'm crying.
Speaker 1 (53:38):
That hurts to live.
Mmm, oh, I'm crying.
That was so good.
There are tears in my eyes.
There are tears.
Oh bless it, I'm done, I'm good, I'm toast.
Speaker 2 (53:49):
I've been good.
For about ten minutes I'd saywe go ahead.
Speaker 1 (53:52):
Do it as always drink your Pepsi.
I'm Bruce and I'm Clark andyou're on mute.
We will see you next week.
Crappy birthday everyone.
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