June 11, 2020 • 30 mins
The 4 P’s of Innovative ICONIC Brands - Part I
Episode #2
A product, service or idea is innovative when it stands out from the rest and truly makes the customer lives’ easier. Reinvention of experience has been the cornerstone of the 21st century. From Uber to Airbnb, Grubhub to Spotify, pain-points in many areas of our daily lives have been opened up by innovation. The future is already upon us and some iconic brands have taken the lead to innovate and update our life’s experiences.
During Part I of this two-part series, we unpack two of the 4 P’s of Iconicity, Purpose and People, and discuss how some brands are leveraging innovation to create experiences that make our lives easier and stand out from the crowd.
- 0:00:51 - Intro: Purpose and People
- 0:05:00 - The 4 P's of Iconicity
- 0:09:27 - The first P of Iconicity = Purpose
- 0:18:21 - The second P of Iconicity = People
- 0:27:19 - ICONIC Points
To learn more about John Avola and Calvin Stovall, visit iconicpresentations.net. All The ICONIC Mindset episodes can be downloaded at theiconicmindset.com. If you enjoyed listening to this episode, please subscribe to our show. Remember to select a star rating and/or write a review for The ICONIC Mindset podcast.
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Don't just be, Be ICONIC!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Introduction (00:07):
Welcome to the ICONIC Mindset podcast with John
Avola and Calvin Stovall.
This is the only place thatuncovers the multiple levels of
iconic businesses and brands.
Every episode reveals thesecrets behind what it takes to
make your business, idea, ormovement iconic.
(00:27):
Now, here are John and Calvin.
John Avola (00:33):
Calvin, how are you?
Calvin Stovall (00:34):
Good morning, John.
How are you?
John Avola (00:36):
Hey, I'm doing great.
I'm so excited to be here.
Episode number two!
Calvin Stovall (00:41):
Right! Here we go.
Number two.
I'm fired up.
Just so our listeners knowupfront, we have quite a bit to
share.
This episode is going to be partone, and then we'll have part
two of our podcast.
We're going to talk about thefirst piece, which is purpose
and people, and then we'll postpart two because we have a lot
(01:06):
to share and a lot oforganizations have shown us
innovations.
We want to make sure we arecognizant of people's time.
So we're going to break theseinto two parts.
John Avola (01:18):
Calvin, that's a great idea.
So this podcast will be a focuson purpose and people.
Then for the next episode, wewill focus on passion and
perseverance.
I like that, kind of splittingit up a little bit for our
listeners.
Great idea.
Calvin Stovall (01:33):
We're going to get into that content in a
moment, but before we get intothat, for today's podcast, I'd
like to just take a moment toaddress the inexcusable and
horrific death of George Floyd.
And more importantly, how thatincident has brought to light
the injustice that black peoplehave been dealing with for
(01:56):
decades.
This, unfortunately, isn't thefirst time something like this
has happened.
I can run a long list of blackpeople who have died at the
hands of police, but what I'dlike to highlight is that
there's a significantdifference, at least that I'm
seeing, and I'm sure peoplearound the world are seeing this
time around.
And that is how we're hearingthe voice of some of my most
(02:19):
beloved brands saying somethingabout this incident.
As I mentioned during our lastpodcast, remember when I talked
about no response is a responseand that's a powerful one.
What truly gives me hope in thissituation is that now it's not
just black people that areangry.
Corporate America is also angry.
(02:40):
I just wanted to mention a fewof the brands that were brave
enough to speak out and make aniconic move against the racial
injustice that black people havefaced.
So if you don't mind, I'd justlike to mention a few brands, if
you're okay with that.
John Avola (02:55):
I think it's great that we take a moment to
recognize the companies thathave really taken a moment to
stand up.
They deserve to be recognizedand it is iconic.
Calvin Stovall (03:05):
Yes it is.
I have a few and this list isn'texhaustive by any means.
I think they're worthmentioning: American Airlines,
HGTV, Starbucks, Auto Zone, Benand Jerry's, HBO, Amazon,
Disney, Netflix, Uber, 23 andMe, Macy's, Nordstrom's,
Twitter, TNT, Warner Media,Paramount, CBS, Nickelodeon,
(03:29):
Pokemon, Viacom, Nike,Universal, Fox, AMC, CNN, and
even Sesame Street.
So I just want to recognizethose brands for making that
move.
And again, my prayers andcondolences to the Floyd family.
And, I hope we can get past thisand make this a better world.
John Avola (03:49):
Absolutely.
Calvin, I couldn't agree more.
It's honestly a tragic, tragicsituation, but it's great to see
these iconic companiesaddressing the civil unrest
that's sweeping across ournation, grieving in our local
communities, making adifference, while at the same
time it's providing all of us areminder that we must keep doing
our part to making meaningfulchange.
(04:13):
I wanted to call out one othercompany, Calvin.
You mentioned 23 and Me.
The founder and CEO said itbest.
And I'm going to quote her in anemail that she sent out to all
her members where she said we,referring to 23 and Me,
"absolutely have the potentialto be better despite our
efforts.
I have to honestly say that weare also part of the problem.
(04:34):
I'm holding myself accountable.
I'm holding 23 and Meaccountable.
And I'm asking that ourcustomers hold us accountable."
Calvin Stovall (04:41):
That's awesome.
John Avola (04:43):
So Calvin, let's jump in.
I know we talked about takingthe four Ps and splitting them
between two episodes, but ouraudience is eager to know, and I
think we've got to share, whatare the four Ps of iconicity?
Calvin Stovall (04:55):
I just can't wait to answer that question!
Well, of course we have purpose.
And then we're going to havepeople.
The third P is passion and thefourth is perseverance.
Those are the four Ps oficonicity.
Those are the four quadrantsthat you need to cover to create
(05:15):
an iconic brand.
John Avola (05:17):
That's it, Calvin.
Would you consider those four Psas being the iconic framework?
Is this the foundation of theiconic mindset podcast?
Calvin Stovall (05:25):
Absolutely.
It is the foundation! And inthese podcasts going forward,
even like in the last one, we'regoing to touch on those
framework components because allof those are critical to having
a successful and iconic brand.
We'll be talking about thatquite a bit.
By the time we're done, I thinkour listeners are going to know
them just as well as we do.
John Avola (05:45):
That's wonderful.
You know, I think the best partabout these four Ps is that any
company can learn them.
Any company can apply them.
You don't necessarily have to bea status like a Nike or a FedEx.
You can be that small brand.
Remember, we mentioned thatdumpling company in the last
episode.
These principles can be applieduniversally.
They are essential componentsthat create the staying power
(06:07):
that builds a lasting connectionwith your customers.
Calvin Stovall (06:10):
Absolutely, absolutely.
You like that dumpling company!
John Avola (06:15):
I think I'd like to be their number one customer.
Before we jump into each one ofthose Ps, we should probably
talk a little bit about the wordinnovative, Calvin.
We've had some discussionsaround innovative.
How would you define innovative?
Calvin Stovall (06:30):
I did look up a definition.
It was quite a long one, but Ipulled out probably the one
sentence that I think underliesit all.
It says a product or an idea isinnovative when it stands out
from the rest and truly makescustomer lives better or easier.
John Avola (06:53):
Yes.
Stands out from the rest, makeslives easier, convenience,
iconic, innovative.
I love that definition.
In doing some research for thispodcast specifically, I stumbled
across this book by Giles Lury.
Its title is From Ideas toIconic Brands.
(07:15):
And in the book, Mr.
Lury breaks down the origin ofthe word innovation, which he
explains comes from a Latin rootof innovare, which means to
alter or make better as well asfrom novere, which means make
new.
So looking at either of thosetranslations, it made a lot of
(07:36):
sense to me.
Innovation doesn't always haveto be new.
It can evolve and move to makesomething better, an
improvement, whether it's insomething that's currently
existing or an area that needsto be changed.
Calvin Stovall (07:49):
I agree with you a hundred percent.
A lot of people do believe whenthey say let's do something
innovative, that it has to besomething done from scratch.
And that's not necessarily thecase.
You can have something that'salready good and you can add to
it and make it great.
John Avola (08:05):
Right, and I love the example of LinkedIn.
Back in the early 2000s, in theboom of social networking, the
founder, Reid Hoffman, saw anopportunity to leverage social
media, and develop an area forbusiness professionals to
network.
So the next thing you know,space for growing trusted
relationships in the businesscommunity was born and then
(08:26):
LinkedIn didn't stop there.
They continued to innovate.
You may have heard of LinkedInJobs, which was a new feature
they released just after theirnetwork was becoming
established.
The whole idea behind LinkedInJobs was just to make job
searching easier.
They used profile data and theybegan matching people with jobs,
suggesting candidates forrecruiters.
(08:48):
Meanwhile, their competitors...
do you remember those companies,Monster.com, Hot Jobs, Career
Builder?
They stayed true to what they atthe time believed was correct,
which was just having theindividual search the job boards
versus LinkedIn's approach,which was matching people with
jobs.
And at the end of the day, itwas simply a different approach
(09:09):
to job hunting.
I think we all know where thestory goes from there for
Monster.com and Career Builder.
Calvin Stovall (09:16):
You used to see them all the time, but they just
faded away and nobody even talksabout them anymore.
It's amazing.
Let's start with purpose.
And I like to talk about purposea lot, because once your company
finds that, that's the anchor ofeverything that you do going
(09:37):
forward.
And a lot of companies are goingdown this road being innovative.
Convenience is a biggie.
A lot of companies are focusingon convenience, saving people
time.
Time is the currency of today.
Everybody's looking for a way todo that.
The reinvention of experiencehas been the cornerstone of the
(09:58):
21st century from Uber toAirbnb, Tender to Spotify.
A lot of these companies havetaken the things that were
painstaking for us and focusedon these areas to change our
daily lives.
And that is what's great.
I remember back in the day whenyou had to hail a cab on the
(10:24):
side of the street, or call themon the phone and then wait there
for 30, 40 minutes for them toshow up if they show up at all,
but now you could do it on yourphone very quickly.
You can call Uber or Lyft.
I remember when you had to go inthe bank to do any transaction.
You had to actually walk inside.
(10:46):
But now you could walk up to anATM, drive up to an ATM, or you
can do it on your phone as well.
That's purpose-led innovation.
It's something that transcendsthe focus on creating something
that makes people's livesbetter.
And it looks to widerpossibilities and transforms our
life's experience.
It's kind of like a shift fromme to we.
(11:07):
The first category I want totalk about that's done a great
job at this is the grocery area.
I have a statistic here, checkthis out.
During the pandemic, of course,a lot of people were ordering
online and they did someresearch.
41.8% had never done onlinegrocery shopping before.
And according to a March 31stsurvey from Business Insider
(11:30):
Intelligence, the penetration ofgrocery e-commerce users has
surged about 72% due to thepandemic.
That's amazing.
But I think the future isalready upon us.
Grocery stores, they're startingto race to innovate and really
change that shopping experience.
(11:50):
So over the next five years,we're going to see a lot of
that.
They're going to be upgradingquite a bit, and they're
experimenting a lot withcashierless checkouts, which
allows consumers to scan itemson their own and just go.
Amazon Go, that's my first.
Amazon Go, they have 26locations.
(12:10):
So far they're in Seattle,Chicago, San Francisco and New
York City.
Customers have the freedom toshop the store for the items
they want and then simply walkout without having to wait in
line or being checked out by acashier.
It's going to become commonplaceamong a lot of grocery stores.
John Avola (12:32):
So customers can just walk in, pick the items
that they want and walk out.
Calvin Stovall (12:37):
A number of other stores, Kroger, Walmart,
HEB, have already rolled outcashierless retail in some
fashion.
Some stores will take it a stepfurther about picking out the
items and having them deliveredafter the fact so customers
aren't weighed down by having tocarry bags.
(12:57):
So cashierless retail does freeup human employees to focus on
assisting customers and keepingthe store clean and providing a
personalized customerexperience.
I know there's a love-hate therearound cashierless.
That means somebody might be outof a job, but again, it's a
(13:18):
focus on providing conveniencefor customers.
John Avola (13:21):
Amazon Go, they're doing an awful lot, especially
with their recent acquisition ofWhole Foods where they have seen
some changes there in thosestores, integrating their app.
So it's very convenient andespecially with the last few
months around COVID I know a lotof the delivery grocery apps
(13:44):
have really spiked.
Instacart, or Shipt, where youcan get on your app, pick your
groceries, and next thing youknow, the doorbell is ringing
and there you go.
You didn't even have to leavethe seat of your couch if you
didn't want to.
Calvin Stovall (13:57):
My next company is Carvana.
John Avola (14:00):
That's a good one.
Calvin Stovall (14:02):
They were founded in 2012 and they're
based in Phoenix.
Their mission is really to offercustomers a new way to buy a
car.
A lot of companies, because ofCOVID, are shifting to online
and having to change theirbusiness model.
But Carvana has been doing thisfor a while and they've removed
(14:23):
the traditional dealershipinfrastructure and replaced it
with technology and exceptionalcustomer service.
They're really out to create theAmazon for cars.
John Avola (14:35):
Okay.
I do like it.
Calvin Stovall (14:38):
They're focusing on providing an amazing
experience for customers to findthe perfect used car.
They have a wider range oftechnology.
Customers can look at aninventory of about 25,000 cars,
which is much larger than aregular dealership, of course.
What I thought was great, youcan get a complete and accurate
(14:59):
view of the inside and outsideof the car.
And once a person chooses a car,it can either be delivered to
their home as soon as the nextday or they can pick it up at a
car vending machine.
A vending machine! I thinkthat's probably one of the
biggest innovations over atraditional car buying
experience ever.
(15:20):
Customers have a seven daywindow to return the car with no
questions, and that's innovationat its best.
John Avola (15:28):
Seven days.
I think they're actually thethird largest used car dealer in
the United States.
They've done a tremendous amountof work in the last few years
and the need for Carvana andbuying used cars online has
drastically increased.
There's been a lot of positiveinventions or innovative ideas
(15:52):
that have come out of COVID, onebeing from Carvana, which just
in March introduced a touchlessdriver and pickup.
So not only do you have your cardelivered the next day, but it's
touchless.
Your car just rolls right offthe truck and you get right in
and you're on your way.
It's pretty neat.
Calvin Stovall (16:11):
That's incredible.
Again, those things, as far asCarvana and Amazon Go, their
purpose is focusing onconvenience.
I think they've done a greatjob.
John Avola (16:22):
I do want to mention another couple of brands here
while we're in the purposecategory.
When you think about purpose andcustomer convenience, the two
companies that come to my mindare FedEx and Microsoft.
And what's real exciting aboutthese two companies is just in
the last month they announced apartnership to help transform
(16:43):
commerce by combining theglobal, digital and logistics
network of FedEx with the powerof Microsoft's intelligent
cloud.
So what that means is together,they're going to use data and
analytics to give businesses anunprecedented level of control
and insight into the package'sjourney across the entire
management flow.
(17:07):
It's called FedEx Surround andit's serving companies that
depend on those highly sensitivedeliveries.
So I started thinking aboutthis.
What is a highly time-sensitivedelivery and how can FedEx
Surround help someone that's inneed of something so quickly?
And my thoughts went to thehospital.
(17:27):
You can imagine this, you've gota hospital that may urgently
need a package.
It could be a life or deathsituation where FedEx Surround
will be able to pinpoint theexact location of the package
and can request an immediatereroute for the fastest
delivery.
Instead of shippers getting adelivery disruption alert FedEx
Surround will anticipate them,recommend a corrective course of
(17:50):
action and provide the businesswith a greater sense of control
over their entire supply chain.
I'm excited to see more aboutthat.
There's some news, a couple ofpress releases available, but to
see where FedEx Surround goesand combining a company like
FedEx with Microsoft, it's veryexciting to see where that's
going to go.
Calvin Stovall (18:12):
Yeah, that's awesome.
I love hearing about things likethat.
Again, continuing to makepeople's lives easier.
John Avola (18:18):
That's right.
Yeah.
Where are we going now?
Calvin Stovall (18:21):
We're going to people.
And in the iconic framework,people is really around
connection and that could beconnection around your
customers, or it could be youremployees, your internal
customers, as well.
For the first company, we'regoing way over to Stockholm,
Sweden.
John Avola (18:39):
Okay.
Take me with you, Calvin!
Calvin Stovall (18:44):
We're going to talk quickly about a museum
called, and I hope I'mpronouncing this right.
I hope I'm not butchering it.
Vasa Museum.
John Avola (18:53):
Sounds right to me.
Calvin Stovall (18:57):
Each year, 1.3 million visitors pass through
the doors of the Vasa Museum,making it Sweden's most popular
museum.
According to TripAdvisor, it'sthe ninth most recommended
museum.
(19:21):
Let me tell you why I pickedthis place.
Even through its popularity, themuseum is continuously working
to improve the customerexperience.
Their most popular museum isknown for its amazing attention
to detail to create a highquality guest experience.
They've studied all aspects ofthe customer's journey, from
(19:42):
discovering the museum to buyinga ticket and traveling through
the museum.
And they've mapped out the bestroute for a great guest
experience.
But the cool thing about this isthe employees are involved.
The employees are trained toquickly identify each type of
guest and then personalize theexperience to meet their needs.
(20:02):
They co-designed the solutionswith the staff and that's
awesome.
In order to create a sustainablesolution, they involved their
museum staff to design anexperience that would meet their
visitors' needs.
That is iconic.
John Avola (20:21):
You're taking personalization and bringing it
into real time, real lifeexperiences.
And then having the customerexperience that while the
employees are part of the tripor the tour through the museum,
that's really neat.
Calvin Stovall (20:39):
I'm going to talk about this when we get to
iconic points later, but a lotof organizations when they're
looking at innovation and doingsomething out of the box,
sometimes they forget about thefrontline employees and the
people that are dealing with thecustomers on a day to day basis.
And they're the ones that knowwhat customers are asking for.
They know what the pain pointsare for customers.
(21:00):
Sometimes we sell ourselvesshort when we don't involve them
in innovating our organization.
I think Vasa did a great job.
John Avola (21:08):
That's a strong point there, Calvin, you're
absolutely right.
Those frontline workers are theworkers that know that they're
the heartbeat of theorganization and you can't get
any closer to the customer thansomeone who's interacting with
them on a daily basis.
Calvin Stovall (21:23):
Absolutely.
John, I've got a question foryou.
John Avola (21:26):
What's going on, Calvin?
Calvin Stovall (21:27):
Do you think a robot can make a human
connection and enhance thecustomer experience?
John Avola (21:34):
Oh, Calvin, what kind of robots are we talking
about here?
I feel like you might be settingme up.
Are we talking about robots thatare in the field with soldiers?
Are we talking about a virtualassistant like Alexa?
Calvin Stovall (21:47):
I'm talking about retail, right.
Retail.
John Avola (21:51):
I do though.
To answer your question, I thinkit's possible.
Humans can develop thatemotional attachment with robots
and because of that, the robotcan make the human connection.
For me, it comes down to thetrust.
If you trust the robot, you'renaturally going to be
emotionally connected.
(22:14):
I think it could happen.
You could have an emotionalconnection with a robot.
Calvin Stovall (22:17):
Well, you know what, it's going to happen,
whether you like it or not.
We're going to experience itmore.
They serve a number of purposes.
Some organizations are lookingat this from an innovation
standpoint, but they can be usedfrom directing customers to
stocking shelves and changingprices.
As they grow in number, as youjust expressed, there's a
(22:40):
question if customers even wantthem.
One survey found that 95% ofconsumers don't want to talk to
a robot while shopping in storeor online.
However, the rising GenZgeneration says that robots are
the top new technology theywould like to see in retail.
You have to think about yourcustomers in the future, but I
(23:04):
understand that coming across arobot as you walk through the
store aisles and asking it tohelp sounds like something out
of the Twilight Zone.
It's a little weird, but agrowing number of retail stores
are using them and involvingthem in the shopping experience.
John Avola (23:20):
I have to say if that robot's readily available
...
because you can never find astore employee.
Calvin Stovall (23:30):
Sometimes that can be challenging! They are on
the rise and they expect, basedon this research, there'll be an
estimated 150,000 robots inbrick and mortar stores by 2025.
Many experts predict the spreadof COVID and the need for
(23:51):
contactless service couldactually speed up the adoption
of in store robots.
Lowe's is one of the firststores that have adopted these
in store robots.
They're called LoweBots.
They actually implemented themin 2016.
(24:13):
The robot roams the store andcustomers can talk to it, or you
can type a question into itslarge touch screen front, which
is pretty cool, but mostrequests are to locate items in
the store.
It can tell customers thelocation of items and a robot
could go with you to find it.
(24:34):
It scans shelves to conductinventory, which is unique to
each location.
And it just creates a moreefficient and personalized
shopping experience for eachstore and where they want to
stock items and whatever in hightraffic areas.
Kroger's also is testing roboticdelivery with this.
They have a robot, Nuro, whichcan deliver up to 12 bags of
(24:57):
groceries, straight to thecustomer's doors for a small
fee.
Walmart is also exploringrobots.
As time goes on, these robotswill become more human like, and
again, continue to create apersonalized shopping
experience.
John Avola (25:15):
This is kind of funny, but when you mentioned
Kroger, could you imaginewalking into Kroger and just
giving that robot your grocerylist?
I would love that! I'd be in andout of there.
I'll be chasing after thatrobot!
Calvin Stovall (25:30):
I know.
I am not a fan of groceryshopping at all.
John Avola (25:33):
You walk in there, you tell Mr.
Robot, hey, here's my list.
You go find it and I'll justfollow you along.
I'll go, and don't take myrobot!
Calvin Stovall (25:44):
You could become really good friends!
John Avola (25:47):
An emotional connection with my shopping
robot.
And Calvin, on a personal side,I actually had an opportunity,
probably about a year ago totour a 3-D printing and repair
center.
And what was really cool aboutthis tour was that they were
using robots similar to what youdescribed as the LoweBot to help
(26:09):
workers deliver devices so thatthey didn't have to leave their
workstation.
After they finished completingthe repair on whatever the
device may be, they wouldactually drop the completed item
into the robot.
The robot would go away and comeback with a new item and they
would continue to rotate thatway.
The worker never had to leavetheir station and I'm watching
(26:31):
these guys and one of theworkers needed a new part.
So instead of having to get upfrom his desk and get his new
part, he could actually switchto another machine and the robot
would go fetch him the part thathe needed.
It comes back and now he goesback to his original task
without even having to move.
So I thought that was so cool.
(26:54):
And it saves time and isconvenient.
There are a lot of opportunitiesthere with the robots.
Calvin Stovall (26:59):
I think I need to get one in my house.
John Avola (27:03):
That's right.
It would be watching over thoseboys for you.
Calvin Stovall (27:07):
That's right.
That's my robot.
Watch these two boys.
John Avola (27:11):
Well, Calvin, that was great.
I really enjoyed talking aboutthose brands today.
As we always do, before we closeup, we want to give our
listeners a few key takeaways,just so they have something to
focus on throughout the nextweek and in between our
podcasts.
The first point I want to bringup there is under the purpose.
We talked a lot about differentbrands.
(27:33):
We talked about Amazon.
We talked about Carvana, FedExand Microsoft.
And what I find that theseexamples all have in common is
that they're extremely focusedon amplifying their story.
You look at Amazon, they'reeverywhere.
You can't go anywhere withoutseeing an Amazon or a prime
delivery truck in your yard orin your neighbor's yard, right?
(27:56):
Carvana is convenience.
They've completely changed usedcar buying to what we used to
know.
And then you have iconic brandslike FedEx and Microsoft that
are partnering together, allfocusing on amplifying their
stories, combining each other'sbest qualities to help to
improve the customer experienceand convenience.
(28:17):
And then the second takeaway isaround the people part and
connection, right?
It's developing that emotionalconnection with your customers,
immersing yourself in thecustomer experience.
What I like best about theiconic framework and Calvin, you
know this more than anyone sinceyou created it, is what we call
the moments of impact, right?
Maximizing the return on everyinteraction.
Calvin Stovall (28:40):
Yes, sir.
And that's what I want to makesure that people understand,
that interacting with yourcustomer, when you make an
emotional connection and you'recreating those memorable
experiences for your customers,that's what they're going to
remember.
That's what's going to make themtell their friends, relatives,
and colleagues about theexperience they had at your
entity, whatever that may be.
(29:00):
And that's what you want.
You want people out theretalking about it.
You want them on social mediasaying they had a great
experience at your stores orwhatever it is where you're
providing your product orservice.
So that's the biggie.
John Avola (29:14):
I can't thank you enough.
It's been another great episode.
Enjoying this.
Absolutely.
I think we're both in it for thelong, long haul here.
So our listeners can restassured that this is going to
continue for a very long time.
We're excited about it.
We get amped up about it andwe're excited to amplify our
story to share it with you.
Calvin Stovall (29:33):
Absolutely.
It's always a blast doing thispodcast with you, John, and I
want to say thank you to ourlisteners, continuing to hang in
there with us.
And we're going to continue tofocus on providing content for
you that you find valuable anduseful in your business on a day
to day basis.
John Avola (29:50):
Let's say our listeners want to find out more.
Maybe it's a little bit moreresearch on those four Ps.
We mentioned the iconicframework.
Where can they find more outabout us?
Calvin Stovall (30:00):
All you have to do is go to
iconicpresentations.net and theiconic framework is there.
And then if you want to learnmore, all of the information is
right there for you to read.
Thank you, John.
And I can't wait to come back tofinish part two.
John Avola (30:21):
That'll be our next episode.
Part two.
We'll discuss the remaining twoPs and provide some key
takeaways.
Calvin Stovall (30:29):
Fantastic.
Well, thank you.
You take care and until nexttime, don't just be, be iconic.
Take it easy.
Thank you.
Welcome to the ICONIC Mindset podcast with John
Avola and Calvin Stovall.
This is the only place thatuncovers the multiple levels of
iconic businesses and brands.
Every episode reveals thesecrets behind what it takes to
make your business, idea, ormovement iconic.
(00:27):
Now, here are John and Calvin.
John Avola (00:33):
Calvin, how are you?
Calvin Stovall (00:34):
Good morning, John.
How are you?
John Avola (00:36):
Hey, I'm doing great.
I'm so excited to be here.
Episode number two!
Calvin Stovall (00:41):
Right! Here we go.
Number two.
I'm fired up.
Just so our listeners knowupfront, we have quite a bit to
share.
This episode is going to be partone, and then we'll have part
two of our podcast.
We're going to talk about thefirst piece, which is purpose
and people, and then we'll postpart two because we have a lot
(01:06):
to share and a lot oforganizations have shown us
innovations.
We want to make sure we arecognizant of people's time.
So we're going to break theseinto two parts.
John Avola (01:18):
Calvin, that's a great idea.
So this podcast will be a focuson purpose and people.
Then for the next episode, wewill focus on passion and
perseverance.
I like that, kind of splittingit up a little bit for our
listeners.
Great idea.
Calvin Stovall (01:33):
We're going to get into that content in a
moment, but before we get intothat, for today's podcast, I'd
like to just take a moment toaddress the inexcusable and
horrific death of George Floyd.
And more importantly, how thatincident has brought to light
the injustice that black peoplehave been dealing with for
(01:56):
decades.
This, unfortunately, isn't thefirst time something like this
has happened.
I can run a long list of blackpeople who have died at the
hands of police, but what I'dlike to highlight is that
there's a significantdifference, at least that I'm
seeing, and I'm sure peoplearound the world are seeing this
time around.
And that is how we're hearingthe voice of some of my most
(02:19):
beloved brands saying somethingabout this incident.
As I mentioned during our lastpodcast, remember when I talked
about no response is a responseand that's a powerful one.
What truly gives me hope in thissituation is that now it's not
just black people that areangry.
Corporate America is also angry.
(02:40):
I just wanted to mention a fewof the brands that were brave
enough to speak out and make aniconic move against the racial
injustice that black people havefaced.
So if you don't mind, I'd justlike to mention a few brands, if
you're okay with that.
John Avola (02:55):
I think it's great that we take a moment to
recognize the companies thathave really taken a moment to
stand up.
They deserve to be recognizedand it is iconic.
Calvin Stovall (03:05):
Yes it is.
I have a few and this list isn'texhaustive by any means.
I think they're worthmentioning: American Airlines,
HGTV, Starbucks, Auto Zone, Benand Jerry's, HBO, Amazon,
Disney, Netflix, Uber, 23 andMe, Macy's, Nordstrom's,
Twitter, TNT, Warner Media,Paramount, CBS, Nickelodeon,
(03:29):
Pokemon, Viacom, Nike,Universal, Fox, AMC, CNN, and
even Sesame Street.
So I just want to recognizethose brands for making that
move.
And again, my prayers andcondolences to the Floyd family.
And, I hope we can get past thisand make this a better world.
John Avola (03:49):
Absolutely.
Calvin, I couldn't agree more.
It's honestly a tragic, tragicsituation, but it's great to see
these iconic companiesaddressing the civil unrest
that's sweeping across ournation, grieving in our local
communities, making adifference, while at the same
time it's providing all of us areminder that we must keep doing
our part to making meaningfulchange.
(04:13):
I wanted to call out one othercompany, Calvin.
You mentioned 23 and Me.
The founder and CEO said itbest.
And I'm going to quote her in anemail that she sent out to all
her members where she said we,referring to 23 and Me,
"absolutely have the potentialto be better despite our
efforts.
I have to honestly say that weare also part of the problem.
(04:34):
I'm holding myself accountable.
I'm holding 23 and Meaccountable.
And I'm asking that ourcustomers hold us accountable."
Calvin Stovall (04:41):
That's awesome.
John Avola (04:43):
So Calvin, let's jump in.
I know we talked about takingthe four Ps and splitting them
between two episodes, but ouraudience is eager to know, and I
think we've got to share, whatare the four Ps of iconicity?
Calvin Stovall (04:55):
I just can't wait to answer that question!
Well, of course we have purpose.
And then we're going to havepeople.
The third P is passion and thefourth is perseverance.
Those are the four Ps oficonicity.
Those are the four quadrantsthat you need to cover to create
(05:15):
an iconic brand.
John Avola (05:17):
That's it, Calvin.
Would you consider those four Psas being the iconic framework?
Is this the foundation of theiconic mindset podcast?
Calvin Stovall (05:25):
Absolutely.
It is the foundation! And inthese podcasts going forward,
even like in the last one, we'regoing to touch on those
framework components because allof those are critical to having
a successful and iconic brand.
We'll be talking about thatquite a bit.
By the time we're done, I thinkour listeners are going to know
them just as well as we do.
John Avola (05:45):
That's wonderful.
You know, I think the best partabout these four Ps is that any
company can learn them.
Any company can apply them.
You don't necessarily have to bea status like a Nike or a FedEx.
You can be that small brand.
Remember, we mentioned thatdumpling company in the last
episode.
These principles can be applieduniversally.
They are essential componentsthat create the staying power
(06:07):
that builds a lasting connectionwith your customers.
Calvin Stovall (06:10):
Absolutely, absolutely.
You like that dumpling company!
John Avola (06:15):
I think I'd like to be their number one customer.
Before we jump into each one ofthose Ps, we should probably
talk a little bit about the wordinnovative, Calvin.
We've had some discussionsaround innovative.
How would you define innovative?
Calvin Stovall (06:30):
I did look up a definition.
It was quite a long one, but Ipulled out probably the one
sentence that I think underliesit all.
It says a product or an idea isinnovative when it stands out
from the rest and truly makescustomer lives better or easier.
John Avola (06:53):
Yes.
Stands out from the rest, makeslives easier, convenience,
iconic, innovative.
I love that definition.
In doing some research for thispodcast specifically, I stumbled
across this book by Giles Lury.
Its title is From Ideas toIconic Brands.
(07:15):
And in the book, Mr.
Lury breaks down the origin ofthe word innovation, which he
explains comes from a Latin rootof innovare, which means to
alter or make better as well asfrom novere, which means make
new.
So looking at either of thosetranslations, it made a lot of
(07:36):
sense to me.
Innovation doesn't always haveto be new.
It can evolve and move to makesomething better, an
improvement, whether it's insomething that's currently
existing or an area that needsto be changed.
Calvin Stovall (07:49):
I agree with you a hundred percent.
A lot of people do believe whenthey say let's do something
innovative, that it has to besomething done from scratch.
And that's not necessarily thecase.
You can have something that'salready good and you can add to
it and make it great.
John Avola (08:05):
Right, and I love the example of LinkedIn.
Back in the early 2000s, in theboom of social networking, the
founder, Reid Hoffman, saw anopportunity to leverage social
media, and develop an area forbusiness professionals to
network.
So the next thing you know,space for growing trusted
relationships in the businesscommunity was born and then
(08:26):
LinkedIn didn't stop there.
They continued to innovate.
You may have heard of LinkedInJobs, which was a new feature
they released just after theirnetwork was becoming
established.
The whole idea behind LinkedInJobs was just to make job
searching easier.
They used profile data and theybegan matching people with jobs,
suggesting candidates forrecruiters.
(08:48):
Meanwhile, their competitors...
do you remember those companies,Monster.com, Hot Jobs, Career
Builder?
They stayed true to what they atthe time believed was correct,
which was just having theindividual search the job boards
versus LinkedIn's approach,which was matching people with
jobs.
And at the end of the day, itwas simply a different approach
(09:09):
to job hunting.
I think we all know where thestory goes from there for
Monster.com and Career Builder.
Calvin Stovall (09:16):
You used to see them all the time, but they just
faded away and nobody even talksabout them anymore.
It's amazing.
Let's start with purpose.
And I like to talk about purposea lot, because once your company
finds that, that's the anchor ofeverything that you do going
(09:37):
forward.
And a lot of companies are goingdown this road being innovative.
Convenience is a biggie.
A lot of companies are focusingon convenience, saving people
time.
Time is the currency of today.
Everybody's looking for a way todo that.
The reinvention of experiencehas been the cornerstone of the
(09:58):
21st century from Uber toAirbnb, Tender to Spotify.
A lot of these companies havetaken the things that were
painstaking for us and focusedon these areas to change our
daily lives.
And that is what's great.
I remember back in the day whenyou had to hail a cab on the
(10:24):
side of the street, or call themon the phone and then wait there
for 30, 40 minutes for them toshow up if they show up at all,
but now you could do it on yourphone very quickly.
You can call Uber or Lyft.
I remember when you had to go inthe bank to do any transaction.
You had to actually walk inside.
(10:46):
But now you could walk up to anATM, drive up to an ATM, or you
can do it on your phone as well.
That's purpose-led innovation.
It's something that transcendsthe focus on creating something
that makes people's livesbetter.
And it looks to widerpossibilities and transforms our
life's experience.
It's kind of like a shift fromme to we.
(11:07):
The first category I want totalk about that's done a great
job at this is the grocery area.
I have a statistic here, checkthis out.
During the pandemic, of course,a lot of people were ordering
online and they did someresearch.
41.8% had never done onlinegrocery shopping before.
And according to a March 31stsurvey from Business Insider
(11:30):
Intelligence, the penetration ofgrocery e-commerce users has
surged about 72% due to thepandemic.
That's amazing.
But I think the future isalready upon us.
Grocery stores, they're startingto race to innovate and really
change that shopping experience.
(11:50):
So over the next five years,we're going to see a lot of
that.
They're going to be upgradingquite a bit, and they're
experimenting a lot withcashierless checkouts, which
allows consumers to scan itemson their own and just go.
Amazon Go, that's my first.
Amazon Go, they have 26locations.
(12:10):
So far they're in Seattle,Chicago, San Francisco and New
York City.
Customers have the freedom toshop the store for the items
they want and then simply walkout without having to wait in
line or being checked out by acashier.
It's going to become commonplaceamong a lot of grocery stores.
John Avola (12:32):
So customers can just walk in, pick the items
that they want and walk out.
Calvin Stovall (12:37):
A number of other stores, Kroger, Walmart,
HEB, have already rolled outcashierless retail in some
fashion.
Some stores will take it a stepfurther about picking out the
items and having them deliveredafter the fact so customers
aren't weighed down by having tocarry bags.
(12:57):
So cashierless retail does freeup human employees to focus on
assisting customers and keepingthe store clean and providing a
personalized customerexperience.
I know there's a love-hate therearound cashierless.
That means somebody might be outof a job, but again, it's a
(13:18):
focus on providing conveniencefor customers.
John Avola (13:21):
Amazon Go, they're doing an awful lot, especially
with their recent acquisition ofWhole Foods where they have seen
some changes there in thosestores, integrating their app.
So it's very convenient andespecially with the last few
months around COVID I know a lotof the delivery grocery apps
(13:44):
have really spiked.
Instacart, or Shipt, where youcan get on your app, pick your
groceries, and next thing youknow, the doorbell is ringing
and there you go.
You didn't even have to leavethe seat of your couch if you
didn't want to.
Calvin Stovall (13:57):
My next company is Carvana.
John Avola (14:00):
That's a good one.
Calvin Stovall (14:02):
They were founded in 2012 and they're
based in Phoenix.
Their mission is really to offercustomers a new way to buy a
car.
A lot of companies, because ofCOVID, are shifting to online
and having to change theirbusiness model.
But Carvana has been doing thisfor a while and they've removed
(14:23):
the traditional dealershipinfrastructure and replaced it
with technology and exceptionalcustomer service.
They're really out to create theAmazon for cars.
John Avola (14:35):
Okay.
I do like it.
Calvin Stovall (14:38):
They're focusing on providing an amazing
experience for customers to findthe perfect used car.
They have a wider range oftechnology.
Customers can look at aninventory of about 25,000 cars,
which is much larger than aregular dealership, of course.
What I thought was great, youcan get a complete and accurate
(14:59):
view of the inside and outsideof the car.
And once a person chooses a car,it can either be delivered to
their home as soon as the nextday or they can pick it up at a
car vending machine.
A vending machine! I thinkthat's probably one of the
biggest innovations over atraditional car buying
experience ever.
(15:20):
Customers have a seven daywindow to return the car with no
questions, and that's innovationat its best.
John Avola (15:28):
Seven days.
I think they're actually thethird largest used car dealer in
the United States.
They've done a tremendous amountof work in the last few years
and the need for Carvana andbuying used cars online has
drastically increased.
There's been a lot of positiveinventions or innovative ideas
(15:52):
that have come out of COVID, onebeing from Carvana, which just
in March introduced a touchlessdriver and pickup.
So not only do you have your cardelivered the next day, but it's
touchless.
Your car just rolls right offthe truck and you get right in
and you're on your way.
It's pretty neat.
Calvin Stovall (16:11):
That's incredible.
Again, those things, as far asCarvana and Amazon Go, their
purpose is focusing onconvenience.
I think they've done a greatjob.
John Avola (16:22):
I do want to mention another couple of brands here
while we're in the purposecategory.
When you think about purpose andcustomer convenience, the two
companies that come to my mindare FedEx and Microsoft.
And what's real exciting aboutthese two companies is just in
the last month they announced apartnership to help transform
(16:43):
commerce by combining theglobal, digital and logistics
network of FedEx with the powerof Microsoft's intelligent
cloud.
So what that means is together,they're going to use data and
analytics to give businesses anunprecedented level of control
and insight into the package'sjourney across the entire
management flow.
(17:07):
It's called FedEx Surround andit's serving companies that
depend on those highly sensitivedeliveries.
So I started thinking aboutthis.
What is a highly time-sensitivedelivery and how can FedEx
Surround help someone that's inneed of something so quickly?
And my thoughts went to thehospital.
(17:27):
You can imagine this, you've gota hospital that may urgently
need a package.
It could be a life or deathsituation where FedEx Surround
will be able to pinpoint theexact location of the package
and can request an immediatereroute for the fastest
delivery.
Instead of shippers getting adelivery disruption alert FedEx
Surround will anticipate them,recommend a corrective course of
(17:50):
action and provide the businesswith a greater sense of control
over their entire supply chain.
I'm excited to see more aboutthat.
There's some news, a couple ofpress releases available, but to
see where FedEx Surround goesand combining a company like
FedEx with Microsoft, it's veryexciting to see where that's
going to go.
Calvin Stovall (18:12):
Yeah, that's awesome.
I love hearing about things likethat.
Again, continuing to makepeople's lives easier.
John Avola (18:18):
That's right.
Yeah.
Where are we going now?
Calvin Stovall (18:21):
We're going to people.
And in the iconic framework,people is really around
connection and that could beconnection around your
customers, or it could be youremployees, your internal
customers, as well.
For the first company, we'regoing way over to Stockholm,
Sweden.
John Avola (18:39):
Okay.
Take me with you, Calvin!
Calvin Stovall (18:44):
We're going to talk quickly about a museum
called, and I hope I'mpronouncing this right.
I hope I'm not butchering it.
Vasa Museum.
John Avola (18:53):
Sounds right to me.
Calvin Stovall (18:57):
Each year, 1.3 million visitors pass through
the doors of the Vasa Museum,making it Sweden's most popular
museum.
According to TripAdvisor, it'sthe ninth most recommended
museum.
(19:21):
Let me tell you why I pickedthis place.
Even through its popularity, themuseum is continuously working
to improve the customerexperience.
Their most popular museum isknown for its amazing attention
to detail to create a highquality guest experience.
They've studied all aspects ofthe customer's journey, from
(19:42):
discovering the museum to buyinga ticket and traveling through
the museum.
And they've mapped out the bestroute for a great guest
experience.
But the cool thing about this isthe employees are involved.
The employees are trained toquickly identify each type of
guest and then personalize theexperience to meet their needs.
(20:02):
They co-designed the solutionswith the staff and that's
awesome.
In order to create a sustainablesolution, they involved their
museum staff to design anexperience that would meet their
visitors' needs.
That is iconic.
John Avola (20:21):
You're taking personalization and bringing it
into real time, real lifeexperiences.
And then having the customerexperience that while the
employees are part of the tripor the tour through the museum,
that's really neat.
Calvin Stovall (20:39):
I'm going to talk about this when we get to
iconic points later, but a lotof organizations when they're
looking at innovation and doingsomething out of the box,
sometimes they forget about thefrontline employees and the
people that are dealing with thecustomers on a day to day basis.
And they're the ones that knowwhat customers are asking for.
They know what the pain pointsare for customers.
(21:00):
Sometimes we sell ourselvesshort when we don't involve them
in innovating our organization.
I think Vasa did a great job.
John Avola (21:08):
That's a strong point there, Calvin, you're
absolutely right.
Those frontline workers are theworkers that know that they're
the heartbeat of theorganization and you can't get
any closer to the customer thansomeone who's interacting with
them on a daily basis.
Calvin Stovall (21:23):
Absolutely.
John, I've got a question foryou.
John Avola (21:26):
What's going on, Calvin?
Calvin Stovall (21:27):
Do you think a robot can make a human
connection and enhance thecustomer experience?
John Avola (21:34):
Oh, Calvin, what kind of robots are we talking
about here?
I feel like you might be settingme up.
Are we talking about robots thatare in the field with soldiers?
Are we talking about a virtualassistant like Alexa?
Calvin Stovall (21:47):
I'm talking about retail, right.
Retail.
John Avola (21:51):
I do though.
To answer your question, I thinkit's possible.
Humans can develop thatemotional attachment with robots
and because of that, the robotcan make the human connection.
For me, it comes down to thetrust.
If you trust the robot, you'renaturally going to be
emotionally connected.
(22:14):
I think it could happen.
You could have an emotionalconnection with a robot.
Calvin Stovall (22:17):
Well, you know what, it's going to happen,
whether you like it or not.
We're going to experience itmore.
They serve a number of purposes.
Some organizations are lookingat this from an innovation
standpoint, but they can be usedfrom directing customers to
stocking shelves and changingprices.
As they grow in number, as youjust expressed, there's a
(22:40):
question if customers even wantthem.
One survey found that 95% ofconsumers don't want to talk to
a robot while shopping in storeor online.
However, the rising GenZgeneration says that robots are
the top new technology theywould like to see in retail.
You have to think about yourcustomers in the future, but I
(23:04):
understand that coming across arobot as you walk through the
store aisles and asking it tohelp sounds like something out
of the Twilight Zone.
It's a little weird, but agrowing number of retail stores
are using them and involvingthem in the shopping experience.
John Avola (23:20):
I have to say if that robot's readily available
...
because you can never find astore employee.
Calvin Stovall (23:30):
Sometimes that can be challenging! They are on
the rise and they expect, basedon this research, there'll be an
estimated 150,000 robots inbrick and mortar stores by 2025.
Many experts predict the spreadof COVID and the need for
(23:51):
contactless service couldactually speed up the adoption
of in store robots.
Lowe's is one of the firststores that have adopted these
in store robots.
They're called LoweBots.
They actually implemented themin 2016.
(24:13):
The robot roams the store andcustomers can talk to it, or you
can type a question into itslarge touch screen front, which
is pretty cool, but mostrequests are to locate items in
the store.
It can tell customers thelocation of items and a robot
could go with you to find it.
(24:34):
It scans shelves to conductinventory, which is unique to
each location.
And it just creates a moreefficient and personalized
shopping experience for eachstore and where they want to
stock items and whatever in hightraffic areas.
Kroger's also is testing roboticdelivery with this.
They have a robot, Nuro, whichcan deliver up to 12 bags of
(24:57):
groceries, straight to thecustomer's doors for a small
fee.
Walmart is also exploringrobots.
As time goes on, these robotswill become more human like, and
again, continue to create apersonalized shopping
experience.
John Avola (25:15):
This is kind of funny, but when you mentioned
Kroger, could you imaginewalking into Kroger and just
giving that robot your grocerylist?
I would love that! I'd be in andout of there.
I'll be chasing after thatrobot!
Calvin Stovall (25:30):
I know.
I am not a fan of groceryshopping at all.
John Avola (25:33):
You walk in there, you tell Mr.
Robot, hey, here's my list.
You go find it and I'll justfollow you along.
I'll go, and don't take myrobot!
Calvin Stovall (25:44):
You could become really good friends!
John Avola (25:47):
An emotional connection with my shopping
robot.
And Calvin, on a personal side,I actually had an opportunity,
probably about a year ago totour a 3-D printing and repair
center.
And what was really cool aboutthis tour was that they were
using robots similar to what youdescribed as the LoweBot to help
(26:09):
workers deliver devices so thatthey didn't have to leave their
workstation.
After they finished completingthe repair on whatever the
device may be, they wouldactually drop the completed item
into the robot.
The robot would go away and comeback with a new item and they
would continue to rotate thatway.
The worker never had to leavetheir station and I'm watching
(26:31):
these guys and one of theworkers needed a new part.
So instead of having to get upfrom his desk and get his new
part, he could actually switchto another machine and the robot
would go fetch him the part thathe needed.
It comes back and now he goesback to his original task
without even having to move.
So I thought that was so cool.
(26:54):
And it saves time and isconvenient.
There are a lot of opportunitiesthere with the robots.
Calvin Stovall (26:59):
I think I need to get one in my house.
John Avola (27:03):
That's right.
It would be watching over thoseboys for you.
Calvin Stovall (27:07):
That's right.
That's my robot.
Watch these two boys.
John Avola (27:11):
Well, Calvin, that was great.
I really enjoyed talking aboutthose brands today.
As we always do, before we closeup, we want to give our
listeners a few key takeaways,just so they have something to
focus on throughout the nextweek and in between our
podcasts.
The first point I want to bringup there is under the purpose.
We talked a lot about differentbrands.
(27:33):
We talked about Amazon.
We talked about Carvana, FedExand Microsoft.
And what I find that theseexamples all have in common is
that they're extremely focusedon amplifying their story.
You look at Amazon, they'reeverywhere.
You can't go anywhere withoutseeing an Amazon or a prime
delivery truck in your yard orin your neighbor's yard, right?
(27:56):
Carvana is convenience.
They've completely changed usedcar buying to what we used to
know.
And then you have iconic brandslike FedEx and Microsoft that
are partnering together, allfocusing on amplifying their
stories, combining each other'sbest qualities to help to
improve the customer experienceand convenience.
(28:17):
And then the second takeaway isaround the people part and
connection, right?
It's developing that emotionalconnection with your customers,
immersing yourself in thecustomer experience.
What I like best about theiconic framework and Calvin, you
know this more than anyone sinceyou created it, is what we call
the moments of impact, right?
Maximizing the return on everyinteraction.
Calvin Stovall (28:40):
Yes, sir.
And that's what I want to makesure that people understand,
that interacting with yourcustomer, when you make an
emotional connection and you'recreating those memorable
experiences for your customers,that's what they're going to
remember.
That's what's going to make themtell their friends, relatives,
and colleagues about theexperience they had at your
entity, whatever that may be.
(29:00):
And that's what you want.
You want people out theretalking about it.
You want them on social mediasaying they had a great
experience at your stores orwhatever it is where you're
providing your product orservice.
So that's the biggie.
John Avola (29:14):
I can't thank you enough.
It's been another great episode.
Enjoying this.
Absolutely.
I think we're both in it for thelong, long haul here.
So our listeners can restassured that this is going to
continue for a very long time.
We're excited about it.
We get amped up about it andwe're excited to amplify our
story to share it with you.
Calvin Stovall (29:33):
Absolutely.
It's always a blast doing thispodcast with you, John, and I
want to say thank you to ourlisteners, continuing to hang in
there with us.
And we're going to continue tofocus on providing content for
you that you find valuable anduseful in your business on a day
to day basis.
John Avola (29:50):
Let's say our listeners want to find out more.
Maybe it's a little bit moreresearch on those four Ps.
We mentioned the iconicframework.
Where can they find more outabout us?
Calvin Stovall (30:00):
All you have to do is go to
iconicpresentations.net and theiconic framework is there.
And then if you want to learnmore, all of the information is
right there for you to read.
Thank you, John.
And I can't wait to come back tofinish part two.
John Avola (30:21):
That'll be our next episode.
Part two.
We'll discuss the remaining twoPs and provide some key
takeaways.
Calvin Stovall (30:29):
Fantastic.
Well, thank you.
You take care and until nexttime, don't just be, be iconic.
Take it easy.
Thank you.
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