Does AI Beat Teamwork? (P&G Study on 776 Employees), How To Agentify Your Marketing, Is Acquiring A Good Growth Strategy For Service Companies?

In episode #2947, Eric Siu and Neil Patel explore the impact of AI on teamwork, using Procter & Gamble as a case study. They discuss how individuals using AI can outperform teams without it and its implications for corporate efficiency. The conversation also covers leveraging AI for marketing, aqua hiring for strategic growth, and the cautious approach to capital deployment in uncertain times. TIME-STAMPED SHOW NOTES(00:00) AI vs Teamwork: The Procter & Gamble Case Study(06:14) Agentifying Marketing: Leveraging AI for Efficiency(12:34) Aqua Hiring: Strategic Growth through Acquisitions(19:21) Understanding Capital Deployment: The Reality of Dry PowderPrefer single topic episodes? Head over to our YouTube channel. To suggest a topic, go to https://www.marketingschool.io. For more content from Eric and Neil, check out Eric’s Leveling Up with Eric Siu YouTube channel and Neil’s Neil Patel YouTube channel. Connect with Us:Single Grain << Eric's ad agencyNP Digital << Neil’s ad agencyX @neilpatel, @ericosiuInstagram @neilpatel, @ericosiu Drop Us a Review If You Enjoyed the Episode!

• 0:00Speaker 00

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• 0:35Speaker 01

  Yeah.

• 0:35Speaker 00

  Does AI beat teamwork? So, let me ask you this. Do you think, do you think one person with AI outperforms or underperforms some, like a team of two people without AI? Does that make sense?

• 0:49Speaker 01

  What's the task?

• 0:50Speaker 00

  The task is somebody working at Procter &amp; Gamble.

• 0:55Speaker 01

  But what's the task?

• 0:56Speaker 00

  It's, so it could be, um...

• 0:59Speaker 01

  Is it specifically for Procter &amp; Gamble?

• 1:01Speaker 00

  This is a Procter &amp; Gamble case study.

• 1:02Speaker 01

  If it's Procter &amp; Gamble, yes, because I met a lot of the people there and they don't work that hard. So, a lot of the departments, I'm not talking about everyone. I know some amazing people work at Procter &amp; Gamble, but they have so much headcount. Typically, this is not a Procter &amp; Gamble issue. This is, and I don't mean to pick on them. This is a large corporation example. When you have like 100,000 employees, you have a ton of people who don't work hard. Your organizations are just blooded and you don't need half the people, but they won't just lay off half the people, kind of like X did. So in those scenarios, I would bet on, what was that? Or Doge. Or Doge. In that example, I don't even know what the task is. I'd bet you AI with one person outperforms by a lot two people.

• 1:42Speaker 00

  That's why I just said Procter &amp; Gamble. You didn't even need to know the task. But they do, they do, so they do have, they do have R&amp;D and they do have regular tasks. So this study was done on 776, uh, Procter &amp; Gamble employees. So Procter &amp; Gamble, just so everyone knows, a large conglomerate. They have a lot of products that you use. What are some of the products that Procter &amp; Gamble has?

• 1:58Speaker 01

  Um, everything. Toothpaste, toilet paper, laundry detergent. Yeah, they have everything. It's in your house.

• 2:04Speaker 00

  Okay. So, Procter &amp; Gamble, so this was done by Ethan Moelick over here. And, um, they wanted to see, so... To Neil's point, an individual with no AI performed at the lowest quality. Um, but an individual plus AI outperformed a team with no AI. So a team in this case is just two people with no AI, right? Now, an individual plus AI, so using ChatGPT, this is like before four O even came out. Um, actually is pretty close to a team with AI, like two people with AI. So it's relatively, so so red would be, oh God. Red would be, oh, come on.

• 2:35Speaker 01

  What happened to this? What's this Paris thing?

• 2:37Speaker 00

  Oh, it's a, it's a logo. It's a logo here. Okay. So what, what I'm showing on the screen over here now Neil can see this. So I'm showing this to Neil. But you can see the red is team plus AI. So two people with AI. And then yellow is individual with AI. So it's not really that different.

• 2:50Speaker 01

  No, you don't need two people with AI. You just need one person with the AI. And what you need is more units of one person with the AI than two people working together.

• 2:57Speaker 00

  Now, here's the thing. If it comes down to a top 10% task, two people with AI, well, let me finish this. Two people with AI on a, a top 10% task significantly outperforms the other ones. So if it's a high level thing, high leverage thing, then two people with AI is better.

• 3:14Speaker 01

  Okay, wait, go back to the chart. Which one is two people no AI? Okay, so that's not one person. So the blue is two people no AI.

• 3:21Speaker 00

  Uh huh.

• 3:21Speaker 01

  Yellow is.

• 3:22Speaker 00

  Individual plus AI.

• 3:24Speaker 01

  Ooh, outperforms by a lot. Looks like almost 50%.

• 3:27Speaker 00

  Yeah.

• 3:28Speaker 01

  Uh.

• 3:30Speaker 00

  These are the standard standardized qualities.

• 3:32Speaker 01

  Yeah, so it's.

• 3:33Speaker 00

  It's like, it's like, uh, point two five here and then it's like almost, uh, point four here.

• 3:37Speaker 01

  So like 40 ish percent.

• 3:39Speaker 00

  Yeah.

• 3:39Speaker 01

  Uh, improvement.

• 3:41Speaker 00

  Yep.

• 3:41Speaker 01

  That's huge.

• 3:42Speaker 00

  Yep. And then this is, this is individual with no AI.

• 3:44Speaker 01

  And then the right side is two people with the AI.

• 3:47Speaker 00

  Correct.

• 3:47Speaker 01

  They should cut half their staff and give them AI.

• 3:49Speaker 00

  Yeah.

• 3:50Speaker 01

  And they probably should cut 70% of their staff.

• 3:52Speaker 00

  Well, and, and here's one more interesting thing, right? So you can tell so that the level of, okay, we're marketers, right? Marketers like to spin things. So what this graph over here says is the technicality for a solution for a condition alone without AI. So this is people that do not have AI. They're all working on R and D tasks. So a technical task. Does that make sense so far?

• 4:09Speaker 01

  Yeah.

• 4:09Speaker 00

  Okay. The, the blue, the green that you're seeing over here versus the yellow. So R and D technical people working on it. They are way more technical with the solution. So this part's technical. So you can see they're way more technical. Does that make sense so far?

• 4:22Speaker 01

  So the, the. I'm seeing I'm different colors than you, but the you're saying the creamish color.

• 4:29Speaker 00

  Uh huh.

• 4:29Speaker 01

  Orange or whatever creamish.

• 4:30Speaker 00

  Yeah.

• 4:31Speaker 01

  That one is with AI.

• 4:32Speaker 00

  That's no, this is not, we're not talking about AI. This is so the right side will be AI. Okay. But I'm talking about it. Let's say I'm technical and you're not. Okay. Does that make sense? So, and we're working on a technical task over here.

• 4:42Speaker 01

  Okay, wait, so you're technical, I'm not?

• 4:44Speaker 00

  Yeah, you're not.

• 4:44Speaker 01

  You're blue and I'm cream.

• 4:46Speaker 00

  You're blue.

• 4:46Speaker 01

  Okay, so I'm I'm the non-technical.

• 4:48Speaker 00

  Yeah, so you start to make up random things. So you come up with a really, you know, stories, feelings and all that, but you don't have, you you come up with a lot of commercial stories. You don't talk about R and D because you don't understand, you're not technical. So marketers, we start to spin things a certain way, right? Now, whereas if I'm an R and D person, I'm in the yellow over here, I just straight move to the technical piece. Now, when we add in AI, you and I both skew towards the technical side of things because we have the power of AI to guide us.

• 5:18Speaker 01

  And it's more balanced. If you actually look at it, it's much more balanced than the other way.

• 5:23Speaker 00

  Yep. Isn't that interesting?

• 5:24Speaker 01

  Yeah.

• 5:25Speaker 00

  So my point to everyone, and both really Neil and I have been saying this to the the group that we've had, is that at the end of the day, this AI stuff, this is your assistant. And and this proves the point over here with Procter and Gamble. Again, they ran this on seven hundred seventy six employees. I think it took them like a year to do it and they they collaborated with Harvard. So I think this is interesting and I don't have the graph here. Again, that shows that top ten percent tasks, team plus AI performs way better, but top ten percent tasks, who are you going to give it to? Your best people. So of course it's going to be better.

• 5:54Speaker 01

  Yeah.

• 5:54Speaker 00

  Yeah.

• 5:55Speaker 01

  Also with this too, when people talk about a team of two or one versus AI, I believe, and neither you or I have companies as the sides of Procter and Gamble, so we can't talk crap on Procter and Gamble from the aspect of revenue generation. But I believe our employees in a startup would do better. Two people versus one with the AI, because you and I have much smaller teams in Procter and Gamble. So it's easier to choose a players while when you're at Procter and Gamble's scale, it doesn't matter if you're Procter and Gamble, Microsoft or Google or Apple. There's no way you can have. A hundred thousand people and have a ton of A players. It's just not possible.

• 6:38Speaker 01

  Lob large numbers, you're gonna have tons of B, C, and even D players at that scale.

• 6:42Speaker 00

  Yep. Okay, just to continue on the AI piece and I'll give it back to you. Um, I have this one over here on how to agentify your marketing. So do you want to know how to agentify your marketing?

• 6:50Speaker 01

  Go for it.

• 6:51Speaker 00

  Okay, so I just asked this to Grok and uh, obviously you, you have a little topic on, on Grok. We can talk about in a second too, but um, basically there are a few ideas here and my point here is to saying, we don't believe that agents are fully there yet, but I think it's time to start to think about this stuff. And that's, we're trying to give you guys some ideas and maybe you have some too. So, one is on sales qualifying. This one seems pretty easy. So you have an AI agent that analyzes your leads from emails, forums, your CRM data and pulls them out, right? Who should be following up from? Maybe some, you pitched someone two years ago, maybe you should be following up with them. Or maybe that contact moves somewhere else and the AI finds them and just says, here's the message I should send. Should I send it? Right? That would make, that, that is a revenue generating activity. Um, and so then the agent can monitor, monitor ongoing conversations, flag when a lead stalls, suggest next steps, right?

• 7:34Speaker 00

  So that's one. And then I'm gonna give another one over here. Um, you have, oh, I just signed up for this one. You'll like this one. So I, I signed up for this agent. Uh, this is, I, yeah, I, I can say it, it does tasks on my, my behalf. So, um, it's called howie.ai, H O W I E dot A I.

• 7:52Speaker 01

  Okay.

• 7:53Speaker 00

  And you send a lot of emails. I send a lot of emails, right? So I, I just started playing with it the other day and basically I can say, Howie, uh, find 15 minutes for Neil Patel and I tomorrow, right? And then it'll actually like email you and say, here are the times that are available. I'll give you, it'll figure out what time zone you're into. So provide Pacific and then if you're east coast, it will also provide east coast too. Or I'll say, hey, Howie, what are, what are my meetings for next week? And I'll say, okay, you have X amount of stand-up meetings, you have X internal meetings, you have X, you know, sales meetings for care or whatever. And then I can say, Howie, clear all my meetings for Sunday and then move them into another day next week. And you can do that now without having to go back and forth with your, typically you might just send it to your EA and they figure it out, right? But this does it really quickly. And basically the way the AI works is,

• 8:33Speaker 00

  it actually will prioritize things based on its algorithm. And if it can't figure it out, it actually has a human in a loop that would then try to figure it out. So each task takes about 15 minutes or so. I'll give you like one or two more. Um, and then on how to agent, agent, agentify your marketing. So,

• 8:49Speaker 00

  you have an agent that can review content drafts, ensure that each piece has two to three alternate versions, um, and then try to go omnichannel with the publishing, right? You can do that. Um, I like this research and data gathering one. So Neil publishes a lot of interesting data. If you look at his Instagram, you look at his X, he's got interesting data around the most like interesting questions that you wouldn't think to ask. And so research and data gathering. So you have an agent that scours the web, X or internal docs for info on topic you specify. So find me the latest on AI regulation and delivers a concise summary with sources. It can monitor ongoing trends and alert you to shifts. And then maybe it can just produce the stuff that you're doing. I'm pretty sure we're really close to that point already, especially with chat GPT agents or images.

• 9:33Speaker 00

  But anyway, I just wanted to give you a couple of ideas. Do you have some before we move on?

• 9:36Speaker 01

  No, I don't. I don't have as many ideas as Eric when it comes to identifying your marketing tasks.

• 9:46Speaker 01

  And here's something interesting that maybe you guys can all learn from. Eric is more technical than I am on AI. And what he does is every single weekend, I think he uses Saturday or Sunday. He spends time

• 10:03Speaker 01

  going through all the new AI apps. And then I end up learning from him because we talked about a marketing score. He'll tell me about it over text. And he goes and just spends a whole day testing things out and figuring out what's new.

• 10:15Speaker 01

  On my end, I don't do that. I spend time with family or kids and there's and Eric does spend time with his family. He doesn't have kids.

• 10:24Speaker 01

  But what ends up happening is is I have a team internally that does this 24/7 for marketing in general, as well as where our company spend time on task and then go from there. But there's a different time in your entrepreneurial journey to spend on different tasks. Eric's built an amazing business. I've built a decent business. But we're in different places where I need to spend most of my time on things like M and A and figuring out how we can grow faster. While Eric is in building mode where he's trying to figure out what do I need to do to build a better product to just streamline things for each and every single one of my customers? There's no right or wrong, but as a marketer,

• 11:09Speaker 01

  what you got to do is you got to figure out what's going to provide the biggest efficiencies based on your leverage point. A great example of this is if you're at Procter and Gamble in marketing. What you're gonna do is gonna be very different than what Eric and I do because your company is at a very different level. Like for me, I focus either on M and A or things that drive more RFPs because that's what really moves the needle for us from a revenue standpoint.

• 11:35Speaker 00

  And I'll give you guys another perspective too. So one, it's also one, it's focusing on what you're good at. Two, it's focusing on the highest leverage point for your business. Now, if you're the box CEO, for example, so publicly traded company, multi-billion dollars, right? He is focused on AI right now. Aaron Levy is focused on AI because it is such a high leverage point for his business because all the files that you have, his business has become much more valuable right now. And the interesting thing, I listened to another podcast, remember Drift, the chat?

• 12:00Speaker 01

  David Cancel Company.

• 12:01Speaker 00

  David Cancel Company. So they sold for 1.2 billion or something like that, but it doesn't sound like, I listened to the co-founder, he did a episode on 20 VC. He said that was the worst decision in my life or whatever. And then Harry Stebbings was like, why is that the worst decision? He's like, we sold for 1.2 billion, whatever, but had we just kept going for a little longer, like Intercom kept going? They just, the AI unlocked all the other potential with their business that they didn't know that they actually had, but because they end up selling to Vista.

• 12:26Speaker 01

  Is Intercom bigger now? I thought Intercom was struggling.

• 12:29Speaker 00

  Intercom is doing well with, supposedly they're doing well with the, the, the problem solving, the ticket solving with the agents.

• 12:36Speaker 01

  Oh, because Intercom was doing really well, call it five, 10, no, maybe 10 years ago.

• 12:40Speaker 00

  In the very beginning, then they struggled.

• 12:42Speaker 01

  Then they struggled. So now they're back because of AI.

• 12:44Speaker 00

  Yeah, but, but because they held out long enough. But my point of all this is saying, um, you have to think about the leverage points for your business. I think that's what you're trying to say too. It's, so leverage points for me are around AI for box, it's around AI, but a big leverage point for you is potentially buying other companies and maybe this goes out into you, um, aqua hiring. Um, because you can buy these things and then AIify them. Frictionless Growth Marketing hosted by Sonya Thompson is brought to you by the HubSpot Podcast Network, the audio destination for business professionals. Frictionless Growth Marketing hosted by Sonya Thompson shows how modern brands grow by removing the friction in their marketing and customer experience that pushes customers away every single day, often without leaders even realizing it.

• 13:25Speaker 00

  Each episode delivers practical insights, real brand examples and conversations with marketing leaders, showing brands how to win with the new rules of growth, identity-driven marketing, cultural relevance and frictionless customer experiences. Listen to Frictionless Growth Marketing wherever you get your podcasts.

• 13:42Speaker 01

  So going really back to Box before I got into that. Box five years ago, because I'm just looking at their stock chart was at thirteen dollars and forty-two cents. And now they're pretty much at thirty, so a little bit more than double. Um, if you look at their twenty twenty-one revenues versus twenty twenty-five annually, they're at seven hundred and seventy.

• 14:01Speaker 00

  For twenty twenty-five?

• 14:02Speaker 01

  Uh, for twenty twenty-one.

• 14:04Speaker 00

  Okay.

• 14:04Speaker 01

  And now they're uh, almost one point one billion. So they haven't grown as much in revenue, but the stock price has doubled. Going back to what you're saying, it has to be based on the story. If you look at their last uh, twelve months growth, it's only five percent. So the growth has slowed down, right? Before like from twenty-one to twenty-two, they're growing at thirteen percent, then thirteen percent again, then four point seven, now five percent. So the growth has slowed down, but people are buying into the story of uh, AI and what it's going to do for the business in the future.

• 14:35Speaker 00

  Let me ask you a question before we move on here, and then I want to go into this um, the aqua hiring piece. But would you say you're more of an innovator, an optimizer, or something else?

• 14:45Speaker 01

  What stage of a company or just general?

• 14:47Speaker 00

  In general, just how your demeanor is.

• 14:50Speaker 01

  I'm more of an optimizer than anything else.

• 14:52Speaker 00

  Yeah, you know what's interesting? So I went to Grok for this, I was like, hey, um, what would you say the demeanor is for Neil Patel and Eric Su? And it was like Neil Patel is a very strong optimizer and Eric is a very strong innovator. And it's, it's, it's, it's just interesting how it finds this stuff, but I thought it was just a fun exercise, anyway.

• 15:11Speaker 01

  That is pretty accurate, and I, I agree that when I was working with Heathen, his strengths was innovating.

• 15:16Speaker 00

  And the things he tweets now, I'm like, oh, Heaton's back, because I, I observe his tweets, he's always talking about AI and how the, how everything's changing. And so I'm, I'm probably more akin to Heaton, but this is a, this is what makes us a good podcast, because we're, we're, we're different personalities, but we're also same in certain areas. But do you want to go into aqua hiring thing?

• 15:33Speaker 01

  Yeah, an interesting strategy to grow, and I was talking to Eric about this over text, but I was also talking in person to one of my team members. As an agency, the way you get the big contracts like a WPP, uh, Omnicom, which is now the largest agency in the world.

• 15:51Speaker 00

  After Interpublic?

• 15:52Speaker 01

  Uh, after the merger, yeah. Uh, Publicis is really massive as well. The reason they get these massive contracts is because a Microsoft will come to them and say, "We need your help with marketing in 150 countries." They may not spend a lot in every single one of those countries, but if you can't do it and you don't have boots on the ground in every one of those countries, you don't get the contract. And I was talking to some of my team because we're winning larger and larger regional contracts. And people will throw a random country, and I'm just using this as an example here. I'm not saying it exists or not, but let's say if someone came to me and be like, "Neil, we need help in 20 countries and one of them being Pakistan." All right?

• 16:36Speaker 01

  There's not that much revenue for us to generate from large corporations to go build an agency right now in Pakistan. The way a lot of large agencies have grown in those regions is because the demand from their customers, so they eventually hire people in those regions. And you fast forward 10 years and you're like, huh, now we have 300, 400, 500 people in these regions and we only did it because of global contracts. But they're not actually making that much revenue from corporations that are headquartered out of Pakistan that expect you to do marketing in Pakistan and globally. It is the other way around where it's just global entities expecting you to do work in regions like Pakistan.

• 17:19Speaker 01

  So I was telling my team, I'm like, "It doesn't make sense for us to build an agency in some of these countries because there's not enough in-country revenue." But there are agencies in these countries that have 5, 10 people that don't make much money and you can aqua hire them and give them 100 grand and it solves the problem for us. And it's low risk because it's too risky for us to buy an agency with 50 people, 100 people, when A, we don't know what's going to happen to the founders, and B, the customers don't care if we have 5 or 10. People in these regions versus if we have two hundred people in these regions because it's not important region. They just want boots on the ground.

• 18:00Speaker 00

  So to be clear, everyone Neil is open to buying you if you're listening to this from outside of major countries like United States or big markets like Japan, if you're in other industries, you're open to buying, right?

• 18:12Speaker 01

  Yeah, but the reason I mentioned, yeah, Aqua Hiring, but the reason I mentioned this to Eric and this is applicable to any business. He has an agency, but he also has a product business and if you look at his ABM solution. There's probably a lot of ABM companies out there that have customers that aren't doing that well and they're barely scraping by.

• 18:32Speaker 00

  You mean you're talking like ABM agencies that have the logos?

• 18:36Speaker 01

  Yes. All right. But it could be agencies or software companies. There's ABM software companies out there guaranteed that barely have any revenue and they're losing money and they're trying to figure out what to do in this economy. Would you agree with that statement?

• 18:48Speaker 00

  I, the reason I'm shaking my head is because some of these enterprises we work with, so they force us to work with their agencies, right? And these agencies have a lot of ABM like B two B logos, but they suck, right? They ask the stupidest questions. And then my CTO and I are just like, dude, like what is going on here? But, but that's my point. There are a lot of opportunities out there. Why I'm like, yeah, they have like five to fifteen people.

• 19:09Speaker 01

  Yeah. And some of them barely make any money or they're break even. And what you can do is gobble them up. You already have a better tech. You can just use your tech instead of theirs, plug it in and get rid of some of their people and keep the ones that you need.

• 19:22Speaker 00

  I, I like this angle. When we talked about this initially, I had it just on the agency lens, but when you have it with the software lens, I'm like, okay, this, this sounds a lot better.

• 19:30Speaker 01

  But you can do it for anything.

• 19:31Speaker 00

  Yeah. And you can structure, because we kind of briefly talked, talked about the structures here and we don't want to give too much away, but you can structure these deals where like if you're breaking even as a founder, you've been struggling, the economy's been bad with the, with agencies, the last, I don't know, call it, you know, three, four years or so. You just want out or maybe you, you get to partner with someone like a Neil or myself and you get some cash immediately and then, you know, maybe you get some upside if, if certain numbers are hit. But that's not a bad deal because everyone gets taken care of and you don't have to worry about running a business anymore.

• 19:58Speaker 01

  No. And I think this is a really creative way to. faster because I look at your company in the ABM space. The one thing that we know is venture capital dollars have pretty much dried up. For most industries other than AI, quantum computing. I don't know what the other industries are because I'm not that much into venture capital, but. You agree, it's not like money's flowing like it was.

• 20:23Speaker 00

  Money sitting on the sidelines, it's waiting. I think we can agree on that money, dry powder is waiting. What is it, two, two, two trillion?

• 20:30Speaker 01

  Uh, something like that, but people get the notion of dry powder really wrong. They're like, oh, there's all these monies and all this money and funds they gotta deploy. That's not the case. What ends up happening is is these funds raise money from pension funds, limited partners, uh, family offices, rich individuals. And when they commit to fund, like I'm in a lot of funds and let's say I commit.

• 20:56Speaker 01

  You know, I don't want to actually throw it out, but let's say I commit.

• 20:58Speaker 00

  A hundred dollars.

• 20:59Speaker 01

  A hundred dollars, alright? And in the last few years, they haven't deployed much. It may have been where they gave him ten dollars out of the hundred.

• 21:08Speaker 00

  Yep.

• 21:08Speaker 01

  So.

• 21:09Speaker 00

  These are capital calls.

• 21:10Speaker 01

  Yeah, these are capital calls. So like, oh yeah, we got another ninety to go. There's all this money sitting on the sideline. The money's not sitting on the sidelines, it's in my own bank account.

• 21:17Speaker 00

  Yeah, and if you don't want to give it sometimes, you might just give it.

• 21:20Speaker 01

  Yeah, depending on how the contract's set up.

• 21:22Speaker 00

  Yep.

• 21:22Speaker 01

  But the money doesn't get deployed until they got a deal. So, yes, the money is sitting in the sidelines, but it's not really in the sense, it's in the. Individual who's giving the fun money in their bank account and they're using it and investing it as time goes on. And then when deals start picking up, they will start giving them back the money. But there's no pressure on these funds to write a check. Because here's what people get wrong about money being on the sidelines. They believe that if it just sits there, it looks bad for them. Well, they're not making tons of fees because they're not deploying the capital. And these people who manage tons of money don't want to deploy the capital in bad deals during uncertain times.

• 22:05Speaker 01

  Because they make so much on the two percent fees, the management fees each year, that they're just like. If I screw this up, it screws up the potential to have future funds five, ten years from now. So what I'm going to do is just take my time and invest the money when it's the right time. So I don't lose money. So that way I guarantee the success over the next ten plus years and we can keep having multiple funds.

• 22:29Speaker 00

  Show me the incentive and I'll show you the outcome. So that is it for today, guys. Please don't forget to rate, review, subscribe and we'll see you tomorrow.