How To Create Data Discipline In Your Organization, Why Freemium Doesn't Work As Well Anymore, Marketing Today Vs Marketing Tomorrow, How AI Helps Create 'New Work' That Was Previously Impossible, Anti Elon Ad Backfires

In episode #2971, Eric Siu and Neil Patel discuss building a data-driven culture, stressing the importance of relevant data and adaptability in marketing. They explore how AI is reshaping marketing by increasing speed and efficiency, and examine the challenges of freemium models and surprising campaign outcomes. TIME-STAMPED SHOW NOTES (00:00) Cultivating a Data-Driven Culture (07:02) The Importance of Data Relevance (11:54) Adapting to Market Changes (15:05) The Future of Marketing and AI (19:52) Unexpected Marketing Outcomes Prefer 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 agency NP Digital << Neil’s ad agency X @neilpatel, @ericosiu Instagram @neilpatel, @ericosiu Drop Us a Review If You Enjoyed the Episode!

• 0:00Speaker 00

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• 0:37Speaker 00

  The fact that you can pull out your phone and you have all this data already, you must have so much data on your phone and so many people texting you about all this like different, this different data, right? So I kind of want to know from your end, how do you create a culture of data discipline in your organization? Because if the founders don't enforce this, it quickly falls apart. And you've, I think you've kept it locked in since the beginning.

• 0:57Speaker 01

  Dude, so check this out. Okay, data, revenue, lead channels. This is just text. Not, that's, this is just different threads, okay? I'm just gonna go images. Let's see.

• 1:09Speaker 00

  You know you can click on that person and just go to images?

• 1:11Speaker 01

  Data, well, this is a group chat. Searches by sources, what people are using in our channels. Every single day that caused, every date that they made a change to our applications. Traffic over time by day. So then that way we can correlate, did it cause, what caused a decrease in traffic? But like, even like with charts?

• 1:33Speaker 00

  And are these automatic every day, or you ask for them?

• 1:35Speaker 01

  Some I ask for, a lot, our majority are just shared within the team. Like, here, here's another one. It looks per month. Organic leads, organic traffic, it's total organic traffic, total new organic leads, DC scheduled, DC's happening pitches, contracts, deals, MRR. And it compares it for the last month, the last three months. And this is for our SMB division. I don't know what country, because that's cut off, but it's for a specific country. You already saw this one.

• 2:04Speaker 00

  I'm assuming you ask for it 30, 40% of the time, because you ask for a lot.

• 2:07Speaker 01

  Look, they're, they're sending me a lot of charts and data, and they're like, here's our.

• 2:12Speaker 01

  Do you want pretty?

• 2:13Speaker 00

  Yeah. Oh, okay. This goes to content creation too.

• 2:15Speaker 01

  This is content creation too, but they're just sending me like data and they're just saying like, do you want us to make these pretty or not?

• 2:21Speaker 00

  Yeah.

• 2:22Speaker 01

  But yeah, dude, my team just shares data like.

• 2:25Speaker 00

  You, but you still probably ask thirty, forty percent of the time, or is it twenty percent of the time? Cause you like these things all the time.

• 2:31Speaker 01

  I probably ask like fifty, sixty percent of the time.

• 2:34Speaker 00

  Okay, see, see, see.

• 2:36Speaker 01

  My team is sharing data constantly, but I'm. The, the problem with data is, marketing teams love just giving data dumps, like, look at all this cool stuff. And what I go back at them with is, but the data is irrelevant. What's the data that matters? Great example, I was talking to Kyle Ballezza. He runs operations for us. And I forgot the multiple that he used. It was like, Neil, a paid consulting client is worth like five hundred times or a thousand times more than a paid answer the public user. And I was saying, okay.

• 3:14Speaker 00

  Five hundred thousand?

• 3:15Speaker 01

  No, like five hundred times or a thousand times. I don't know what the multiple is, but it's large.

• 3:21Speaker 00

  Yeah.

• 3:21Speaker 01

  Cause you could buy answer the public subscription call it for a few hundred bucks per year, lifetime, or whatever it is, but it's cheap. Let's go two hundred. I don't know what the latest pricing is, or let's go to a hundred and something. So he's saying, hey dude, consulting clients pay, let's make it up at a hundred thousand dollars. I'm just making up the number to keep them simple. And he's saying, answer the public user is worth a hundred dollars. I'm using clear, easy numbers, so it's just easy to think about the numbers. When you look at from that comparison, that's a thousand times difference. And I said, so he's like, we should just focus on getting more customers because one of those customers makes up for a thousand answer the public customers. And I said, kind of. And I'm like, what do you mean?

• 4:05Speaker 01

  And I'm like, well, you're talking about revenue. Our expenses in consulting is high. A new customer, every additional customer we get to answer the public is almost pure profit.

• 4:16Speaker 00

  Yep.

• 4:17Speaker 01

  You're really just paying credit card processing. Cause you have a lot of fixed costs. I already have enough support people. Technology helps reduce support costs. All you need so many engineers, all you paying for data so many times.

• 4:27Speaker 00

  Yeah, your, your gross margin gets better.

• 4:29Speaker 01

  Exactly. I'm like, every consulting client I get, it doesn't. So he's like showing me this data. He's like, dude, this is why we just need more consulting clients. And I was like. The numbers don't make sense, or when you're looking at data that's skewed. So I told him, hey dude, you're looking at data in the wrong way. And my team sends me tons of data like that. And I'm like, that's with a really skewed lens. It's also easier for me to sell something for a hundred bucks a year than it is to sell something for a hundred thousand dollars a year. There's a big difference. So my team sends data like that instead of data like, hey, we made these changes and our traffic went down or our traffic went up. Like the traffic drop that I showed you, these are from brand queries.

• 5:13Speaker 01

  It's specifically for people typing in our name. This has nothing to do with algorithms. So I said, brand queries are going down, which means you made changes to the product to keep causing the usage to drop. When you look at the graph over time, it's a steadily decline, but there's cliffs. And the cliffs, why would something just drop off all of a sudden during one week? It's not a competition doing anything. We look, go back and look at the dates. It's because my team implemented something and it's typically they implemented something a week to a month before. And then it eventually took time for it to hit and then it drop off and it keeps going down and then it stabilizes. And then they keep making changes and that causes a drop. So for me, when I ask them for data, I'm asking them for data that helps me solve specific problems.

• 5:57Speaker 01

  While they just look at a lot of random data and they don't necessarily know what to do or they'll make informed decisions. Um, the best example of this is, and this is what's causing the traffic drop. Like Neil, did you know we get a lot of paid signups by putting, by blocking data for CPC and volume data with keywords? So like, instead of giving people like five keywords of data, we're just going to give them one and then force more people to log in. Or force more people to sign up. They do that. The conversion rate goes from someone seeing to signing up. But then what they don't look at is the whole story in which, oh, over time that caused usage drop and traffic drop. Because there wasn't enough for free and that caused total revenue decline and traffic drop. So being, having a lower conversion rate, but more traffic.

• 6:43Speaker 01

  Still made more money than having a higher conversion rate and less traffic.

• 6:47Speaker 00

  This goes back to one of my favorite quotes, there are no trade offs, sorry, there are no solutions, only trade offs, right? And I think the key thing here is, one, you have to be adaptable, two, you have to have a culture of experimentation, and you have to be willing to change on a dime. But the third thing that most people ignore is, if you're a founder of the company, you can't ignore, you actually have to keep the pressure on in terms of asking a lot of questions about data. Because a lot, oftentimes, people, when you start to, start to address them a little bit,

• 7:12Speaker 00

  you start to ask them questions, they oftentimes would just kind of blankly look at you, and then they won't know, right? And so, nobody's gonna care as much as you as the founder, if you're listening, and even if you're an executive, you should ask deeper questions on this stuff. And that's why I asked you this question, because most companies don't have a culture of data discipline. Because even if you try to implement this stuff, they'll still stare at you blankly. And then if you, if you stop appearing in these meetings, and you stop driving the intensity, it will quickly fall apart.

• 7:35Speaker 01

  Yes, and you can see here, I asked them earlier, any idea when the limit rollbacks go out? For ATP and Uber, so they're, they're giving timelines, answer the public was May 14th. My text, all capital, wow, they already knew I was pissed at that point.

• 7:51Speaker 00

  Like, sorry, sorry, this is to make a change.

• 7:53Speaker 01

  This is to make a change back.

• 7:55Speaker 00

  Wait, how long, how long was it?

• 7:56Speaker 01

  They're saying May 14th, so next week on Wednesday.

• 7:59Speaker 00

  And when did you ask that?

• 8:00Speaker 01

  Yesterday, so I wanted it done today.

• 8:02Speaker 00

  Well, yeah, I mean, that's the thing, so as a founder, this is also your job too, as a founder, is, or as a leader, you have to constantly ask, hey, how can this be done faster? How come it can't be done faster? Because the default is, oh yeah, I'll, I'll do it in two weeks, yeah, I'll do it in three weeks. The, if you don't give like a wow, or more, is more, more like a F that, people are gonna get too comfortable.

• 8:22Speaker 01

  Yes, mine was wow, next one was, why so long on ATP? Uber says was two days.

• 8:27Speaker 00

  Your, your wow was F that.

• 8:29Speaker 01

  Yeah, and then I'm like, and does May 14th include the new lead change I wanted as well? And then they said, I can't confirm that it does, so then I was already even more pissed. Uh, and then it just kept going from there, and then my text just kept going and going and going, and then I had, this is all in a matter of like an hour.

• 8:46Speaker 00

  You kept, you kept pushing them until they finally gave you the answer you wanted.

• 8:49Speaker 01

  Yes.

• 8:50Speaker 00

  It wasn't like, the, the, the good thing too is, you didn't. Exactly dictate what you wanted exactly. You pushed the you teased the answer out and that takes longer. But that's all that actually is a form of coaching, Neil, even though you don't like coaching. That's a form of coaching. I just spit really far. But anyway, yeah.

• 9:04Speaker 01

  But it helps teach him or helps.

• 9:07Speaker 00

  It's coaching.

• 9:08Speaker 01

  It helps. Yeah, it helps train them and get them used to what I am willing to accept and what I'm not.

• 9:14Speaker 00

  Yeah, Neil Patel, the coach.

• 9:16Speaker 01

  Yeah.

• 9:16Speaker 00

  Oh, by the way, funny, funny thing. There's a internet marketer that we both know and he's he was very popular before. And today I just decided to open one of his emails.

• 9:26Speaker 00

  Maybe I'll let you guess who this is, but you can tell me afterwards. But the guy still sends VSLs, still still selling the same courses at the end of the day, still selling the same type of offers. He's just wrapping it around AI and things like that. Now, I don't think there's any, I think in my mind, it's you can keep doing the same thing or you can evolve. But this goes back to the same thing again. We just talked about evolving. You and I have evolved as digital marketers over the years. I'm not saying we're better than anybody. I'm just saying that if you want to go far, because everyone has these big demands of themselves, you're going to have to adapt. Otherwise, you end up doing the same thing and then those people end up complaining about how everyone is supposedly surpassing them, right?

• 10:03Speaker 01

  Can I ask you a question before I guess?

• 10:05Speaker 00

  Yeah.

• 10:06Speaker 01

  Did this person own a conference before?

• 10:09Speaker 00

  Maybe. This person started a marketing agency with another influencer. You can guess where this person lives. Try that.

• 10:17Speaker 01

  Florida or Texas.

• 10:19Speaker 00

  The influencer is in Florida.

• 10:22Speaker 01

  The influencer is in Florida. The other person's in.

• 10:24Speaker 00

  Guess.

• 10:25Speaker 01

  Texas, California?

• 10:26Speaker 00

  Yes.

• 10:28Speaker 01

  I know him well.

• 10:29Speaker 00

  Yeah.

• 10:30Speaker 01

  I don't know who it is.

• 10:30Speaker 00

  I'll tell you after.

• 10:33Speaker 01

  Am I following him on Instagram?

• 10:35Speaker 00

  Probably not. I don't think so. You don't follow many people on Instagram.

• 10:38Speaker 01

  Hundred and something, maybe?

• 10:39Speaker 00

  You might, you might, you might follow them. But my point of saying this is again, it's we've seen the same. The reason why info marketers get a bad rap is because they sell a promise that they can't.

• 10:50Speaker 01

  Wait, the influencer is in Florida?

• 10:52Speaker 00

  Yeah. The influencer that he partnered with.

• 10:54Speaker 01

  It's a girl.

• 10:55Speaker 00

  No.

• 10:56Speaker 01

  No, the influencer is a girl.

• 10:57Speaker 00

  No, guy.

• 10:58Speaker 01

  Oh, the guy.

• 10:59Speaker 00

  Yeah.

• 10:59Speaker 01

  Okay.

• 11:00Speaker 00

  Anyway, point is, the, the, by the way, we were giving information out for free right now, right? We used to actually be in the education game. If I used to work in online education. I think what internet marketer, info marketers cause is they, they, they sold, they do such a good job of selling. But when it comes to fulfillment, they can't fulfill for crap, right? But then what ends up happening is they keep wrapping different offers and they keep, they know human psychology. So they bring people in and then what happens is, okay, these VSLs convert, but then what they burned the, the list out. Um, and then they have to move into a new offer and then they have to keep repackaging courses.

• 11:33Speaker 01

  Is it Frank Kern?

• 11:35Speaker 00

  Um, well, I have to tell you afterwards, I, I can't, we're not doing names, remember?

• 11:39Speaker 01

  Okay.

• 11:40Speaker 00

  So, yeah, yeah.

• 11:41Speaker 01

  You said I can guess, I'm guessing.

• 11:42Speaker 00

  You can guess, I'll tell you after.

• 11:44Speaker 01

  So you won't confirm this Frank?

• 11:45Speaker 00

  I can't, I can't confirm or deny, cause.

• 11:48Speaker 01

  He has some of the best copy I've ever seen when it comes to.

• 11:50Speaker 00

  Frank's an amazing copywriter.

• 11:51Speaker 01

  Did you, do you remember his, the best sales video I ever saw in the marketing industry was his? And it was him comparing a Rolls Royce with the BMW, I believe it was. And he pulls out of his garage, uh, I don't know which car he pulled out first, but one was a Rolls Royce and then another was a BMW. And I believe those are the two cars and he's comparing them. And he's like, you want to know the difference? And he's breaking down and he's like, did you know that they're owned by the same company? And he's talking about the little things that made a difference and what you're paying for like a logo or something like that. But, um, yeah, the model worked out really well, one of his best converting videos.

• 12:28Speaker 00

  One of the first videos I, when I was learning internet marketing was from Frank Kern. So, um, anyway, but we're not doing any names for this one. Um, that's what I'll say. By the way, you have this, before we move on from this one, did you want to touch upon why freemium doesn't work as well anymore?

• 12:44Speaker 01

  With AI, the cost to run software companies is just so much lower. You may not believe me, but I'm just telling you real data. Like if you go out there and look at, when I first created Crazy Egg with Heathen back in the day, dude, we had to go buy servers and go put that in a place to get our costs down. And we had people having to connect them and program them. Software was expensive, then the cloud came out. Cloud is so much cheaper these days than it was two, three, four years ago. Like my hosting costs are continually going down and down each and every single year, just because data costs are going down.

• 13:20Speaker 01

  Secondly, AI makes it more efficient to run software companies because of things like design, coding, cursors.

• 13:28Speaker 00

  V zero for prototyping, replit.

• 13:31Speaker 01

  Exactly, design, all this kind of stuff, support. So when you look at AI, it's making things more efficient where you can get stuff out faster and cheaper. And the cloud costs are just going drastically down. And because of that, the barrier to entry is lower. You don't really need much to do, you don't need much money to start. And freemium is a great way to get people to sell. But the biggest thing that's increased over time is actually marketing cost. It's not the creation of software. So if you just give away the software for free, it's cheaper from what we calculated for most industries, then it would be to pay for the marketing dollars.

• 14:14Speaker 01

  Like if you look at software for free as a marketing expense, it's more effective than paying for the traffic.

• 14:20Speaker 00

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• 14:53Speaker 01

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• 14:57Speaker 00

  And actually, this brings me into this this little graphic over here that Kiran tweeted today from HubSpot. So basically, oh, it's on the site now. So marketing today versus marketing tomorrow. So you can see this graphic over here, those of you that are listening, on the left side, it says, marketing today. So you see marketing at the top.

• 15:15Speaker 01

  And then right under it, it has product marketing, demand generation, and content marketing rolling up to it.

• 15:20Speaker 00

  And it says, function first, siloed and slow. Now, marketing tomorrow, at the very top, it's just an outcome, a goal that you're aiming for. So grow traffic by 20% might be the goal. And then you have these other subgoals over here, improve conversion rate by 7%, and increase awareness by 2%. The point of this one, the marketing tomorrow is going to be, mission first, AI-powered and fast. I think we're going to be looking for, hey, I just want this outcome. And then you're going to have one click, boom, it's doing it for you. And that's going to be the future. A lot of this stuff is just like, it's slower and it's clunkier.

• 15:54Speaker 01

  Yeah, and if I look at the left side of marketing today, I struggle to run my business like that. I've run my business like marketing tomorrow for a very long time. Where it's just, give me the data points, give me what's slowing down the business, and what do I need to fix to grow it? And then you just have numbers, and then you just go and focus on hitting those numbers, and you dissect why those numbers aren't the way you want.

• 16:14Speaker 00

  We're just not going to wait anymore. I think if you're a leader, executive founder, whatever, you're just not going to wait. Your tolerance is even lower now for slowness. And if someone says, oh, I'm going to make a PRD, which is a product requirements document, I'm just like, why don't you just prototype it? Right?

• 16:29Speaker 01

  People still do that?

• 16:30Speaker 00

  Yeah, people still create PRDs. Guys, there's no need for PRDs. Just if you're serious about this, go prototype this using V0, make a mock-up.

• 16:37Speaker 01

  Yeah.

• 16:37Speaker 00

  Because that takes, like, you and I can just, it'll take us five minutes to make a mock-up that we like. Whereas in the past, we would have to maybe balsamic, right? And then like wireframe it, and then send it to a designer, and they go back and forth to the designer. It'll take you like three, four weeks to do it. Now you get it done in five minutes.

• 16:52Speaker 01

  So I had one of my team members sit next to me, and we were prototyping when I was in Brazil Web Summit. It did not, I was prototyping a new report that I wanted to end up creating. It did not take me five minutes, sadly, but I got it to a really good place where I sent it to my team to like, figure out coding it up and getting it. We had to make a little bit of tweaks, but coding it up and making it work and integrated within our tool and our backend and everything. I was able to get it there within like an hour and twenty-ish minutes. That's not bad.

• 17:20Speaker 00

  But you're also very detail oriented, so you're gonna put a lot more into it versus I'm six percent detail oriented. So five minutes, I'm done.

• 17:28Speaker 01

  But even after hour or twenty minutes, if I look at what have it taken a team to do that in the past, you're talking about back and forth for probably a week.

• 17:35Speaker 00

  Yeah. So you're decreasing the cost by ninety-nine percent, right? So sorry, not the cost, the time to get it, the time to value is a lot faster now, also that the cost is a lot cheaper now. When you think about blog posts, twenty-five thousand words for free, that's kind of an insane offer. Agencies are charging like five, ten grand for that, right? But now it's like, oh, just, okay, that's deleting offer now. So a lot of the stuff's gonna be deflated.

• 17:56Speaker 01

  Well, the easiest way to look at it is, well, I just told you I'm able to do within an hour and twenty minutes. When I said a week, you're talking about forty hours of team time. And it was just me and one person doing it. Well, technically, if it were taking a week, it would have just been one person as well. But still, forty hours versus hour and twenty, that's a big difference.

• 18:16Speaker 00

  Well, and let's say you're billing, I'm just making numbers up right now. Let's say your billable time is two hundred fifty dollars an hour for your team across the team, right? So let's just call that ten grand, right? And you can make up whatever numbers you want, but this stuff is good. And actually, let me.

• 18:29Speaker 01

  Let's say to get it done in an hour and twenty, I spent five hundred dollars or actually two people.

• 18:36Speaker 01

  Yeah, let's call it five hundred because I'd have paid for the tool.

• 18:37Speaker 00

  So ninety-five percent.

• 18:38Speaker 01

  Yeah, savings. Yeah, it's an amazing deal.

• 18:41Speaker 00

  Let me give you, give you some examples here. You'll actually like this. I think this will, this will, this will entertain you, but I don't think you'll do this. So this is how AI.

• 18:51Speaker 00

  Helps create new work that was previously impossible. So we have this thing where we have people like Noah, for example, might say, okay, here are the top three things I got done yesterday. And then here's the number one highest leverage thing that I'm working on today. Now, if you have to police that, it would take you forever. You have to check, oh, like, is Noah actually putting in the highest leverage thing? You could say, oh, I'm working on a job description today, right? That could be the highest leverage thing. So now, I use Lindy.ai, and then what Lindy does is it will look at all the stand-up responses. And if it's that, literally someone put job description, right? I'll say, hey, Noah, I think the job description is nice, but can you be more specific here? Because we want you to work on the highest leverage things. Can you, and if it's not that, like, if you're not hiring for some type of executive, this might not be the one, right?

• 19:36Speaker 00

  And then there's a leaderboard at the end of the month, showing how everyone has scored, and how consistent people have been with filling it out. But my point of saying this is that this is new work that was previously not feasible to do, because it was previously impossible, because it's too much work. Nobody has the time to do this, and it was too costly. But now, even if you look at Flexport, they're a logistics company. They have an AI call all of their truckers and say, hey, this gig is now available now, or in a region, say, this gig is available, do you want to take it? So I think AI is going to be creating a lot more new work that was previously impossible, while making a lot of the work that we were doing previously a lot cheaper, too.

• 20:10Speaker 01

  Yep. No, dude, I'm with you. You can do more, you can do stuff that you weren't even able to do in the past, and you can do it all cheaper and faster.

• 20:18Speaker 00

  Yep. Did you, did you see that anti Elon ad?

• 20:22Speaker 01

  No.

• 20:23Speaker 00

  Okay, so this ad over here, I'm going to show you real quick. Those of you that can't see it on the screen, we'll probably pull it up on the, the...

• 20:30Speaker 01

  That's a tank versus?

• 20:31Speaker 00

  That's a tank versus Tesla. So we're going to pull it up. This guy served in World War II, he's 98 years old.

• 20:37Speaker 01

  So he's going to blow up a Tesla?

• 20:38Speaker 00

  He's going to drive the tank.

• 20:39Speaker 01

  Oh, he's going to drive it over the Tesla?

• 20:41Speaker 00

  He's in World War II, he's like, you know, this is the Sherman tank that he used to drive, right? And he's seen enough, he's seen enough fascism, right? That's what he's saying here. He's like, I don't, it's coming back, I don't want it to come back, you know? Elon is backing fascist, whatever, right? And Neil and I, we're not saying we support either side. So, he's like...

• 20:59Speaker 01

  I'm assuming this is in Europe.

• 21:01Speaker 00

  This is in Europe, yeah. So the European license, but it's fascism, and this is a Tesla that he's about to run over. Um, we've crushed fascism before, and we will crush it again. So that's what he's saying, right? So let's go, shall we?

• 21:17Speaker 01

  He's pulling it up. Oh yeah, it's crushing the car.

• 21:22Speaker 00

  The tank is riding over to Tesla right now. No.

• 21:25Speaker 01

  The tank must be extremely heavy.

• 21:27Speaker 00

  The tank is heavy. Here's the thing, though.

• 21:29Speaker 01

  The Tesla does pretty well.

• 21:31Speaker 00

  That's the thing. The Tesla actually holds up.

• 21:35Speaker 01

  It does. It doesn't get fully crushed.

• 21:37Speaker 00

  It doesn't get fully crushed by a super heavy tank, right? So this is not a smart thing for them to advertise. And then look at the very end. They'll say it made by whatever. So this is actually a positive ad for Tesla. But at the very end of this, check out what it says. You can read it out. It's coming up.

• 21:55Speaker 01

  The ad's gonna backfire on them. I think some people will get enjoyment out of it, but a lot of people will be like, wow, Tesla's a really strong car.

• 22:00Speaker 00

  Yeah. So Led by Donkeys. That's the company.

• 22:04Speaker 01

  So Led by Donkeys.

• 22:05Speaker 00

  It says Led by Donkeys created it. Yeah. So that's not a smart name either. So you made an ad.

• 22:09Speaker 01

  I thought they were making fun of Elon or someone.

• 22:12Speaker 00

  But like whoever, like you guys are kind of saying that you guys made this ad and it kind of proves that you guys are donkeys for doing this. And so not all these things are smart at the end of the day. It's the anti Elon stunt that turned into an accidental ad that shows that Tesla's a pretty good car. So.

• 22:27Speaker 01

  Dude, that's crazy.

• 22:29Speaker 00

  Anyway, that's it for today, guys. We'll see you tomorrow.