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Speaker 1: I think what makes us unique is that we are

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Speaker 1: one of the largest certified B corporations in the world,

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Speaker 1: which means that we are committed to leveraging business as

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Speaker 1: a force for good. We truly believe that performance and

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Speaker 1: purpose are intertwined and that you can deliver business results

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Speaker 1: while also delivering the right results for people and planet.

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Speaker 1: Everyone at Danone stands behind our mission, which is to

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Speaker 1: deliver health through food to as many people as possible.

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Speaker 1: That’s what brings us to work every day. And that’s

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Speaker 1: what gets us excited. How do we leverage our portfolio

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Speaker 1: of healthier options to make the world a better place?

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Speaker 2: Welcome to today’s episode of Brave Commerce.

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Speaker 3: I’m Rachel Tippegraff, the founder and CEO of Micmac.

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Speaker 2: I’m Sarah Hofstetter, president of Profitero.

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Speaker 3: And this is a show that talks about what’s relevant

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Speaker 3: in e-commerce for the world’s biggest brands. Sarah, we know

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Speaker 3: Brave Commerce, we get a lot of people across CPG

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Speaker 3: on the show. We’re Outside of CPG, and I’m using

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Speaker 3: that term loosely to really represent brands that Micmac and

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Speaker 3: Profitero work with every day and we get on the

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Speaker 3: show at Brave Commerce, what would you say is a

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Speaker 3: world-class brand that is in a category that.

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Speaker 4: We typically don’t talk to?

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Speaker 2: I am drawing a blank.

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Speaker 4: I can give you my answer.

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Speaker 2: You can give me your answer.

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Speaker 3: So I still believe that the world’s greatest brand in

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Speaker 3: many ways is Nike.

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Speaker 4: I bring this up because… Nike is.

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Speaker 3: Going through really tough times right now. And the whole

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Speaker 3: world thought that they would never see this day. And

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Speaker 3: if you analyze why Nike is not doing well right now,

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Speaker 3: it comes back to one simple truth. The employees stopped

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Speaker 3: living out the mission and vision of the company.

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Speaker 2: Yeah, I hear you. It’s so funny because I went

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Speaker 2: through my normal, like, oh, you know, Apple, Amazon, Google, Nike,

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Speaker 2: basically West Coast companies. And flawed, flawed, flawed, flawed, flawed.

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Speaker 2: And Nike would be the latest of the flawed. And

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Speaker 2: when you say, what is the Achilles heel, which is

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Speaker 2: ironic considering the name of the brand is Nike, you’re right.

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Speaker 2: A big part of it is losing sight of their vision.

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Speaker 2: Part of it is also hubris. Part of it is also,

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Speaker 2: I’m sure there were plenty of people that saw something

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Speaker 2: and didn’t necessarily say something. And there were plenty of

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Speaker 2: people that joined Nike, I’m sure, especially, you know, young

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Speaker 2: folks joined and said, I’m so excited to see the machine.

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Speaker 2: And they walk in, the machine is just not what

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Speaker 2: it was. And it goes back to, like you said,

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Speaker 2: the vision and the values.

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Speaker 4: Nike is one case study example.

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Speaker 3: And then when we start to think about, you know, CPG, FMCG,

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Speaker 3: just high velocity, super competitive in every which way, at

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Speaker 3: the end of the day, why does a consumer choose

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Speaker 3: a product? It has everything to do with brand and value.

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Speaker 3: How do brands get built? Through mission and values.

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Speaker 2: Mission, values, and reasons to believe that it is for me.

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Speaker 2: So there is a currency that goes into what makes

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Speaker 2: somebody want to.

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Speaker 1: Choose a brand.

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Speaker 2: And if you can’t articulate why that brand is for you,

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Speaker 2: then you won’t be selling as much volume.

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Speaker 1: That’s for sure.

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Speaker 2: I think the challenge that CPG faces, which arguably one

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Speaker 2: would say about Nike or anything else, is when you’re

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Speaker 2: selling to mass, how do you make it for you?

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Speaker 2: And how do you stay true? So you need North Star.

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Speaker 3: So we’re about to bring on Linda, who is the

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Speaker 3: CMO of Danone North America. And she’s going to talk

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Speaker 3: a lot about mission and values, not just at her

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Speaker 3: experience at Danone, but her prior professional experiences as well.

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Speaker 4: And how it shapes her as a leader.

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Speaker 3: And the strategic decisions that the business is currently making.

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Speaker 4: I have to say.

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Speaker 2: As you say that, I think back to, you know,

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Speaker 2: she is yet another one of the Pepsi alum that

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Speaker 2: we have here. And I have to say, I don’t

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Speaker 2: even know how I’ve had any professional success without working

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Speaker 2: at Pepsi. It just seems like Pepsi or P & G,

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Speaker 2: if you didn’t grow up in those places, like you’re

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Speaker 2: shit out of luck, man. I’m glad I found another

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Speaker 2: way to make it. But man, there’s something there.

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Speaker 4: I agree. Well, let’s bring Linda onto the show.

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Speaker 3: Today, we are very excited to have Linda Bethea, the

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Speaker 3: Chief Marketing Officer of Danone North America, onto the show.

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Speaker 1: Hey, Linda.

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Speaker 4: Hey, Rachel.

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Speaker 1: Thanks for having me.

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Speaker 3: Super excited, and we know it’s a very busy season

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Speaker 3: because the simple truth is people never stop eating, so

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Speaker 3: I don’t know when you get a break.

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Speaker 1: Yes, our business is seasonal in some categories, but yes,

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Speaker 1: we have offerings year-round to satisfy consumers’ needs.

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Speaker 3: Before we get into all things Danone, I did notice

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Speaker 3: that you spent the first part of your career at PepsiCo.

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Speaker 3: And we’ve actually had a bunch of other PepsiCo alum

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Speaker 3: on the show, and they’ve all become CMOs or CEOs.

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Speaker 3: I always feel like there’s something in the water at PepsiCo.

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Speaker 4: That breeds C-suite leaders.

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Speaker 3: What is it about PepsiCo that this is constantly the outcome?

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Speaker 1: PepsiCo is a fantastic training ground for leaders. I think

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Speaker 1: they are really, really good at identifying and recruiting talent.

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Speaker 1: And then they don’t just train you as a functional leader,

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Speaker 1: but as a true business leader. So I started my

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Speaker 1: PepsiCo career as an assistant brand manager at Frito-Lay on

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Speaker 1: the Lay’s potato chip portfolio. But throughout the course of

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Speaker 1: my career, had the opportunity to work across different categories

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Speaker 1: different brands, different markets, and different functions. And I think

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Speaker 1: that’s really what helped me grow as a leader. About

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Speaker 1: five years into my career, I had an opportunity to

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Speaker 1: do a rotation in the field sales organization. And Frito-Lay

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Speaker 1: is unique in that they have over 20,000 feet on

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Speaker 1: the street that are in the stores every day, selling

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Speaker 1: the products, merchandising the products, driving the trucks, delivering the products,

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Speaker 1: et cetera. And being able to understand that side of

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Speaker 1: the business really made me a better marketer. And from there,

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Speaker 1: I moved over to the beverage side of the business

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Speaker 1: and was really focused on expanding our portfolios into nascent

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Speaker 1: and growing categories. And so it was a really close

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Speaker 1: partnership with our finance team to truly understand how a

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Speaker 1: P & L operates, which expanded my knowledge of the

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Speaker 1: business even more. And throughout all of that, I had

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Speaker 1: the opportunity to lead teams, attend leadership training programs, Indra Nooyi,

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Speaker 1: when she was CEO, would hand-select a group of 12

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Speaker 1: people every year to do a three-day off-site led by her,

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Speaker 1: where she imparted her wisdom as a leader. So overall,

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Speaker 1: it really expanded my capabilities as both a functional and

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Speaker 1: a leadership expert that enabled me to be the leader

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Speaker 1: I am today.

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Speaker 3: We actually had the pleasure of interviewing Indra two years ago,

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Speaker 3: and it was like a career highlight.

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Speaker 4: I mean, that woman is incredible.

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Speaker 1: Are there.

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Speaker 3: aspects of sort of the learning and development leadership training

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Speaker 3: that you had at PepsiCo that you’re bringing over to Danone?

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Speaker 5: Yes.

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Speaker 1: And then there are some I’m absolutely not bringing over

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Speaker 1: to Danone. I think, again, it’s a wonderful training ground.

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Speaker 1: And a lot of the frameworks they leverage are easily

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Speaker 1: lifted and shifted to other companies and cultures. But I

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Speaker 1: think what makes Danone unique is our culture. It’s one

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Speaker 1: of the things that attracted me to Danone. And it’s

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Speaker 1: the reason I’ve been here for five years. And so

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Speaker 1: I think you do have to tailor things specifically to

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Speaker 1: the type of leaders you want to build within the

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Speaker 1: company you’re working in.

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Speaker 2: It’s got to be very interesting given divestitures acquisitions. There

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Speaker 2: was the whole white wave thing that happened a few

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Speaker 2: years ago. And there’s just so much change that’s going

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Speaker 2: on in Danone in general. How do you keep that

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Speaker 2: focus on talent and culture? How would you even define

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Speaker 2: the culture at Danone at the moment? And what impact

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Speaker 2: do you want to have on it as it enhances

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Speaker 2: over your tenure here?

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Speaker 1: I think what makes us unique is that we are

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Speaker 1: one of the largest certified B corporations in the world,

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Speaker 1: which means that we are committed to leveraging business as

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Speaker 1: a force for good. We truly believe that performance and

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Speaker 1: purpose are intertwined and that you can deliver business results

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Speaker 1: while also delivering the right results for people and planet.

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Speaker 1: And so everyone at Danone stands behind our mission. which

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Speaker 1: is to deliver health through food to as many people

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Speaker 1: as possible. That’s what brings us to work every day.

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Speaker 1: And that’s what gets us excited. How do we leverage

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Speaker 1: our portfolio of healthier options to make the world a

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Speaker 1: better place?

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Speaker 2: So how does that manifest itself in the day-to-day behaviors

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Speaker 2: of the organization? Because you said two things that almost

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Speaker 2: sound paradoxical, which you highlighted as unique. You’re a B

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Speaker 2: Corp and you’re humongous. So- How does that manifest itself

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Speaker 2: when it comes to coming to work every day? What

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Speaker 2: behaviors do you see as unique to Danone employees that

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Speaker 2: make them live that B Corp mindset?

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Speaker 1: So we do have a framework called the Danone Leadership

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Speaker 1: Behaviors that everyone gets trained on. And it’s something we

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Speaker 1: talk about regularly at Danone. One example, which is my

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Speaker 1: favorite one, is called Put the Fish on the Table.

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Speaker 1: As a leader, you have to be willing to have

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Speaker 1: those difficult conversations in order to drive the business forward,

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Speaker 1: in order to make sure you’re not making trade-offs that

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Speaker 1: are not aligned with your mission or your true north.

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Speaker 1: And so that’s something we’ve absolutely committed to as a

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Speaker 1: leadership team is we have those difficult conversations and we

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Speaker 1: always make sure that we’re balancing that performance with purpose

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Speaker 1: and we drive proven results through that. I’ll use the

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Speaker 1: example of our Oikos yogurt brand. Oikos is a protein-packed

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Speaker 1: yogurt that’s really focused on delivering the strength you need

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Speaker 1: to make you unstoppable every day. And that shows up, obviously,

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Speaker 1: in the product itself, where we have Oikos Pro with

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Speaker 1: over 20 grams of protein per serving. But it also

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Speaker 1: shows up in our marketing and how we bring that

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Speaker 1: to life, as well as the impact that we’re having

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Speaker 1: on communities. And so through our insights work, we uncovered

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Speaker 1: that Less than 50% of students at historically Black colleges

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Speaker 1: and universities have access to nutritious foods. And we had

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Speaker 1: a partnership with Deon Sanders, who at the time was

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Speaker 1: the head coach at Jackson State and HBCU. And so

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Speaker 1: we partnered with him to create the Oikos Nutrition Sponsorship,

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Speaker 1: or actually providing healthier snack options to the athletes at

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Speaker 1: historically Black colleges and universities and working with them to

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Speaker 1: share nutrition advice and information and really help those athletes

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Speaker 1: uncover the strength they need to be unstoppable. And so

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Speaker 1: that’s an example of how we balance performance with purpose,

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Speaker 1: delivering a healthier product, bringing it to life at scale

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Speaker 1: through our marketing, but also giving back to the communities

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Speaker 1: we serve.

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Speaker 2: I want to go back to your fish on the table.

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Speaker 2: That’s something that both Rachel and I have lived in

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Speaker 2: our values at our companies. Although I think I originally

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Speaker 2: learned it from Rashad Tabakawala and he called it the

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Speaker 2: turd on the table. And so maybe it’s just more

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Speaker 2: alliterative and also it’s probably a lot nicer.

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Speaker 3: Ours is, we have a company value called Put the

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Speaker 3: McMoose on the Table.

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Speaker 2: So you have the moose, the fish.

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Speaker 4: Yeah.

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Speaker 3: It’s interesting.

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Speaker 2: The moose doesn’t smell nearly as bad as the fish

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Speaker 2: in the turd.

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Speaker 1: Well, that’s why the fish analogy works so great because

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Speaker 1: sometimes it’s a really stinky fish and people are afraid

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Speaker 1: to put the stinky fish on the table, but you

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Speaker 1: have to be willing to do that if you want

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Speaker 1: to live the Danone values.

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Speaker 2: Your Oikos example is right about that balancing of the

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Speaker 2: performance and the values, which is great. Do you have

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Speaker 2: an example of an instance where you’ve put that fish

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Speaker 2: on the table and it’s created a better outcome, whether

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Speaker 2: that’s with talent or whether that’s on maybe a go-to-market

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Speaker 2: or a product launch or something like that?

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Speaker 1: I have a lot of different examples in this space.

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Speaker 1: Talent is a good one because we talked about that

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Speaker 1: earlier and really being able to identify and recruit the

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Speaker 1: right talent. I truly believe as a marketer that we

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Speaker 1: need to deliver against our mission, which again is deliver

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Speaker 1: health through food to as many people as possible. To

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Speaker 1: reach as many people as possible, you have to be

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Speaker 1: reaching a diverse set of consumers. In order to do

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Speaker 1: that successfully, you need a diverse workforce. And we realized

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Speaker 1: at a point in time that we weren’t recruiting and

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Speaker 1: retaining as many diverse, talented employees as we could be.

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Speaker 1: And we really dug into that and discovered that we

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Speaker 1: had stopped recruiting because at some key places in that space.

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Speaker 1: And so we had to have the difficult conversation around

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Speaker 1: why did we stop doing that? How do we change

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Speaker 1: our talent recruitment process going forward to make sure that

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Speaker 1: we are getting the most talented, diverse workforce possible?

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Speaker 3: Now, while business all starts with people and always comes

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Speaker 3: back to people, there’s also just sort of the macro

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Speaker 3: backdrop that the company is playing in. And in CPG

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Speaker 3: right now, it seems like a wild time. Volume sales

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Speaker 3: are down for a lot of companies. There’s channel disruption.

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Speaker 3: We’re watching divestitures happen. We’re watching acquisitions happen. And with Danone,

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Speaker 3: I think there was a recent acquisition announcement as well.

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Speaker 3: What do you feel it takes today for large CPG

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Speaker 3: companies to stand the test of time?

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Speaker 1: I mean, you’re absolutely right. It is a wild time

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Speaker 1: to be in CPG. I think that also makes it exciting.

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Speaker 1: And what I love about Danone is we do have

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Speaker 1: that true north. And it guides everything we do and

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Speaker 1: keeps us focused at a time when other companies may

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Speaker 1: get distracted by what’s happening in the macro environment, in

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Speaker 1: the economic environment, in the political climate, what’s happening with

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Speaker 1: consumer trends. And so we have a strategy called Renew

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Speaker 1: to Known, where we’re constantly looking at our portfolio and

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Speaker 1: rotating it accordingly so that we can stay true to

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Speaker 1: our mission and our vision, but also keep up with

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Speaker 1: evolving trends. external macro trends. And so, as you mentioned,

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Speaker 1: we have divested of businesses over the past few years

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Speaker 1: that didn’t necessarily align with where we’re going as a company.

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Speaker 1: And we’ve also made acquisitions to bring in brands that

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Speaker 1: we think are aligned with where we see consumer trends

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Speaker 1: going in the future. We also approach our innovation from

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Speaker 1: that standpoint. We have parts of our portfolio that historically

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Speaker 1: may not have met that definition of delivering health through

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Speaker 1: food to as many people as possible. And so we’ve

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Speaker 1: worked really hard to reduce sugar levels in our products,

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Speaker 1: to expand our plant-based offerings, and really look at our

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Speaker 1: innovation pipeline going forward to making sure we’re delivering more protein,

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Speaker 1: more fiber, more medical nutritional needs to really deliver against

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Speaker 1: that mission on an ongoing basis.

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Speaker 3: Where do you look for those insights on where consumers

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Speaker 3: are heading next when it comes to food?

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Speaker 1: Yeah, I mean, one of our key values and beliefs

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Speaker 1: is consumer shopper and patient centricity. And so we really

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Speaker 1: focus on having that ongoing dialogue with consumers, obviously through

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Speaker 1: our insights team. We do a lot of foundational consumer

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Speaker 1: research and ongoing consumer research. We also do a ton

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Speaker 1: of social listening. What conversations are happening out there? that

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Speaker 1: can help us understand what consumers care about, what they’re

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Speaker 1: talking about. One big focus right now is what’s happening

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Speaker 1: in the space with GLP-1 drugs. That’s a growing percent

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Speaker 1: of our population that is turning to those for weight

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Speaker 1: loss and for diabetes. And as a healthier portfolio, we

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Speaker 1: can play a role in helping make sure people that

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Speaker 1: are on GLP-1 drugs are getting the nutrition they need

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Speaker 1: to be their best every day.

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Speaker 3: It’s fascinating how you’re highlighting that as a growth sentiment. Yeah,

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Speaker 3: I just was with an alcohol customer who talked about

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Speaker 3: that for different reasons.

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Speaker 1: So yeah. Absolutely.

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Speaker 2: It’s an interesting one as we start looking at GLP-1s

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Speaker 2: as risk factors or.

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Speaker 5: Enablers.

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Speaker 2: And it kind of talks to the whole idea of

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Speaker 2: how do you look at your vulnerabilities as strengths? And

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Speaker 2: that is definitely a really good example of that. Do

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Speaker 2: you have any other examples of things that you’ve looked at,

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Speaker 2: whether that’s in your portfolio or even within yourself as

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Speaker 2: a leader of something you might’ve thought was a vulnerability

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Speaker 2: that you now say, you know what, actually, that’s something

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Speaker 2: that really guides me.

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Speaker 1: I’ll use a product example. First, Evian. We play in

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Speaker 1: the bottled water category, right? Plastic bottled water is not

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Speaker 1: exactly something that people would point to, you know, something

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Speaker 1: that’s good for you or the planet. We believe that

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Speaker 1: healthy hydration is an important component of nutrition. And so

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Speaker 1: we had to take a hard look at ourselves and say, okay,

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Speaker 1: how can we improve this portfolio to make it better

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Speaker 1: for people and the planet? And we committed to delivering 100%

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Speaker 1: circular package on Evian by 2025. And I’m proud to

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Speaker 1: say we actually beat that. And by the end of

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Speaker 1: this year, all of Evian bottles in the US will

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Speaker 1: be 100% circular. And what that essentially means is all

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Speaker 1: components can be recycled or are made from recycled materials.

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Speaker 1: So making sure that as we continue to innovate and

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Speaker 1: grow our portfolio, that we’re doing so in a way

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Speaker 1: that makes sure we’re good stewards of the planet.

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Speaker 3: So you talked about Evian. Water’s not easy to ship online.

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Speaker 3: You have a lot of products in the portfolio that

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Speaker 3: are perishable. So given that a big area of focus

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Speaker 3: on this show is e-commerce, how does Danone overcome some

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Speaker 3: of these challenges that are just natural to the portfolio

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Speaker 3: when it comes to online selling?

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Speaker 1: You’re absolutely right in that it’s a challenge. The majority

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Speaker 1: of our portfolio is refrigerated or frozen, which definitely poses

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Speaker 1: a challenge. But we believe in the future of digital commerce.

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Speaker 1: That is where consumers are shopping today. I myself am

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Speaker 1: a very loyal e-com shopper. I shop via e-com multiple

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Speaker 1: times per week through various platforms, whether they are pure

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Speaker 1: plays or delivery networks. And so we have built that

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Speaker 1: up as an internal capability where we want to make

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Speaker 1: sure that we are staying ahead of consumer and shopper

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Speaker 1: trends and meeting shoppers where they are. And so we

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Speaker 1: do segment our portfolio based on what platforms make sense,

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Speaker 1: whether it is an ambient platform frozen or refrigerated product.

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Speaker 1: And then we’re also looking at building out some D2C

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Speaker 1: capabilities for parts of our portfolio. We think that is

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Speaker 1: a growing opportunity area for us as we get into

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Speaker 1: different segments.

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Speaker 3: How do you think about D2C alongside your big retail

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Speaker 3: partner channels?

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Speaker 1: I think they’re complementary. We segment our channels based on

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Speaker 1: the role that they play for each brand in our portfolio.

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Speaker 1: And some channels are going to be better discovery channels

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Speaker 1: as we launch new brands and products. And then other

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Speaker 1: channels will be better to drive that ongoing loyalty, whether

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Speaker 1: it’s a subscribe and save through Amazon or through a

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Speaker 1: D2C offering. And then you also have to look at

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Speaker 1: the consumption habits. Some of the products in our portfolio

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Speaker 1: are daily consumption. And that makes sense to sell through

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Speaker 1: different channels versus something that may be more infrequent.

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Speaker 2: I think that makes sense. I mean, especially as you

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Speaker 2: look at like you said, subscribe and save on something

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Speaker 2: like yogurt, which is just a, if you’re a habitual

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Speaker 2: yogurt eater, you’re going to want to buy a lot.

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Speaker 2: I have noticed as also in the heavy duty Omni

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Speaker 2: shopper myself, that you guys run a lot of promotions

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Speaker 2: that are portfolio wide, which is kind of interesting. So

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Speaker 2: when you look at that, I noticed one actually this

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Speaker 2: week on Instacart with Walmart, I buy certain products, get

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Speaker 2: $ 10 off or whatever it was. And it was across

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Speaker 2: the portfolio. I know what Danone products are, but generally speaking,

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Speaker 2: they’re sold in different areas of the store. Is that

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Speaker 2: a different way that you guys think about the way

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Speaker 2: you approach scale? How do you think about that differently?

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Speaker 2: And how is your relationship almost with the sales team

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Speaker 2: manifesting itself in how you go to market on promo?

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Speaker 1: Yeah, consumers don’t buy companies, they buy brands. So to

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Speaker 1: your point, they may not know that Evian, Silk, and

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Speaker 1: Oikos are all manufactured by Danone, but that is one

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Speaker 1: of the benefits of a large company is that we

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Speaker 1: can leverage our scale to drive growth at key customers, right?

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Speaker 1: We can drive that basket ring up leveraging shopper insights

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Speaker 1: to understand what categories are purchased or consumed together. We

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Speaker 1: can also do that in partnership with others. We have

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Speaker 1: a partnership right now on Silk with Kellogg’s cereal because

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Speaker 1: we know that cereal is a huge breakfast occasion in

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Speaker 1: the US and a huge portion of cereal users are

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Speaker 1: looking for a plant-based option in their cereal. And so

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Speaker 1: that’s an example of where we’re partnering together To drive

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Speaker 1: that scale, we also do that across the total breakfast

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Speaker 1: occasion across our portfolio. We have coffee creamers. We have

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Speaker 1: plant-based milks. We have yogurts. And so we can bundle

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Speaker 1: those together to deliver a total solution to the shopper

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Speaker 1: that then drives basket ring for the customer.

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Speaker 3: Turning to you, if you don’t mind for a second.

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Speaker 3: So beyond being the CMO of Danone, you also are

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Speaker 3: a professor of marketing. which I love, by the way,

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Speaker 3: it’s a bucket list for me. And so selfishly, I’m curious,

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Speaker 3: how do you build a curriculum for marketing today when

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Speaker 3: things change at light speed?

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Speaker 1: So I love teaching. It’s actually when I was younger,

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Speaker 1: that’s what I wanted to be when I grew up

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Speaker 1: was a teacher. So this is a way to fulfill

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Speaker 1: my childhood dream as my side hustle. And I love

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Speaker 1: connecting with students because it also gives me fresh perspective.

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Speaker 1: To your point, marketing is changing at the speed of light.

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Speaker 1: And a lot of it is driven by younger generations.

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Speaker 1: And so I view it 100% as a two-way street

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Speaker 1: where I’m learning as much from them as they are

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Speaker 1: learning from me. And I keep certain parts of the

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Speaker 1: curriculum consistent in terms of marketing fundamentals and beliefs around

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Speaker 1: how brands grow, how you reach consumers at the right place,

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Speaker 1: the right time with the right message. But everything else

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Speaker 1: changes from year to year. And if you think about

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Speaker 1: when I started as an assistant brand manager at Frito-Lay,

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Speaker 1: social media didn’t exist, right? I was still doing direct

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Speaker 1: marketing and then email marketing became a big thing, right?

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Speaker 1: I mean, if I just look over the course of

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Speaker 1: my career, it has changed drastically in terms of how

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Speaker 1: I bring our brands to life and engage with consumers.

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Speaker 1: But again, that’s what keeps it exciting. And so that

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Speaker 1: makes teaching really fun because every semester it’s something new.

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Speaker 4: Are kids on TikTok in your class?

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Speaker 1: While you’re teaching not during class but.

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Speaker 2: Yes that’s what you think.

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Speaker 1: I have a 14 year old daughter and so she

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Speaker 1: absolutely keeps me up to speed on social media trends

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00:22:57,330 –> 00:23:01,689
Speaker 1: and usage her generation does no longer uses google as

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00:23:01,770 –> 00:23:05,909
Speaker 1: a search engine they search for everything on tiktok recipes

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00:23:06,430 –> 00:23:09,440
Speaker 1: Closed to buy whatever it is. TikTok is the first

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Speaker 1: stop for a search.

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Speaker 4: Is ChachiBT her second?

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00:23:12,440 –> 00:23:16,219
Speaker 1: No, actually, she is not leveraging that as much as

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00:23:16,330 –> 00:23:17,130
Speaker 1: I would have expected.

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00:23:17,369 –> 00:23:17,909
Speaker 4: Fascinating.

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00:23:18,250 –> 00:23:20,630
Speaker 3: Well, Linda, we got to ask you our famous last question,

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00:23:20,910 –> 00:23:23,580
Speaker 3: which is, What’s the bravest thing you’ve ever done?

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Speaker 1: It’s funny because I actually asked my daughter that this morning.

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00:23:26,000 –> 00:23:27,659
Speaker 1: I was like, hey, I’m going to go on a podcast.

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00:23:27,700 –> 00:23:29,840
Speaker 1: It’s called Brave Commerce. Like, what do you think I

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00:23:29,880 –> 00:23:33,410
Speaker 1: do that’s brave? And she, as a typical 14-year-old, scoffed

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00:23:33,470 –> 00:23:36,190
Speaker 1: and said, mom, you’re not brave at all. And so

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00:23:36,250 –> 00:23:39,230
Speaker 1: we got into a great conversation because her definition of

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00:23:39,310 –> 00:23:42,830
Speaker 1: brave was much more in the adventurous sense of things,

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00:23:42,890 –> 00:23:45,230
Speaker 1: things I actually did in my youth that I no

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00:23:45,280 –> 00:23:47,859
Speaker 1: longer do. As a mom where I used to go

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00:23:47,900 –> 00:23:50,720
Speaker 1: scuba diving with sharks, I was attacked by a stingray.

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00:23:50,740 –> 00:23:54,040
Speaker 1: I have some great stories, but what I think about

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00:23:54,060 –> 00:23:57,320
Speaker 1: in my current role as a marketer and a mom,

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00:23:57,700 –> 00:23:59,600
Speaker 1: what I think is really brave that I try to

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00:23:59,640 –> 00:24:04,190
Speaker 1: practice every day is asking for what you want, whether

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00:24:04,250 –> 00:24:07,649
Speaker 1: that’s a certain project to work on in the office

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00:24:07,810 –> 00:24:11,669
Speaker 1: or the promotion you think you deserve or emotional support

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00:24:11,710 –> 00:24:13,770
Speaker 1: you need in your personal life. I think it’s really

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00:24:13,810 –> 00:24:16,770
Speaker 1: hard sometimes for women to to be direct and ask

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00:24:16,810 –> 00:24:19,669
Speaker 1: for what they want. What I always say is the

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00:24:19,760 –> 00:24:22,080
Speaker 1: worst the person can do is say no. And then

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00:24:22,100 –> 00:24:23,820
Speaker 1: you’re just right back to where you started. You’re no

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00:24:23,859 –> 00:24:26,679
Speaker 1: worse off and they may say yes. And so always,

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00:24:26,740 –> 00:24:29,380
Speaker 1: always ask for what you want. Be brave and ask

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00:24:29,400 –> 00:24:29,920
Speaker 1: the question.

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Speaker 4: I love that. And I totally agree.

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00:24:32,530 –> 00:24:35,310
Speaker 3: The worst is they can say no. Well, Linda, thank

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00:24:35,330 –> 00:24:38,970
Speaker 3: you for your time. Everyone go shop the Danone portfolio.

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00:24:39,070 –> 00:24:41,730
Speaker 3: If you’re not already, we look forward to continuing to

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00:24:41,770 –> 00:24:42,730
Speaker 3: pick your brain in the future.

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00:24:42,750 –> 00:24:43,880
Speaker 1: Great. Thanks so much.

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00:24:45,869 –> 00:24:48,350
Speaker 3: If you enjoyed hearing from Linda and you want to

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00:24:48,390 –> 00:24:51,940
Speaker 3: hear other PepsiCo alum, We actually have many, and I’m

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00:24:51,980 –> 00:24:53,669
Speaker 3: not going to even rattle off all of them on

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00:24:53,690 –> 00:24:58,250
Speaker 3: the show. But you can go check out Lauren Hobart

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00:24:58,310 –> 00:25:01,290
Speaker 3: in the early episode. She’s the CEO of Dick’s Sporting Goods.

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00:25:01,750 –> 00:25:04,610
Speaker 3: You can check out Seth Kaufman, who at the time

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00:25:04,650 –> 00:25:08,080
Speaker 3: when we recorded the episode, he was the CEO of

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00:25:08,500 –> 00:25:12,580
Speaker 3: Moet Hennessy in North America. You can also check out

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00:25:12,680 –> 00:25:15,340
Speaker 3: our friend Todd Kaplan, who when we recorded the episode,

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00:25:15,380 –> 00:25:17,980
Speaker 3: he was the CMO of Blue Pepsi. Now he’s the

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00:25:18,050 –> 00:25:20,480
Speaker 3: CMO of Kraft Heinz. As you can see, there’s a

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00:25:20,500 –> 00:25:24,070
Speaker 3: trend here. Pepsi breeds C-suite executives. If you like what

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00:25:24,090 –> 00:25:26,510
Speaker 3: you heard, tell a friend, write a review.

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00:25:26,770 –> 00:25:27,649
Speaker 4: Thanks for listening.

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00:25:44,340 –> 00:25:48,300
Speaker 5: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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00:25:48,320 –> 00:25:51,090
Speaker 5: and the host of Touch of Truth, a new podcast

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00:25:51,150 –> 00:25:54,609
Speaker 5: launching on the Adweek Podcast Network. My dad gave me

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00:25:54,630 –> 00:25:58,320
Speaker 5: this incredibly smart piece of advice. Meet everyone once. As

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00:25:58,359 –> 00:26:00,679
Speaker 5: a result, I’ve met some of the most fascinating and

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00:26:00,740 –> 00:26:03,840
Speaker 5: inspiring people on the planet. Now on Touch of Truth,

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00:26:04,060 –> 00:26:07,330
Speaker 5: we’re coming centre stage and sharing the mic to experience

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00:26:07,369 –> 00:26:10,220
Speaker 5: stories of truth, insights and visions for the future that

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00:26:10,260 –> 00:26:12,720
Speaker 5: will challenge your way of thinking. Touch of Truth is

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00:26:12,780 –> 00:26:16,310
Speaker 5: available wherever you listen to podcasts. New episodes come out

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00:26:16,510 –> 00:26:18,580
Speaker 5: every Tuesday. I do hope to see you there.