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  • (upbeat music begins)

  • - [Narrator] What if you could leverage

  • and profit from the top business tends?

  • Wes Moss,

  • Chief Investment Strategist at Capital Investment Advisors

  • a company with more than $2 billion in client assets

  • under management joins us today.

  • Dan Lok interviews Wes Moss

  • on how to succeed in the digital age

  • by leveraging the top business trends

  • that will shape the world in the future.

  • (upbeat music stops )

  • - Okay now that you, you,

  • (soft instrumental music begins)

  • five years ago...

  • Well, when did you start YouTube?

  • How many years ago?

  • - How was that?

  • - How early of an adopter? - 2014.

  • - OK 14, it's only been five years.

  • - Yeah.

  • - So where are we in another five?

  • (Dan laughs)

  • Are all the mediums that you're on today

  • are they...

  • do they have a oligopoly on

  • the digital economy?

  • Is it gonna just,

  • is it Facebook (ding)

  • and Google (ding) basically?

  • Facebook, Google (ding) obviously owns YouTube,

  • Facebook (ding) owns Instagram.

  • Is it those four,

  • throw Twitter aside if you will.

  • - I think Twitter of course like mmm, right?

  • But with Instagram, owned by Facebook obviously,

  • Google owns YouTube,

  • it's very simple.

  • If you think about kids, teenagers,

  • YouTube becomes a babysitter.

  • (both laugh)

  • - It does!

  • You're so, so right, 'cause I have four kids.

  • - Right?

  • Yeah, the kids grew up

  • watching YouTube.

  • - YouTube's my best babysitter.

  • - You ask them, "Hey, how do you do something?"

  • they're not gonna say l--

  • YouTube.

  • How do you make this thing? How do you --

  • YouTube - I learned it on YouTube.

  • My son learned to play the guitar on YouTube.

  • - So they grew up on YouTube.

  • YouTube's the only thing they know.

  • - Yeah.

  • - So, the thing --

  • - I was "where'd you learn to play guitar?

  • Barney Schwartz on YouTube."

  • - There you go.

  • - "It's my favorite channel."

  • - And how do you connect with fans, with your friends

  • texting or Facebook or different things.

  • I'm sure there might be another platform,

  • but currently, right now, LinkedIn is also

  • becoming (ding) huge.

  • They're going through some big transformation,

  • - Sure

  • - so you kinda wanna be, have the first move advantage

  • if you're selling B to B, right?

  • - Business to Business you wanna be on LinkedIn,

  • and that's Microsoft. So, the three

  • biggest technology companies --

  • - Kind of the big three,

  • At this point, it's kind of, they dominate everything.

  • - [Wes] They really do.

  • - So, the way that we shop, think about (ding) Amazon.

  • It changes completely, the way that we shop.

  • It sets a different expectation.

  • And look at, you look at Amazon's business model,

  • but they're not just E-commerce,

  • they're now, it's like a global domination.

  • - It is, it is global domination.

  • - They, it's like, people talk about Amazon

  • is not trying to, just be everywhere.

  • They're not trying to just, you know,

  • be an E-commerce company. They're trying to be

  • a company that you cannot live without.

  • - Wow.

  • - It doesn't matter whatever you do, you're gonna touch

  • their business in some way, shape or form, right?

  • - In some way.

  • - Yeah.

  • - It's incredible.

  • - Yeah, even my grocery store now.

  • So it's, you know, they just build a Whole Foods Amazon

  • right next to my house.

  • - Imagine if they have the drone,

  • they can deliver groceries to your door.

  • You get used to that, or even,

  • you know how they have, like, walk into the store

  • and you don't have to checkout, and just, your phone --

  • - The Prime shops.

  • - The Prime shop. Once you get used to that, guess what?

  • - You're never going back.

  • - You never go back.

  • - Why would I go back to a cashier?

  • - And, it forces everyone else to adapt.

  • Now, Prime shop is how I shop.

  • When I walk into Walmart,

  • "What do you mean I still got to line up and do the --

  • That doesn't...

  • So Walmart now has to adapt (air whooshing) to what Amazon.

  • So Amazon sets a new standard for the entire industry.

  • So, Amazon is going to dominate for 100% for sure.

  • But, social is so critical and I believe so many companies

  • are being left behind because they think that,

  • "Oh, I don't need to do this" or

  • "I don't have time for do this."

  • I'm like--

  • You look at my company, really, you have

  • education, different things, but I run my company

  • very much like a media company.

  • - Like a m-- It really is.

  • - It really is. Although I'm not--

  • - (air whooshing) Not as much as an education company,

  • more as a media company that does education.

  • - Yes, it's a media company --

  • It does. 100%

  • So I have my whole media division, and that's how we could

  • produce so much content, right?

  • So every company, I believe,

  • need to run it that way nowadays.

  • - What are the millions of businesses,

  • that are so far behind today, do to try to even remotely

  • catch up in the digital world

  • that we are living in today?

  • - I think --

  • - Or are you, are you doing that

  • at a couple hundred thousand, or

  • a couple thousand businesses at a time?

  • - Yes, say for with what we do,

  • and good question, you know how we have the Closers?

  • - [Wes] Yeah.

  • - The next phase of company, yes, gonna also

  • help a lot of people with the digital marketing side

  • because I have so many people come to me, right?

  • - [Wes] Like, how do we do this?

  • - I have CEO's of big companies, huge companies, right?

  • - [Wes] Yeah.

  • - Asking, "Dan, how do you do your social, right?

  • "Can you train my team?

  • "Or can I hire your team?"

  • - Yes.

  • - I've been getting so, like, 'cause they

  • all they can see (cash register ring) is our results,

  • but they wonder like, "What's the magic?"

  • (gentle chimes ringing)

  • Or is it a fluke, and then when I break down everything I do

  • they're like, "Oh my goodness."

  • - Yes.

  • - Right?

  • And then the next conclusion is,

  • "I can't do this.

  • - Right.

  • - "I need some help." Right?

  • - But, it's hard for you.

  • You can't just bring in a team of people.

  • Well, it would just be

  • a whole nother business model for you.

  • - Yeah, it would be, it would be, it would be.

  • You look at what we do, it's like

  • there are many, many different components of what we do.

  • - Are you thinking about, is that an interesting

  • business for you in the future?

  • Is to train,

  • and scale,

  • 10,000, 20,000, 100,000 businesses

  • to do social better?

  • - Yeah.

  • - Is that a business you're gonna be in?

  • - Because with me, the teaching part,

  • I have training the Closers side

  • which really, talk about money matters,

  • is helping individual generate more income.

  • That's what my whole book is about.

  • - Yes. Yes.

  • - On the other side, with myself,

  • not only I have, like, appeal to the mass market,

  • but, I'm also a member of (air whooshing) YPO, right?

  • So I appeal to the CEO market, which,

  • they come to me for social because I'm so successful

  • in the mass market.

  • So, like, you'll see with, as we grow,

  • it's like two different categories, industries that we in.

  • But goes back to your question,

  • how do we help small businesses to grow, right?

  • Very, very bare minimum, they need to do what I call

  • (air whooshing) Education Marketing.

  • Instead of just, "Hey, here's what we sell.

  • "Here's what we do." That doesn't work anymore.

  • - Yeah.

  • - You need to educate people on...

  • Think about what you do, Wes, right?

  • Your com--

  • financial planning.

  • - [Wes] Yeah, we're an investment company.

  • - Investment company. How many financial planners, advisors

  • out there in America?

  • - Let's call it a million.

  • - Alright. That's a lot of people.

  • - Yeah, it's a lot of people.

  • - What makes you stand out?

  • You are a media personality. You've got multiple books.

  • You are creating content ongoing, right?

  • - Yes, all the time.

  • - You're putting so much out there, right?

  • That's what differentiates from everybody else.

  • Everybody else is trying to,

  • "Hey, hire me to do your financial planning.

  • "Hire us, invest with us."

  • - Right.

  • - You're like, "Here's my business card."

  • And they go to networking thing.

  • You're like, "No, (air whooshing)

  • "I'm gonna create so much value.

  • "I'm gonna build my audience first.

  • "And when my audience needs my help,

  • "I've been there for so long, for so many years."

  • - See, I think that's the other game

  • where a CEO comes to you and says,

  • "Hey, I see that you've done this."

  • - Yes.

  • - "Let's, how do I get, how do we do this?"

  • But it really is, it is time.

  • - It is time.

  • - It is a lot of time.

  • - And the problem is they think,

  • "Oh I don't have time for that. I'm running my company."

  • (Wes laughs)

  • And I'm saying, "If you don't have time for this,

  • "you're not gonna be running a company very soon,

  • "because you won't have a company."

  • When the consumers--

  • - It's like saying--

  • It's like 1980s, I'm not gonna do the Yellow Pages.

  • - I'm not gonna get Yellow Pages, right?

  • - I don't believe in it.

  • (air whooshing)

  • - And consumers are very unforgiving.

  • It is not, like, I see companies--

  • It's not like, "OK, yeah our sales is like this

  • "it's going, no going, and then it's gonna plateau."

  • No, it's not plateau. It's like this!

  • Within a very (snaps fingers), you've seen it before,

  • - Yeah.

  • - Within, big company, huge company, billion dollar company

  • could go (snaps fingers) out of business

  • in (snaps fingers repeatedly).

  • - In a year.

  • - Like, like that (snaps fingers).

  • - Couple years. Yeah.

  • - Target in Canada, (clicks tongue) gone.

  • - Target in Canada.

  • - Gone. In the span--

  • - What happened to the store--

  • (jumbled speech) It seemed so similar...

  • Vancouver, seems like, I could be...

  • I mean, it's a beautiful city, but it could be like

  • a lot of other cities in America

  • and the consumer seems similar.

  • What the heck did Target do that messed up here?

  • - My perspective is very simple.

  • They went into, they did a bunch of acquisitions,

  • opened up a lot of locations,

  • they spent so much time renovating,

  • by the time they spend months thinking of big launch,

  • the few months they were, like the months different

  • locations spent a lot of money renovating,

  • consumers can't shop there,

  • they're already changing their behavior.

  • By the time you open (air whooshing),

  • people are creatures of habits.

  • Now, you want me to change--

  • I've already shopped at all these other places

  • - They took a year and a half, a year to renovate the store

  • - Now I'm shopping at Walmart, I'm shopping at TNT.

  • - Sorry, I'm gone.

  • - I'm shopping at all these other places.

  • Now, you're price point, like with Target,

  • not too high, not too low, kinda in the middle,

  • - Yeah.

  • - You're not the cheapest, you're not the most expensive

  • so you're kind of stuck in the middle.

  • - I've already picked my new retailer.

  • - And then you're done. Like, can you imagine a few months,

  • you're done!

  • The risk is always

  • being people knock us off (air whooshing).

  • I have people almost every

  • damn

  • day

  • setting up like, fake social media profile

  • pretending to be me.

  • - To be you.

  • - I have a perfect example. I have someone

  • who set up a profile on a website

  • giving people, like, stock tips.

  • - Yeah.

  • - Right?

  • Using under my profile, telling people to invest in this

  • don't invest in that, and all that.

  • So I've got a full legal team every day

  • just shutting this down.

  • - [Wes] Impostors!

  • - Yeah.

  • Well it's, it's identity theft. It's a form of that.

  • - Fake Instagram, fake (mumbles)

  • It's either there or on Facebook

  • and doing, and teaching people to do this

  • and I'm like, "I don't even, that's not me at all, right?"

  • - Well, that's also--

  • - That's a problem.

  • - That's the price of you being

  • at the very, very top though, too.

  • I mean, there's not that many folks

  • that are as big as you guys.

  • - It goes back to the risk, for us, from what I see

  • not just for risk for me, for anybody,

  • AI, of course. (air whooshing) Right?

  • A lot of jobs will be replaced by AI, right?

  • - [Wes] Sure, sure.

  • - You already see fast food,

  • Uber drivers,

  • delivery services, construction workers.

  • A lot of those will be--

  • - It's been a while since I traveled

  • even the kiosk to get into the country in Canada

  • - There you go.

  • - It was a, there was a field of kiosk robots

  • to scan my passport and make sure that... (Wes laughs)

  • - And if, if, if, just for fun, if you actually go to China,

  • you will be blown away by how automated things are.

  • - Much more so than the United States?

  • - Much more so. Like, here, a lot of--

  • Everything is WeChat. We pay through just the phone

  • with almost everything.

  • - In uh ?

  • - In China.

  • - In China. Whereas here it's like,

  • "Do you take Amazon Pay? Or sorry, do you take Apple Pay?"

  • - No, just one thing. One thing.

  • So in restaurants, face recognition (clicks tongue).

  • You take the stuff, (clicks tongue),

  • face recognition, you go.

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