The Journey Is the Destination: Reinventing Travel Marketing

Welcome to Adspeak, AdWeek's podcast about the business of marketing, media, and creativity. In this episode, we're sharing a conversation recorded live at one of AdWeek's events featuring leaders from across the industry discussing the ideas shaping brands right now. Let's get into it. Good afternoon. Well, it's fun to see everyone here. Um, listen, travel is a fun category. Travel's a good thing to talk about. Sometimes we get excited about the destination, but the journey can can come with ups and downs, shall we say. So overall, it's all an experience. And I think as marketers, brand marketers, it's all about figuring out how how do you make sure that every consumer who's going on a travel journey is um is feeling like they're having the best possible experience for themselves. Personalization is something we're going to get into. technology, use of technology, and how you actually craft an experience that is sort of like to that point meeting their needs. All of that in this new age, um it's never been more complex, but I think that can be said of any category. So, um I think what you're seeing up here is a really cool collection, a mosaic of of representation in the travel industry. We have hotel, we have uh train, we have a city marketer, a destination marketer, if you will. But I'd love for you each to go down the line and talk a little bit about your role right now and and what you're really focused on. So Brad, I'll start with you. >> Start with me. Okay, great. Hi everybody. Uh I'm Brad Hinaga. I am the global SVP for brand and design experiences at Marriott. I've only actually been uh there since the summer, so it's pretty new for me. Um new to hospitality. And uh >> share a little bit about your background. >> Oh, sure. Yeah. So, I was we were just we it's funny because we're just talking about travel in the back and I will say coming from other industries, the people and the environment is definitely fun. If you're looking for a fun industry and travel is where you should check it out. I came from package food, not quite as fun. Uh, and I've also worked in apparel, which is exciting but also really hard. Um, so had some other experiences before I came into hospitality. And well, what I'll say is there's a lot of folks at least at Marriott, big company, it's been around for a long time, that have been in the industry a long time and have really been thinking about experiences as a way of how they go to market on everything. So, in some ways, like it's been fun to go in with a bunch of people who think that way about product and they're very new for me. >> Yeah, Elliot, >> that sounds pretty fun. [laughter] >> I'm also a little jealous that you can play the new guy card still. >> Still as long. >> Uh, so good afternoon all. Uh Elliot Hamish. I'm the chief commercial officer at Amtrak. Been about two years. So I stopped being able to play the new guy card roughly a year ago. >> A good question I should ask of all panelists. >> How long can you play the new guy card for? Yeah, I was told a year. >> One year. That's one year. >> Now I'm on my own. Yeah. Uh so yeah, about two years with the company. We are very focused on essentially we call retrain travel. So helping our customers and those that haven't tried train travel before to think about the mode differently. So we we don't really have any direct competitors for for um sort of from a traditional standpoint. We think about cars and planes as the primary points of competition for us. And so we spend a lot of time and effort thinking about how to combat the very traditional thinking in in our country about a very highway ccentric and airport ccentric uh way to travel and essentially retrain consumers to think more about trains as their mode of choice. And so um we've got Nick up here in the front who runs our social team uh which we're going to talk about. She does some great stuff. Um and so we're we're really focused on that which has been fun. >> Awesome. Sharita. >> Hello. I am Sheretha Bell. I am the senior vice president of marketing and brand strategy at Atlanta Convention and Visitors Bureau. Some of you may know us as Discover Atlanta on all of our platforms. I stopped playing the new guy card about 24 years ago. So, I'm the old person up here. Um, I've been with Atlanta CVB for 25 years. And our focus has obviously changed several times. That's the reason I've been able to be here for 25 years is because of all of the things that change in marketing. But as of right now, we are really focused on the mission of favorably impacting the economy through promoting Atlanta as the premier destination for conventions and leisure travel. So, thank you all for being here in Atlanta. Love that um Brand Week is here. And then my responsibilities are primarily across all of our platforms. So whether or not that's our website, social media, we do have some of our team members here. So glad to see you in the audience. But we also do print still and I know that that's not something that's extremely extremely popular. AJC yesterday was even talking about how they're no longer doing print, but it is working to make sure that all of our consumers have the content when they need it, where they want it. And that's primarily our focus right now is to make sure that we're doing exactly that, that we're providing that need um even sometimes the unspoken need. um when you want it, where you want it, how you want it. >> That's great. It's a great testament to the city of Atlanta that you've been here that long. And you're actually not originally from Atlanta, is that >> No, no, I'm a Mississippi girl. Um that is my first home, but my parents were in the military. So, happy Veterans Day to any of those that are in the room or anywhere nearby. So, and so being a military kid, I've lived everywhere. So, speaking of travel, that is definitely been my life experience. But Atlanta's been my home for 29 years. I'm also a Spellelman College graduate. love it here and so that's what I'm talking about. >> That's great. >> Yeah. Awesome. Awesome. Well, I think what's interesting is like you all are are dealing with inputs, right? And we talked about this before um when we were planning for this conversation. You know, there's a lot of things not like every marketer out there, but it's unique in the travel category. The inputs or sort of the new the new trends that you're seeing that are informing how you're responding and how you're building product and experiences based on that input. So, let's start with what's one emerging behavior or mindset you're seeing that's reshaping how marketers or consumers engage or think about travel? So, anybody can jump in with that one. >> I mean, I can talk a little bit about behavior. Um, I think one of the one of the emerging trends is that people are traveling due to their values and their identities and passion. Uh, we even had a conversation at lunch today where we're talking about what that looks like. That's music tourism and sports tourism. People are traveling for those um you know the the Beyonce conference or the conference. See I'm so used to conferences. >> Although the California sponsor I mean FIFA I would go to a Beyonce conference but they're traveling. I mean FIFA's coming up and people are traveling for these events that are truly experiences. So, we have to make sure that we're working with partners at every step along the journey to make sure that that truly does become an experience from the time that you get on the train, the time that you get on the plane to the time that you get to the destination. So, I would say that that's one trend and hopefully that trend doesn't change because that's the one almost that matters most because it's the core to who you are. >> Yeah. >> Yeah. Maybe I'll I'll pick up on that point. And I think it hasn't always been the case that actually getting on the plane or on the train was part of the experience that you felt about when you were planning a trip, right? You're going to a concert or you're going to a conference or one of the same. >> It should be the same if it's beyond. >> Um, but we've spent a lot of time and effort thinking about how we transform a company that's been known for we get you from point A to point B safely and on time to a company that's focused on the onboard experience or the digital booking experience. Right. All of which is part of that endto- end um experience, right? Not to overuse the word. Spoiler alert, you're going to hear that a lot today. >> Maybe more than AI. >> Maybe I don't know. You can place your bets now. >> Sorry. >> That's okay. We can do it later. >> Uh but I I think that's that's u again a point that we spend a lot of time and effort thinking about is what can we do from a product perspective? What can we do from a digital perspective? really sort of the the entirety of the experience itself uh that goes from transportation company to what we're thinking about more as a hospitality company which is I think very distinct um at least in terms of train travel here in the United States. >> Yeah. And in that context you're not just a means to an end. You're the end in and of itself. You're part of the experience overall. So the getting there is part of it. >> That's exactly right. >> Um Brad, so what are you saying? you know, especially, and by the way, yes, you're still playing the new guy card, and you, by the way, have experience in your title, experience design in your idol. So, how what name one thing you're seeing that's informing what you're doing right now. >> Both of those things resonate. I'll bring maybe a different one to the table to talk about. I think how we think how we change behavior around wellness is a huge trend that we're seeing. Yeah. So, obviously in food and in that industry that's that's taken over the last 20 years in terms of how people think about it. I what we're starting to learn is that when people are traveling, they don't want to sacrifice all the things they're doing in wellness because they have a business trip or they're going on vacation. >> In fact, in some cases, they want it to be enhanced when they're going on those trips. >> So, I think what we've done a little bit of research to look across the whole spectrum of of your travel journeys and by different types of trips, you have different needs. Obviously, if you're going for a business trip, you're in and out. You know, if you're like me, you bring your workout clothes and then you bring them home and they're clean with a huge >> Tell everybody. >> So shameful, but I felt like I was going to do everybody. >> So, uh, but that wellness journey is maybe so a little bit different when you're going on like a week-long trip in a resort or location where you're like, you know, you will have time to get up and do that yoga class on the beach or you will try to have a different way of eating during that week that you want to bring to bear. So, we're really trying to think through as we like as we all do probably own thinking about these journeys that people are going on. Where do we want to bring in those types of experiences or the services or new products maybe that we don't have? Hotels have gyms and restaurants and all of that, but people how we're all using them as we're all like monitoring all of our health all the time. Like those needs have shifted and we can track if we're seeing our travel like we go off cliff. >> We're not going to want that to happen anymore. >> Yeah. What's the most overused part of a hotel and what's the most underused? >> Oh, you would probably you might know this as well. Um, overused part of the hotel. Well, it's funny. I'll go underused first. Gyms are fairly underused. Now, sometimes they'll say like it's they no owners are going to want to get rid of a gym if they have that in their building because they need to have it. But a lot of times I think it's they're fairly empty space. Um, what can be some of the most profitable space if it's good is restaurant space. And so when you have that space down below off the lobby, you have a killer restaurant that can drive in not only traffic that's coming to you that's traveling there for work or for for leisure, but also people who live in the city that want to go to a great restaurant. So depending on how good our FnB is can drive a lot of productivity. >> I used to work in hotels, so I'm be for the corrections if I get all >> No, I I think that's all right. One one thing uh which is somewhat related to the question um is it's interesting how hotels think about what matters to their customers. So I'll give you an example on this trip. I was upgraded spend a lot of time in Hilton hotels. I was upgraded to a large suite. I don't want to be in a large suite and I'm traveling by myself. Half the time I forget the clean clothes that I didn't use going to the gym because it's in the room over there. Whereas there are a lot of other things. If Hilton really knew me, not to pick on Hilton, uh, but >> sitting next to >> Right. All right. >> Uh, you know, were they to really know me, maybe they'd ask in advance, what are the things that I value? Were they to give me a thing, right? Be it an upgrade or a food and beverage voucher or whatever the case might be. Uh, and I think that's an opportunity for hospitality companies in general. We're going to talk a little bit about personalization as as part of the experience, but really getting to know the customer to understand what it is that matters to him or her. uh in a more meaningful way feels like a big opportunity area for the the travel industry broadly. >> Yeah. I want to ask you a question that's a variation on the one I just asked him, but about the train experience, you know, where are people what what are people using most in in the train? You know, where are they spending their time? What what do people really gravitate to? What are the things, you know, are is it the sleeping car experience? Is it the you know, the the food and beverage that's on board? Like where are you finding like you have uh opportunities within the train experience to to lean in based on what people want? >> Yeah. So, it's interesting. It v not surprisingly it varies tremendously by tripication right so we've got customers many of whom are probably here in the room who have gotten on the asella in Washington heading to Philadelphia or New York or Boston and they don't leave their seat right they're happy to take calls happy is the wrong word uh but they're on calls they're productive the Wi-Fi is great and they're just jamming away right and those I'll speak for myself I spend most weeks on the train back and forth from Jersey where I live down to DC where Amtrak is based and I don't get up other than walking up and down to to say hi to folks on the train. I spend my time productively doing the the work that I need need to do. That's my time. There are others who are traveling for leisure who spend the entirety of their time, you know, downing uh glasses of wine and eating cheese plates in the cafe and that's great too, right? And so we're we spend again much of our time focused on those different and distinct customer segments to understand what it is that each customer needs and solving for for those in different ways. Right? So really thinking about those journeys and how we need to be able to offer distinct uh sort of moments for each of those customer segments to fulfill whatever it is that they were looking for in their application. within you have so many diverse categories of c consumer that's going to come on and engage. Um obviously you mentioned cafe car and probably other some of the areas in the train but brand collaborations is probably something that you're also able to do. Yes. With in terms of what kind of food and beverages you bring into the space. >> We do. So we've got uh I'll just give you one one sort of color commentary. We've got a partnership with Steven Star, a big restaurant tour uh based out of Philly who provides uh a couple of signature dishes for our first class uh Asella FNB and that has paid great dividends for us in a number of ways. Just there there are a lot of familiarity of the name goes a long way. It's it's difficult in situations like that. We you know talked a lot over the past couple of days for those who have attended other sessions about measurement, right? How do you know if something's working or not? And the answer is sometimes it's easy and sometimes it's hard, right? It's something like that. It's difficult to say, you know, somebody's willing to pay $50 more or $100 more or is buying a ticket to ride on Amtrak versus taking the Delta shuttle because of the Steven Star menu. But as we look at our customer satisfaction index, which is really one of the the main ways that we identify is is what we're doing working or not, those menu items score particularly high. And we see people commenting in our verbatims on, you know, incredible beef dish from Steven Star's XYZ restaurant. And so it's it's things like that that are sort of odd for even though we can't measure it exactly, we have a pretty good feel that it's working. And it it seems that the juice is worth the squeeze in terms of partnerships like that. >> That's very cool. Shareth, in your case, you know, not unlike what we were just talking about with Elliot, it's you have actually different groups of people who you're wooing to Atlanta. There's the business population, there's the there's the consumer leisure traveler, right? And in both cases, you want to be in the consideration set, right? >> Absolutely. So talk a little bit about the strategy and the ways um you know how much of that is similar strategy for both of those groups versus how are you thinking differently when you're trying to attract a leisure traveler to Atlanta um and to cons you know get sort of really up in the consideration step before they've actually made their decision because there's that's also the flip is once they're here you want them to feel like they have a great time after they've already made the decision. Absolutely. who also want to get upstream and in that sort of area where they're debating between various destinations. So let's start with the leisure and then we can go into business. Well, it's it shifted over the years. Um there was a time where we kept them both very separate. It was sort of our B TOC and B2B and our team was even organized in that way so that it was almost silosed to be honest of our B2B silo and our B2B and B TOC and we over time and I I I kind of want to say it was around the pandemic um we realized that that bleisure travel yeah was changing and of course even with some of the data that's out there now where bleisure categories are within um the travel planners categories as far as even corporate travel is saying we need to have a bleeder ure policy at this particular point and that bleure policy is actually changing the satisfaction of employees. So for us, we've taken that into how we plan our strategy so that we are making sure that there is information about the leisure experience in Atlanta when we're talking to you about the B2B experience. So, when we're talking to our meeting planners and telling the story about our logistics and how easy it is to walk, although most people will hop in a shuttle because they don't realize it's that easy, but how easy it is to walk from the hotels to the convention center or how easy it is to um maybe if you do want to hop in an Uber in an Uber to get to or Lyft or any of the ride shares because I don't want anybody in any particular brand to be like, "What? What about mine?" Um, but if you want to hop in a ride share and get to any particular neighborhood that there's so many different experiences outside of the conference once it gets here. So for us it is all about the leisure and the business and making sure that we're telling all of those stories. So I mentioned again why people travel. We've also realized that there are people that are going to make their decision on which conference to go to based off of what else can they do when they get there. Yeah. So for us, we have to really pay close attention to that of what are those consumer insights? What are they traveling for? Why are they traveling? Are they traveling because of sustainability? Are they traveling because of history and culture? Are they traveling because of entertainment? Are they bringing family and friends? Or are they literally trying to get in and out because Atlanta's a non-stop destination and I can get my flight on a red eyee in the morning and I can get out in the evening? So all of those things, we're excited that Atlanta has all of them to offer, but at the same time, that has to be part of our story. That has to be part of our strategy on this is the message that we're sharing is that we have all of those experiences for you. Trying not to just be a something for everyone destination because it's not that, but we do have something for everyone. [laughter] >> Um, so let now let's get that's a great segue into let's get into tactics for all of you. You know, where are you finding the greatest pull? Where are you finding the greatest um you know ROI? Yes. For for the mechanisms you're using to market. Uh so Brad, I'll start. >> Yeah. I mean I'll start. This is I I think one of the biggest um and most useful platforms in Marriott no doubt is Marriott Bonboy. >> So if you know if you're a loyalty member um and part of that program, you know, you have access to 10,000 properties basically in every country that you want to go to. And then obviously is for those folks that are traveling a lot there's you climb the the loyalty ladder there's more and more opportunity for you to create value. So for us you know having that kind of channel is such a huge opportunity not only not only to like stay connected and be front and center with all of our members but also to like glean different insights and different opportunities of where there might be growth. Um we just launched a category actually couple weeks ago called the outdoor category and the outdoor collection based just off the insight that people want outdoor travel. They want to go they want to go to different places. is we have locations as a company basically at every single national park right around every great ski resort. So passions that that these guys are talking about too are real. People want to search for passions and so we want to put outdoor front and center versus what city do you want to go to and start travel thoughtfulness that way. Yeah. >> And a secondary place I'd say is where we're gaining a lot of momentum. still relatively new in terms of how we are thinking about oursel as a distribution channel is Marriott Media which just launched back in June which is an opportunity for us to kind of like follow a little bit of the playbook that some of the other retail networks have done to launch because we've got great partners United, Delta, Uber, Starbucks that all want to be part of that travel ecosystem and are already part of it. If you stayed at the West and you probably had a Starbucks, you probably came in on an Uber, probably flown one of these airlines. These are all partners of of Marriott and so we're able to kind of create I think mutual beneficial ways for us to bring in eyeballs and audiences and leverage our scale to allow them to to be a part of that. >> Yeah. I mean it's strength and numbers. You've got you've just got the data sets merged are incredible. >> Absolutely. As 260 million members I think in in Marant right now for their the board programs and growing by very rapidly. >> Yeah. Yeah. Um Elliot tactics how are you reaching I mean social Yes. Um, how are you taking >> talk about Anfra social? >> What do you think, Nick? >> She's here. >> Let's do it. >> So, you know, I I actually Oh, you're right. Blushing in the front row. Um, so here's what we found works. Doing things that are unexpected, right? So, uh, not to keep calling on Nick, but Nick is doing a really spectacular job of doing just that, right? If if you think back two, three years ago, right? like a big post for us was maybe their 20,000 30,000 views, right? Like numbers that aren't big cuz it was sort of boring and tired and frankly that's what the brand has sort of felt like for a really long time, right? Uh and that's not necessarily bad, right? Part of the fabric of our country. It's been around for 50 years and not a lot has changed about the brand and in some ways that's good. people know what to expect and it's consistent and it's reliable and that's a good thing. With Nick taking over the helm of our social team and bringing on some new talent, we've really started to think about how do we engage with people in a new and different way. Many of the folks that uh we love that have been riding our trains for 50 years, we know how to speak to them well, right? Jenzers a little bit more difficult and it took some new and different thinking to reach them in new and different ways. So, I'll give you an example. Uh, a handful of months ago, we had a social post called summer trainacular. Did anybody see our summer trainular post? Yeah, thanks. Two people saw said there are no Jenzers in the audience here. Must be it. >> I looked at it this morning. 7 and a half million views, right? Which is more than 30,000. >> Uh, and it's in part because it just a couple just a couple. >> It's in part because it's unexpected, right? It's unexpected. It's engaging for a younger audience that hasn't historically responded well to our very traditional marketing text and we're doing more and more of that engaging with influencers and and doing things that uh genzers find interesting and engaging and it's working right. So when we we think about sort of the the tactics uh I think that unexpected sort of irrespective of of which tactic you choose has been paying dividends uh and we're seeing it in engagement numbers and we're seeing it in revenue and wrership uh which are arguably the two most important metrics that we track and it's gaining good traction. >> Very cool. Shareth I'll ask the same question to you the tactics piece. Um, so before I mention the tactics, I'll talk about how we got to them. >> And one is we um, you just know it's coming. You all already know the two letters that are about to come up. You ready? Okay. Let's just see. We warned us. >> So, we told you. Um, so with AI, oh my gosh. Um, but with AI, we've done a lot of key learnings. And there's a company that we're working with right now called Tiki. And with Tiki, we're able to do advertising, again, I mentioned to reach you where you are, when you want it. So, if you're actually searching for travel, even if you're not interested in Atlanta just yet, but if you're searching for travel, you're trying to decide on which direction where you want to go, then we're able to serve you advertising at that particular point. But that advertising allows you to ask questions and that takes it another step further than just putting an ad out there with a CTA saying, "Discover now, click here." Well, nobody's saying click here anymore, right? Okay. Um, but instead of just that CTA, so you're able to ask that question and get it answered and then move that data directly into our site where we're getting a little bit more information from that. We're able to put those insights into our editorial calendar and make some decisions on where we're going from there. But we also took what we've learned from AI to realize and I think we all know this as well that even with the data that says and Accenture had done this great study with travel respondents that there are Gen AI users that still want that personal touch. So we really used that and ended up creating what we're going to call the world's largest postcard. Where's my PR perks at? Oh, the world's largest postcard. And we had that postcard at 404 day here in Atlanta. 404 is our area code and we celebrate Atlanta and our culture and our things to do all together on April 4th, 404 day. And we had this huge parade in the city with the world's largest postcard. Um, but the postcard, we took it a step further and we actually had actual postcards that we gave out and people were able to fill out the postcards. There's a stamp on them and put them in the mail. How many people have sent a postcard in the last year, two years, 10 years, 20 years? We had so many people who had never filled out a postcard, barely put letters in the mail, didn't know they had to put a stamp on it, didn't have addresses for anybody in their family, and so it ended up being just this amazing experience for us. Do you all have postcards in your seats? Do they have stamps on them? So now you can actually be a part of this tactic. Fill out your postcard, drop it in the red box that's somewhere around here, and we will mail it to your family and friends for you. So that's been something where we took AI, which again, we all know what's happening with it. We all know that there's some way to connect to it, get great data from it, be able to use those insights, apply them in certain ways, but we also know how important it is to have that personal connection. And so this is one that we want to get you involved in. We've had about a thousand postcards sent so far. So hopefully after ad week there's more in the bodega. Hopefully we'll have what another 2500 5,000 people here. Hopefully we'll have 6,000 after this event is over. >> Love it. Thank you. That's so cool. Little surprise and delight. We love that. Absolutely. >> Um very very cool. So I want to ask just following on the AI question. Um because we can't we can't not ask the question. I mean the new travel agents are LLBs, right? So, how do you make sure that you're getting into uh the consideration set for these machines as they're increasingly crafting like hourby- hour agendas for people's trips? Anybody can jump in. >> Yeah. And they they literally need to be trained, right? We spent a long time figuring out how to optimize search engines, like decades, and now there's this new thing, right? These large language models that don't necessarily know yet what to pick up, right? and what they learn early will matter, right? And so a lot of brands, ours included, are thinking very actively about how to do that. >> And we don't necessarily know all the answers today. And that's okay, right? We're we're learning as we go. >> But we've come to appreciate, you look at the the growth projections for large language models, very nent right now, right? Like fractions of basis points in the travel industry and a couple years from now, it's going to be massive, right? assuming that the pundits are correct, which I believe they are, right? And so thinking very proactively about how to do that, right? What are the different avenues that we need to pursue? uh what are the different types of partners that we need to be engaged with so that when somebody goes into a chat GPT or a Gemini or a co-pilot and searches for help me with an itinerary to Denver Amtrak is one of the modes hopefully the top mode that comes up and the Y and the answers are compelling and interesting and encourage consumers to choose us versus other modes. >> Yes. So >> very similar. I mean there's a huge focus on that. Obviously, we're seeing it in the trends of how people come in to travel, how they where they even start their journey with what they already know on their itinerary based off of what they what they see. So, there's a big focus there. The the other just addition I would probably put onto that from a from an AI perspective is for us and for my role, which is a lot of product development, we're we're starting to experiment a lot more with just tools of how we even just concept and prototype properties. Yeah. And so that's where it gets really exciting around how quickly we can watch flows of traffic and understand where back to your question of where there's more revenue, where there's more cost in the system. And it's been phenomenal to have a design team who's like so exceptional in the work they do now start to use those types of tools and how much faster they can work. Music 10,000 hotels like there's there's an ability to need to go more quickly and that's and those those uh that technology is really unlocking just a lot different type of design thinking that's really exciting as well. Well, speaking, can I talk a little bit about like training the large language models? I think that there's, you know, as as brand marketers, as marketers that we have in the room, I think it's so important to really come back to the quality of the content. And so, you know, you think about everything that's on the back end, all the work that has to be done with the spiders having to crawl your website and then, you know, there's the, you know, spiders crawl, but they have to eat, too. So it's also being that you know the fact that you have to have that expertise and you have to have the authority and then you have to have the trustworthiness the e Eat um but you know the importance of that is that is having these great content teams and so for us you know we again we made a major change at Atlanta Convention and Visitors Bureau because we used to do everything with our agencies but we ended up bringing a lot of it inhouse because of the fact that you know we had gone from SEO to GEO and making sure that that content is helpful for visitors when they're coming to the destination. It's helpful for the meeting planners. And so being able to do all the work on the back end, but again, being able to do that work on the front end of providing great valuable content that really helps the consumer again at any point in the journey, but really helps them to make those decisions. And so those training models being able to pull in from brands content that is trustworthy and not just you know as as we see you know there's still some hallucinations out there but there's also content that you can't trust. And so whether or not it's getting into that learning language model or those I'm sorry large language models whether or not it's getting into there and having that trustworthy content or whether or not it's them kind of pushing past and getting some of that um you know getting some of that content from still our site or from social media. Big ups to the social media people because we know what you're doing. Um getting to all of that good content that exists I think is still very valuable and important >> for the lightning round. But you guys have given us some great stuff. I'm going to have you end with I'm going to go down the line. Um uh dream destination you've never been to. Brad >> and I will say for travel. I've gotten to go to a lot of cool places the last few months. Um Bali >> safari in Africa. >> Sarah, right? >> Sorry. or a Beyonce conference. >> Or a Beyonce conference. [laughter] >> One of the two. >> I want to go to a Beyonce conference. I was going to say absolutely a safari in Africa, but I Ghana. I will be more specific. I'd like to get to Ghana. >> Fantastic. >> Absolutely. >> Awesome. >> Thank you all so much. Please join me in Damy's awesome pedalish. Thank dear. >> That was a conversation recorded live at an ADE event. You can find more coverage, analysis, and interviews from across the marketing and media world at adweek.com. Thanks for listening to Adspeak. [music] If you like the show, be sure to follow or subscribe wherever you get your podcasts.