- [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...