All right, and these you know in this video. I'm gonna be talking about consistency All right, and why this is so important. So we're gonna break this into three different sections here So first is marketing second is selling third is customer support problems. So let's start with marketing So number one, you know people are drawn To a consistent marketer, right if you post like once a month on your Facebook page Or if you send out like one email to your list like every 90 days or every 30 days That is not consistent Right when I think of consistency, I think of having a schedule having a plan Having you know set days during the month where you're focusing on marketing, right? And you can automate those things you can schedule those things to go out especially now Like it's easy to do that sort of stuff, but the thing is is you know, most coaches are not consistent Right, I'll give you a great example of a client that I work with who's very consistent Her name is Shay Hado if you don't know who she is she owns a company called alpha girl confidence I Mean she's out of and I'll say this out of any of the coaches that I've ever worked with She's the most consistent marketer and there's a reason why her business is really successful it's because she's learned marketing and She's very consistent like every week. She has emails going out every week She has things on social media go out like it's all planned Right. It's not some random marketing message. It's all planned out All right, so if you are consistent All right, ultimately you get more clients like that. That's just the way it is Like if you're not consistent, then you can't use social media You can't use email marketing or you can't use any form of marketing If it's not a consistent thing people are not going to gravitate towards what you do Right, that doesn't mean you need to be the loudest the most extroverted coach in the world Right to succeed. You don't have to be that way. I'm talking about just being smart with the marketing Right, so if you are consistent people are drawn to that if you are not people are going to be drawn to the person in your city that is right and I can tell you just from from experience like I've gotten a lot of clients in the past Because I'm consistent Right and my competitors who are not as consistent They will lose out on those same clients that I get right so keep that in mind. All right next one here is selling All right, you only grow your business when you get in the reps So if you're consistent if you do that every week if you like force yourself to be on between like three and five sales calls per week Then you get better at talking over the phone. You get better at listening. You get better at presenting your offer You get better at trying to You know raise your pricing when You get in the reps, you know If you have like one call per month or two calls per month then you put a lot more pressure on yourself on those calls because you don't have a high volume of calls that you're going through right and Sales is a game right and a lot of it is mental All right, if you have one or two calls per month You're going to put a ton of pressure on yourself on those calls because you know that those calls are super important When you have like five six calls a week, all right You take a lot less, you know, you take a lot of pressure off your shoulders because you're like, all right Well, you know if I close 20 to 30 percent of my calls, then you know, I can deal with rejection easier All right, but it's easier to do that in your business when you have a higher volume of calls All right, and that comes down to marketing All right, so if you market yourself to get those calls and then on your sales calls It's like you get in the reps you get better There's only one reason why I've improved in sales. It's because I've forced myself over the last 13 years at this point to have Call after a call after a call after a call and to face rejection and embrace rejection like that's an okay thing Right, and if you are not consistent with sales You it is physically impossible to get better at selling Right and I know this is an area of business a lot of coaches hide they're like I don't want to learn sales I suck at sales sales is hard sales is slimy a lot of people have a bad association with sales Sales is great and it's a great skill That you can learn and that is ultimately how you get better at charging More premium fees. That's like how you end up helping more kids All right, if you're in the business to help kids and grow your training business You have to get better at sales like if you want to have a bigger impact in your area and Train a higher volume of clients.  I can't be any more straightforward than that All right next one here is customer support problems. This is a huge thing with coaches Like if you're not consistent in how you deal with that then people slip to the cracks Like if you're having billing problems and you don't face things head-on Well, guess what that's gonna impact your business if you have clients who aren't a good fit and they're disrupting the whole flow of your business That's gonna like really impact your business on a much deeper level than you can imagine because that Plays into effect on other clients that you have it tears away from their experience Right, so if you're consistent with how you do one thing and you do it that way with everybody Then the customer support problems start to go away, right? You'll always have Customer support issues, but if you can start to minimize those Because of the way you handle things It makes your business so much easier, right so much easier So if you're watching this right now and you know like all right Well, I want to get better at sales or I want to start to get more more prospects through the door And I want to fix my customer support problems My phone number has been on the screen this whole video, right? You can see it 210960577 one I say this because like at this point I have over 520 or 30 videos on YouTube right a lot of coaches For some reason don't listen when I say this like they'll just call me out of the blue Like I don't pick up my my phone right like I I practice what I preach I teach my clients to do the exact same thing. No one ever picks up their phone We only talk if it's a scheduled call So feel free to text me that's step one text me at my number Monday through Friday I can respond if it's you know Friday after 10 a.m. I am completely shut off off the internet at that point I don't have I don't do work for my phone All right, so text me if you want to get your business to the next level I have a really awesome program at this point. It's called my accelerator program If you don't know what it is we can talk about it over a call But text me first and that's going to be the best way we can get in touch and how we can start fixing these problems You know consistency is going to be huge But there's a lot of tactics and strategies behind what I'm saying here. All right, that's all for today's video I'll see you soon


From San Francisco, it's theCUBE. Covering Accenture TechVision 2020. Brought to you by Accenture. Hey, welcome back, everybody. Jeff Rick here with theCUBE. We are high at Top San Francisco at the Accenture Innovation Hub, 33rd floor of the Salesforce Tower. It's the Accenture Technology Vision 2020 party. The party's getting started. Paul and Mike and the team are going to present the findings that we're excited to have. Actually, the hostess of this great facility, she's Ashley Miller, Managing Director of the San Francisco Innovation Hub. Ashley, great to see you. Great to see you again. So congratulations. Once again, we were here last year with the grand opening of this facility. You've had it open for a year now. We sure have. It's been a year. We also had a soft launch in September. So a little more than a year under our belt. And as you can see, place is busy. Right, so you had the hard job, right? So Mike and Paul and all the big brains they put together pretty pictures and great statements. You're the one that actually has to help customers implement this stuff. So tell us a little bit about, you know, kind of how you use the tech vision because it's pretty insightful. It's a lot deeper than cloud's going to be big or mobile's going to be big. But to take some of these things to help you with your customers drive this innovation. Yeah, well, I don't know about having the hard job against theirs. They certainly have the hard job understanding what these technology trends are that are going to have an impact on business three to five years out. But I certainly do have the fun job and the exciting job. I get to work with our clients every day here in the hub and work with our 250 dedicated innovation teammates here in the hub to think about the impact of these trends to their business. So clients come in for a day, two days a week and we'll sit with technologists. We'll get our hands on some of these emerging technologies on quantum computing on artificial intelligence, machine vision, machine learning, natural language processing. You name it, we have it here. We have a smart materials showcase going on upstairs that a lot of these clients have checked out. So they can come here, they can get their hands on these technologies that are driving these trends. And then they can set and work with strategists and others who can think about what are the application of these technologies to their business. And then what's really exciting is we have engineers here who can then help build prototypes to actually test these technologies to see what their impacts are for the business. And then finally support the rollout of pilots that prove successful. So again, it's the fun job, love it. And how does it actually work in terms of kind of best practices? Is it kind of starting out of some strategy conversation with the top level people about trying to integrate say more AI into their products or is it maybe more of within a product group where they're trying to be a little bit more innovative and it's really challenges on a product development path. You talked about material science that they want to go down. What are some of the ways that people actually work with you and work with your teams and leverage this asset that's here at the hub? Yeah, so ultimately it's both and it's at all ends of the spectrum. We are here in the Silicon Valley where clients are coming from all over the globe to understand what the trends are that are going to shape their business operations in the future. So we have clients who are coming through some people call them digital safaris or innovation safaris. Some people may say that's not valuable. I think it is valuable to come and get first-hand experience, knowledge, touch and feel these things and really dedicate time but think about the application to your business. On the other end of the spectrum, we'll have clients who are here for days, weeks and months and we have ongoing partnerships with clients. We've been open for about a year and a half for that and longer to actually embed these innovation capabilities into their business. So I think maybe an answer is what is the most successful model I see? I really get to dig into these clients who are using our services as an innovation engine to help them drive their business and to help augment their innovation capabilities. And it's those clients I see who are continuously testing, continuously learning understanding the impacts of these technologies, driving proof of some concepts to test them who are able to make progress. Can it happen without top-down support? I mean, we talked unfortunately, Clayton Christensen just passed away Innovator's Dilemma, my favorite, my favorite business book of all time because he said smart people making sound business decisions based on customers' profitability and business logical business priorities will always miss discontinuous change. Jeff Bezos talks about AWS had a seven-year head start on their public cloud because no one down in Redwood Shores or Waldorf was paying attention to the bookseller in Seattle. So it's hard for big companies to innovate. So is it really necessary for that top-down that hey, we are going to invest and we are going to saddle up and get our hands dirty with some of these technologies for them to be successful and drive innovation because it's not easy for big enterprises. Yeah, you're exactly right. Innovation is hard. Change is difficult. I was a student of Clayton Christensen and like you and many others, our morning is passing. He made a significant impact this area of research. Change is hard, it's difficult. So we see a lot of clients who are coming in and are doing interesting things to overcome that inertia to stay put. And I think top-down leadership is a significant piece of that. You need to have leaders who are supporting movement who are enabling decision-making quickly. So they are supporting small decisions. They're making frequently so that there's not a massive decision that happens at the end of a pilot, but rather micro-decisions that help ensure things are being moved along. Building pilots and proof of concepts, of course help in that movement to get buy-in, to get leaders to see the value and to also pivot if something isn't working. So innovation is hard. Accenture's Innovation Hub helps to fill some of those gaps because really we are a sandbox where you can come in, build the proof of concepts, test these ideas, and then in an ongoing, continuous way, help understand their impacts to your business. Right. I'm just curious how often, as you know, order of magnitude, it's kind of innovation around a particular existing business. Maybe it's a new material, it's a new way of thinking about it, versus maybe is this a way for them to really explore kind of wild ideas, or kind of go out a little bit beyond the edge of what they're executing in their normal day-to-day, say product development. Which of those do you find is best use of your resources? Yeah, so again, it runs the spectrum. I mean, I think the companies who are innovating around the edges, they're spending a lot of money to run pilots and test proof of concepts that may not have significant value to the core of their business. So of course it's the companies who are really thinking about how they're going to innovate new business models, how they're going to build on these trends to figure out where their company is going in the future and be ready and be ahead of the curve.  The key is in order to ensure that the investment in those activities is actually helping you move the needle. Right. So how should people, if somebody's watching this and they want to get involved, they're like, you know, I'm busted in my head, we're not moving as fast as we need to, I'm nervous, I have an imperative, I need to accelerate this stuff. How do they get involved?  Yeah, thanks for that, I appreciate that. Accenture works with the largest organizations around the globe and there's typically a client account lead or partner from Accenture embedded into the biggest organizations. And so for those who are existing clients, they can reach out to their client account lead and we would be delighted to welcome them in and do some either exploratory research into these technologies or actually do some longer term innovation engine work where we're helping to augment their capabilities. For those who maybe aren't an Accenture client, we do have open houses, we do quarterly open events, not only for potential new clients but also for people in the community, for partners, for schools. We're really committed to helping to be an asset for San Francisco, for this community. So keep your eyes peeled for opportunities to come in. Yeah, that's great, because last time when we were here when we opened, there was a lot of conversation about being a very active participant in the community. You guys are sponsors with the Warriors at the Chase Center but I think we had a number of people from the city and county of San Francisco and talking about the opportunities and being an active engaged member of the community beyond just a for profit company. Absolutely, and the undercurrent of this year's tech vision which is about to launch is all about thinking beyond the edges of your organization and understanding the choices that you make, how they impact the communities you serve. So it's really important to us to be a good steward of that here at Accenture and we have teammates accessible within the hub, for example, data ethicists who can help you understand the decisions you're making around artificial intelligence. Are you using data securely? Are you using it in a way that makes people feel comfortable? So we have teammates here who can help clients consider the impact of these decisions that goes beyond the four walls to really be a good steward for the next generation. Okay, well next time I come, I'm wearing a white coat so we can go get our hands dirty. I like it. All right Ashley, we'll get congratulations to you and the team and have a great evening. Thank you so much. All right, she's Ashley, I'm Jeff. You're watching theCUBE at the Accenture Innovation Hub for the Technology Vision 2020. Thanks for watching, we'll see you next time.


Hi, everybody. Let's go ahead and get started. First, I wanted to say welcome to Cloud Foundry Summit, but even more exciting than that, welcome to the first ever cloud-native.net track at any Cloud Foundry Summit. So Cloud Foundry has been polyglot since the beginning, but it's one thing to say our platform supports all the languages. And it's another thing to have all the rich features, the tools, the management support, et cetera, that you need to run real workloads in production. If you look around at Cloud Foundry Summit, there's actually quite a lot of .NET buzz going on this time around. It's very exciting. We're kind of at an inflection point. We had a .NET on Cloud Foundry training class before the summit kicked off as part of the pre-summit training lineup. There was a demo yesterday. How many of you also saw the demo with the light bulbs? Very cool .NET demo integrating Azure cognitive APIs and all kinds of cool stuff in the stack. There will be a demo tomorrow during the keynotes, highlighting remote server debugging on Windows 2016 server inside of Cloud Foundry. So some very, very cool stuff is happening. And now we have a great full track of CloudNative.NET talks at Cloud Foundry Summit. So I work for Pivotal. As part of my job, I get to speak to customers. And I've spoken to quite a few customers who are running workloads, .NET workloads, in production on Cloud Foundry. And in some cases, those are internal business apps. But in other cases, they are public-facing, high-scale, massively-scale applications that do financial transactions and drive the revenue of the companies that they belong to. I mean, so very, very exciting stuff that they're using this for. These companies are running hundreds, or in some cases, thousands of application instances on the platform. And so really, we've come a long way. And it's about time that we claim our rightful place here in Cloud Foundry Summit. Today, or over the next couple of days in this track, we've got a bunch of great talks. We've got a couple of talks from Microsoft. And then there are talks from Pivotal as well, some customer talks from real practitioners that are using Cloud Foundry and .NET. Charles Schwab will be here, Traveler's insurance will be here. We've also got quite a few partner talks, including Altoros and GrapeUp and Cognizant. So there are some excellent things for you here to see, whether you are just starting on that journey or whether you are already well on your way to running Cloud Foundry, there should be definitely something here for you to take away. I put together this track together with my co-chair, his name's Sergei. Sergei wants to say a few words and also maybe highlight some of the talks that he's excited about. Sure, thanks, Zak. This year it was the first time I helped to select topics for Cloud Foundry Summit and I honestly was very impressed by the number of good talks that we had and it was very difficult to select because we argued with Zak a lot and because all talks were great. And yeah, one thing that I want to highlight is that we have talks that are very good for beginners. For example, the ones that can teach you 12-factor apps in a practical way and we have topics for more advanced users like deepdive in isp.net core and we even have one of my favorite topic about F-Sharp, how we can deploy it on the platform. It will be very interesting for me to attend this one and my own topic about troubleshooting.net applications where I want to share some internals of how platform works and how we can utilize those features. I was also impressed how many submissions we have from companies that already have been using .net though the support is pretty new but we have a lot of success stories from companies like Travelers that already use .net and that's great. So I'm honestly very excited about this and yeah, it's very great that we have this track and welcome everybody to .net track. I hope it will be a great experience for everybody.


Greetings from the USA, Nashville, Tennessee. Thank you for letting me participate in your program. And I'm excited to share with you a few things about how venture funds think about food safety and sort of some of the technology landscape and issues that we see here at our fund here in Mountain Group. So for this, I really have three objectives. One, I'm just gonna give you a little bit of a high level of how venture funding works because I think that may be interesting as you think about how technology gets developed kind of generally. And then I'm gonna give you some venture perspectives on food safety itself. And then finally, I've got a few technology examples that are specific companies that we've invested in in the past that have some connection to food safety. So I thought they would be kind of really good examples of how these things sort of work. So first, let's start with venture funding. The term venture funding sort of gets thrown around a little bit in different ways. I think when people think about venture funding, they kind of think about the big tech companies like Facebook or Google. And indeed they were venture funded endeavors from the beginning, but venture funding also has a nice bit of application as it relates to biotech. And so what venture funding is really is it's a funding mechanism whereby companies can be invested in that are really high risk. And it's really a situation where they probably wouldn't get funded by any other mechanism, but these funds exist because they take those risky investments and kind of spread them across a portfolio of companies. And on the whole, then they can return a nice return back to their specific investors. So the way it would work is that an entrepreneur would have a technology that they, or an idea or maybe some, they work at a university or a lab somewhere and they have an idea for technology. And they would use that to be able to start up a company and the venture capital firm then would come alongside that company and put in money and buy shares in that company that, and then they would help manage the company to get that technology developed. So very often the outcome of that startup company would be some sort of product. And then in the end of that process, that technology goes on the marketplace. It has an impact and there's some sort of exit that allows the venture company, the venture firm to be repaid for their investment in the process. And what comes from that then is that technology gets developed and either sold to a bigger company that might wanna take it further or you might even cause the company to go public. But this is a way kind of very broadly that technology can get developed and be then useful. At, I work at a company called Mountain Group Partners which is a venture fund that's in Nashville, Tennessee. And we have our focus on biotechnology as it relates to human and animal health. We have life sciences sectors where we work on diagnostics and medical technology. And then we do some opportunistic drug development. Animal health is kind of a broad field that applies to kind of cross technology. And then we do do some health tech. What's most relevant for this conference is food safety as an area fits under animal health and has been kind of deployed in several different technologies that we've invested with more broadly. So if you think about then food safety from the concept of kind of the venture lens, I think there are several different areas that are noteworthy. One of them are some of the drivers for change. So really the need to overcome food safety is driven by mainly two factors. One would be regulatory implications. So HACCP programs and other things are mandated by the government. And so if you're a producer of animal protein, you have to pay attention to what are those regulations that the government might apply to those and be able to then take advantage of those. So that's one of the drivers.  As companies become well known in the food producing area and have established brands, HACCP as an example that in poultry production, their brand becomes so important that they don't wanna risk having an outbreak in food safety that would tarnish their brand. So that becomes another key driver for change as it relates to food safety becoming important. When we look at solutions then for food safety, we really look at it through the lens of a customer. So they're gonna say things like, is it economically viable to use this technology? If it's more expensive to use the technology, then they can get a return on, then that'll be a barrier to them using it. Second factor is, does it fit in the workflow of what they're trying to do as an operation? If that technology is one that doesn't fit in their workflow, then very likely it'll be a slow or difficult to adapt or adopt into their practices. So that's another factor. Then is it safe and effective? Does it really work to do what they say it is and is it safe for the animal and for the workers and for people? And so if there are food safety solutions that themselves are very toxic and so those would be undesirable because it relates to trying to be effective solutions needed for food safety. Then finally animal welfare. I think we obviously have to take into account what is the animal's welfare and will this solution be beneficial to the animal or not? I often think about as it relates to food safety, healthy animals produce safe food. And so if you are doing things to make the animal healthier very often that will translate into a safer food product. Then the technology solutions that are applicable fit into several different categories. One of them is biosecurity. So you can see disinfectants that may be used or sanitary practices, but they may also be sophisticated things like a phage that could be used to create the appropriate biosecurity. Diagnostics is an important area. And those diagnostics could be detecting the pathogen in one form or another and that's probably the most basic sort of technology that exists for food and safety. But there's also technologies that might be applied to just understanding the animal's immune system that may be helpful for food safety. I think vaccines is a very important tool for being able to ensure that the animal can be as effective as possible at dealing with the pathogens that might be there or the basically the bacteria type of organisms that could be there that can relate to food safety. Nutritional supplements is another area. I think there's a lot of promise as it relates to the microbiome and how that may be used to either enhance the immune system of animals and or maybe compete against human pathogens that may get shed by animals. And then finally, in its most broadest sense even things like alternative proteins where people are thinking of different ways to make substitutes for animal-sourced foods could be alternatives as well that could improve food safety. So for my final bit of time, I'd like to then just give you three examples of companies that we've invested in that have a connection to food safety. So the first company is Advanced Animal Diagnostics. And what Advanced Animal Diagnostics is really all about is a diagnostic test that's used to responsibly use antibiotics and monitor the health of animals. And in particular, I'm showing here a test where they pull a blood sample from the animal, put it on a slide and put it in a reader and within 32 seconds, they can get sort of a blood, a white cell blood profile. That's indicative of whether that animal is gonna break with disease and then that you can take interventions like antibiotics or other therapies, therapeutics that can help the animals that are gonna break with disease. And the flip side is you don't have to mass medicate animals with this approach because you can effectively find those animals that are most likely to get sick and not the other ones. So the way that this works specifically is as it takes a white blood cell differential in particular, it's looking for a lymphocyte neutrophil ratio and how that might relate to then the ability of that animal to get sick or have a viral infection or bacterial infection. So that's certainly a company that has some interesting technology as it relates to animal wellness and how that might relate to food safety. Second company that I wanted to highlight is a company called Applied Life Sciences and Systems. And what this company is looking at is, is there a way to individually vaccinate chicks rather than mass medication? So mass medication like spray cabinets has been used kind of as the industry standard for a long time, but for certain types of vaccines, they're very ineffective, probably 30 to 90% ineffective.  Also it wastes the vaccine. And by spraying them, you also chill the animals so you make them susceptible to other diseases. So what Applied Life Sciences and Systems has done is they've gone and created a sophisticated approach where they can use artificial intelligence and facial recognition software along with robotics and microfluidics to individually vaccinate chicks as they progress through a conveyor system and they can go from say 30% vaccination up to 99% vaccination. And this has applications across a whole series of live vaccines, some of which could relate to food safety. Final company that I'll just highlight that we've invested in is one called Resilient Biotics. And what they have is really advanced products directed towards the microbiome. So they look to take organisms from the environment, do deep sequencing, machine learning, find therapeutically focused or enhanced organisms that have unique properties and then they test them in animals and they continue to refine this. And so they have a suite of microbiome products that are associated across a wide range of different applications. And this is just one of many companies that are looking at the microbiome as a very promising area. So to conclude, I just wanna thank you for your time. I hope I illustrated how venture investing works and how it might lead to the use of this to help for creating technologies that fit with food safety. Thank you.


The Jell-O program coming to you from Marchfield, California and brought to you by Jell-O and Jell-O Pudding starring Jack Denny with Mary Livingston, Phil Harris, Dennis Day, Rochester, and yours truly Don Wilson. The orchestra opens a program with Wings of America written by Lieutenant Jesse Hicks of the Marchfield Post. America played by the orchestra.  Thank you, thank you. Jell-O again, this is Jack Denny talking. Flap, flap. I'm flying, boys. And, Don, that was really a lovely introduction. I mean, calling me an Eminent Authority on Aviation. How'd you ever find out about that, Don? Why, don't you remember, Jack? Just before the broadcast, you told me to introduce you that way.  Oh, yes, yes. But that's the truth, Don. It isn't commonly known, but years ago I was the first person to ever think of the airplane. Only it so happens that a couple of other fellows perfected it before I did. The, um, the Smith brothers, Orville and Wilbur, they, uh, they beat me to it. Oh, pardon me, Jack, but you must mean the Wright brothers. The who? Oh, oh, yes, yes, the Wright brothers. The Smith brothers perfected the crop drop before I did. Uh, everybody has the jump on me, isn't it? Well, that's very interesting. But tell me, Jack, whatever gave you the idea before a flying machine? For the airplane?  Anyway, I said, if those things can fly, so can Benny. So I made a big, uh, a pair of big canvas wings, tied them onto my bicycle, and rolled right off the roof of my father's barn. And what happened? I lit on my head and I'd been a comedian ever since. For a few years, I was quite silly and then I became sophisticated. But that's what an inventor has to go through. Oh, hello, Mary. Hello, Jack. Hi, fellas. Some hand you got there, Mary. The boys here seem to know you. Why not? I met most of them at the plantation last night. The plantation? Oh, yes, that's that nightclub over at Riverside. How'd you happen to be there? I had a date with a cuter soldier. And you know, Jack, he was the most bashful fellow I ever met. What do you mean bashful? He said as soon as there was a blackout, he was going to kiss me. Well, Mary, as I look out over this sea of faces, I would say that you got the only non-wolf in the outfit. No. No kidding. Uh, you mean I can do better tonight? Definitely. And speaking of the plantation, Mary, I think I'll go down there some night and play my violin for the boys. That'll empty the place faster than an all-out alert. I don't know about that. Hey, Mary, you should have been here earlier. Jack was telling me how he almost invented the airplane years ago.  I am, eh? Well, let me ask you something, sister. Why is it that when I was a kid in Warkegan, everybody called me Flying Jack. Flying Jack? Yes. That's because he used to shoot flies for a blacksmith. I did nothing of the kind.  Oh, yeah? Well, you'd have about thirty-five cents, Marty. That's all. And incidentally, those kicks didn't hurt my career as a comedian either. You know, it's amazing how close I... Well, look who's here if it isn't Pianateed. Hiya, Jackson. Here I am, fellas. Make care as happy. Say, Phil, why is it that every time we broadcast from a new place, you always make your entrance by asking for applause?  I tried that once, Jackson, and there was a lull that was a lulu. Anyway, look, Jackson, I didn't ask for applause. I just said make Harris happy. They could have thrown money at me or anything. I don't care. And another thing, what's the idea of calling me Pianateed?  Let me tell you something, Phil. Your teeth may be the McCoy, but that smile of yours must work from a button somewhere. That can't be on the level. A button? You mean what I leave the band with? That's a baton.  Say, Jack, can I read my poem now? Well, sure. What poem? The one I wrote about Marsfield. Mary, we can do it out those livings in Epic tonight. Give these boys a break. I'll let her read it, Jack. Mary's poem's always so clever. She can do it now, Don. Phil's orchestra has to play a number. Although I wish we had a better choice. I really do. Now, wait a minute, Jack, are you trying to be facetious? What? I beg your pardon? I said, are you trying to be facetious? What's the matter? Didn't I pronounce it right? I don't know what to say now. I can't understand. Where did you ever get a hold of a word like facetious? Well, I got one of them websters under the bridge dictionary. Under the bridge? Phil, nobody could make that mistake but you and my writer. That word is unabridged. Anyway, Phil, let's have your band number. This is war and we can take it. Well, go ahead. Oh, all right, Jack, but look, I meant to tell you. The boys got here so late that we didn't have a chance to rehearse. Oh, do you think it'll make any difference? Are you kidding? Oh, go ahead, Phil. Let's come in. Mr. Benny? Yes? On behalf of the officers and men of Marchfield, I'd like to present you with this lovely 100-pound bomb. A bomb? Well, thanks, but gee whiz, isn't it liable to go off? Yes, I'll see you around.  Play, Phil. Hey, Phil, you can tell your bass fiddle player to stop. The number's over. Oh, yes, stop beating it up, Fletcher. I knew we should have rehearsed. Thanks, Phil. That was tonight we love played by Phil Harris. I got a good find to fire that guy. What for? He made a little mistake. That's all. He probably started late, so he finished late. Well, he ain't going to get paid overtime. I forget it. That was tonight we love played by Phil Harris. That burns me up, and it's a blot on my record as a great conductor. Phil, Phil, forget it, will you? Forget it, would Leopold forget it? Would Stakowski forget it? That's Leopold Stakowski. He's one man. Hi, goodness. Well, holy smoke, how can one man lead such a big orchestra?  That was tonight we love played by Phil Harris. Oh, the heck with it. Uh, St. Jack, uh, can I read my poem now? Mary, never mind the poem. Dorothy and Edie are listening, and tear it up, will you? You let me read it, or I'll tell all these voices. You still owe eight dollars on your toupee. Now, just a minute, young lady. In the first place, I don't wear a toupee. The second place it's paid for. Then take the tag off. Now, it's not a price tag. That little ticket says this side up. I can go along with a gag. Sister. And I can go along with a gag, too. My dear lady, why don't you tell your husband to put on his toupee and go down to your neighborhood grocer for a package of jello? Hmm. It's not only easy to make, but economical as well. So you will find that it is not hard to pay for. Oh, for heaven's sake. And remember, folks, jello has that new locked-in flavor. The flavor doesn't go away. I know you put it in, and it's there to pay. I know.  I give you an inch, and you make a commercial out of it. Hello, Mr. Benny. Sorry I'm late. Oh, hello, Dennis. Take a bow. Where have you been, kid? What delayed you? Oh, I've been having lots of fun. You know, Mr. Benny, I walked all around the field. You did? Yeah, I was in the hangars and up in the buildings and inside the planes and all over the place. Well. Do you think I'll ever get my camera back? I doubt it. Don't you know, Dennis, you're not supposed to take pictures at any military encampment. Who was taking pictures? The camera wasn't loaded. Well, then what's the idea of carrying an empty camera around? My lunch was in it. Oh. The United States government owes me one hard-boiled egg and two ham sandwiches. All right, all right. I'll take it up with the colonel. I'm having lunch with him tomorrow. A lot of good that'll do me. I'm going to be shot at sunrise. You're not going to be shot at all. I never saw anyone with such an imagination. Oh, Peter, but that's your kid. He's just being facetious. Don't forget about that word. Say, Dennis. Dennis, when you go to get shot in the morning, take Phil with you. Please. I'd love to, but I don't know if I can bring a friend. Gentlemen. I salute you all, Mark Field, and I really thank you as well. Mary, I warned you. Well, I'm going to read my poem. Then started right. What's the title of it? The title? Yes. Not January Field, not February Field, but Mark Field. The trouble with that title, Mary, is it tipped off the fact that the poem is going to be putrid. What go ahead with it? I'm going out for a glass of water.  OK, let's get it over with. Go ahead, Mary. I salute you all, Mark Field, and I really thank you as well. If the gas they get too close, you will blast them all to pieces. Nice, uh, nice rhyming. You want me to rhyme it? No. Uh, continue. I think the boys here are so cute. Private Major Colonel Luke. I love to dance with all the soldiers. They don't keep time, but how they hold you. Well, of course, I wouldn't know. For free. Uh, here you are, near the town of Sanford, in the state of Iron Falcon. And your hangers full of, uh-uh, don't ask me, because I'm not squawking. Well, what's that for? Why all the mystery? Uh, military secrets, Daddy, wake up.  Your boys get leaves to go to town to have some fun and clown around. They jump in their cars and fill up with gas. But what can you do on a six-hour pass? You ought to stop, Mary, after that big laugh. How about doing your song now, Dennis? OK. Oh, wait a minute, I'm not through yet. Oh.  Go ahead. Uh, before I close this lovely poem, I have a word for those at home. And keep on crying, because the barn you buyin' will keep on flyin' the end. Oh, that's very good. That was all right, Mary. You had a nice finish. That poem turned out better than I thought it would. Well, OK, Dennis, what's your song going to be? I'm gonna sing, we did it before, and we can do it again, assisted by the March Field Success. The March Field Success? Dennis, there are eight soldiers in back of you. Two of them are guarding me till I get shot. Oh. Well, I guess a guy that carries a hard-boiled egg in a camera has a coming to him. Go ahead, thinkin'. Wait a minute. Come in. Mr. Benny? Yes? On behalf of St. Peter, I want to welcome you to the Furley Gate. Furley Gate? Didn't that bomb go off yet? Get out of here! I wish that character would stop following me all over the country. December 7, 1941 A land of freedom was before December 8, 1941 Uncle Frank, we've got a heck of a job to do, but you can bet that we'll be through. We did it before, and we can do it again, and we will do it again. We're one for all, and we're all for one. They'll get a little before we're done. Billions of voices are ringing, singing as we march them over, and then we'll get the guy in back, so then we did it before. We did it again, we know we're right, and we also know the gangsterism has got to go. We did it before, and we can do it again, and we will do it again. We're one for all, and we're all for one. They'll get a little before we're done. We did it before, and we'll get a little before we're done. As we did it before, from Eddie Cantor's Broadway show, I sung by Dennis A. and the Mark Field Octet. And very good, fellas. Say, Dennis, where did you meet these eight soldiers? Well, I've got a girl in Riverside, and last night I took her to the plantation. So? What happened to my girl, fellas? Well, that's rich, so these boys took your girl away. Hey, Dennis, is she pretty? No, she's a mess. Every girl you go out with is a mess. Why don't you go out with a pretty girl once in a while? Well, if I can't hang on to a clock, what chance have I got with a good-looking gal? Well, that makes sense, I guess. But personally, I can't keep company with a girl unless she's really gorgeous. Oh, yeah? Yeah. I have yet to see you out with a dame that didn't sag somewhere. That's so. I've been out with some pretty hot-looking babies. Haven't I, Phil? Lay off, Jackson. I'm a married man. Well, for Pete's sake, you can talk about pretty girls, can't you? Nope, no talking and no looking. No looking? Not even on a windy day? On windy days? I'm not allowed out of the house. Well, that may be okay with you, but I'd like to see the woman that could dominate me. And now, ladies and gentlemen, Mary, stop looking at me that way. And now, ladies and gentlemen, we have a surprise for you.  Step right up, Sergeant. What a physique. You ought to see him, folks.  Tell me, Sergeant, how much do you weigh? 407 pounds. That's counting large. 407 pounds. Well, Sergeant, I want you to meet a fellow we used to think was pretty hefty until you came along. John Wilson, our announcer. How do you do, Sergeant? Hi, skinny. You didn't know you were going to get those kind of laughs, did you? Now, look, if you don't mind, Sarge, I'd like to ask you a few questions. To begin with... A little woman hadn't put me on a diet. I'd make this guy look like a toothpaste.  Now, Sergeant, I'm sure our listeners would like to know something about your history. To begin with... I hadn't cut out potatoes. I could look like boulder damn true. John, stop mumbling. Now, Sergeant Sackwell, you say you weigh 407, is that correct? Yes, sir. I see. And how much did you weigh when you were born? 150 pounds. That's 15 pounds, Sergeant. He looks like Wilson and he reads like Phil Harris. Now, of course, Sergeant, being so large must present certain problems. For instance, you don't sleep on a regular army car, do you? No, I use a king size. Good, good. That's all right. Now, Sergeant... I'll bump stomachs with him any day. Wilson, calm down. My goodness. Well, Sergeant... I want to... I want to thank you for coming up here and saying hello. Thank you, Mr. Benny. No hard feelings, John. No, no, not at all. That's all I feel about it. Come on, Frank. Well, he's an awfully nice fellow. And, John, I don't know what's the matter with you today. Andy Devine is much fatter than you are and you've never been jealous of him. Oh, he wears pads under his clothes. Get wise, will you? Andy Devine wears pads? I can't believe it. Say, Jackson, did you hear Andy on Fred Allen's program last Wednesday? The guy was terrific. No, I missed Allen's program last week and I'm just sick about it.  Now, how was the show? It was darn good and Andy sure spilled the beans about you. What do you mean? Well, Andy said you never let the actors get together in your program because you're afraid they'll organize and strike for back salary. That's the silliest remark I ever heard. What did Allen say? He seemed to think it was quite suspicious. I know.  And before we go any further, I'd like to clear this thing right now. If there's anybody in this cast that I owe back salary to, I wish he'd raise his hand. Come on. There, you see? Nobody raised their hand. I got mine up, Mr. Bennet. Okay, Dennis, but come right back. There are these rumors that Allen started about me. But, Mr. Bennet... Never mind. Put your arms down or I'll yank it down. Now, let me tell you something about Allen. I remember once in Toledo... I'll take it. Hello? Hello, Mr. Bennet. It's Rochester. Hello, Rochester. What do you want? I got bad news for you, boss. You'll have to take the Greyhound back to town. Why? Well, here's what happened.  Am I max low? Well, it was a beautiful day. The sun keeping over the snowcast mountain gave one the feeling that all was for me. Rochester, forget the mountains. What happened to my car? Well, I was driving through Ontario and a big truck ahead of me full of oranges suddenly shot. And what happened? Marmalade. Rochester, I see no excuse for you smashing into a truck. What do you think the emergency brake is for? It ain't for stopping. We found that out. Well, tell me about the car. Is it damaged much? No, it worked out fine. The fender's asleep now. Well, good. Good. But the right front tire... Well, I guess there's nothing else to do but go out and buy a new tire. I beg your pardon. I said go out and buy a new tire. A new tire? Yes. Just a second, I'll put Superman on the phone. Oh, that's right. It is pretty hard to get tires now. I'll tell you what, use the spare. We ain't got no spare. What do you mean? I cut it up last week when you needed rubber heels for your brown shoes. Well, look, Rochester, I'll ride back to town with Mr. Harris and the boys in their bus. Meanwhile, you stay with the Maxwell. For the duration? You can have that tire fixed. Now hang up. This is long distance. Okay. Oh, say, boy, it looks like the only $10 on that bet we made. Yes, yes. I know Buddy Bear lost. But I can't understand how Lewis knocked him out from the very first round. Well, you see, Joe's in the army now and he had to get back to camp before camp. That explains it. So long, Rochester. Goodbye. Gee, I've... Gee, I've got to get a tire. I wonder how that rubber tree in my greenhouse is coming along. Playfield. Tomorrow night for dessert, surprise the family with a grand dessert, Jack Benny's jelly fruit medley and one of Jack's own special favorites. It's a delightful dessert, a real treat to the taste, and yet so quick and easy to make. Simply dissolve one package of jello imitation strawberry flavor in one pint of hot fruit juice and water. Next, chill until slightly thickened and fold in one can of fruit salad, cut into small pieces. Chill until firm. And then, serve with a garnishing of spicy mint leaves and bright red cherries.  A rich, colorful combination of delicious canned fruit salad and rosy pink strawberry jello. Many courses are featuring these items, both of them, all next week. So, get them both tomorrow. And remember, desserts made with jello taste really well because jello's locked-in process protects the flavor for your enjoyment. We're a little late, so good night folks. The barbed-ass is presented for the entertainment and personnel of March Field and does not constitute a commercial product engulfed by the War Department.