The Future of Auto Marketing: Building Brands Through Human Connection Today

Narrator: If you like marketing conversations with actual receipts, I've got a podcast for you. The Marketing Architects digs into effectiveness research behind what drives growth, especially on topics marketers love to debate, like what happens when brand and sales goals collide. It's thoughtful, a little contrarian, and focused on ideas you can take back to your team. Search for the Marketing Architects podcast wherever you're listening.

Narrator: Right now, marketing Architects are, uh, your ad campaigns lighting up the dashboard, but not the pipeline. That's bullspend and marketers are calling it out in dashboard confessions.

Narrator: My boss asked for results, so I opened my dashboard for the only positive sounding metric I had. Impressions.

Narrator: Cut the bull, spend, See revenue, not just reach. LinkedIn delivers the highest return on ad spend of major ad NETWORKS. Advertise on LinkedIn. Spend $250 on your first campaign and get a $250 credit. Go to LinkedIn.com campaign terms and conditions apply.

Narrator: Welcome to AdSpeak Adweek's podcast about the business of marketing, media and creativity. In this ep, we're sharing a conversation recorded live at Brand Week featuring leaders from across the industry discussing the ideas shaping brands. Right now, let's get into it.

Host: Hi everyone. Welcome to our Future of Auto session. I'm not sure if you've been to our other Future of sessions, but these have been absolutely brilliant and I'm really looking forward to this one. But before we take a look under the hood. See what I did there? We're asking everyone the same question on these future panels in relation to their own topic. So auto is changing so fast. What's one emerging behavior that you're seeing that's reshaping how marketers engage or think about auto? So can you guys give me your one word? But before that, briefly introduce yourselves who you are and what you do. Doug, you could start.

Doug Zarkin: Sure. Hi, Doug Zarkin, month five. As the CMO of Take 5 Oil Change, which is part of Driven Brands, largest North American auto service supplier in the industry.

Matt Kerbal: Awesome. Hey, everybody, my name is Matt Kerbal. I work on brand strategy for turo, which if you're not familiar, is like Airbnb but for cars. The best team in the biz. Out of San Francisco and excited to make this a spicy, fun talk that'll wake you up.

Doug Zarkin: Hello, everyone.

Scott Baker: I'm Scott Baker. I'm with Porsche. I'm a director of communications and I'm celebrating my 20th anniversary there this week.

Host: That's amazing. Well, you guys didn't give me your one word, so I'm going to go back around. So Doug, what's your one word? What sort of behavior are you seeing that's changing how we're going to define future multiple marketing?

Matt Kerbal: I think skepticism, I think increasingly inaccessible.

Host: Okay, Scott.

Scott Baker: Intentionality.

Host: Intentionally. Three very different words. And I feel like we're going to have a bit of a, uh, debate here today, which I love. But the auto industry is obviously in the midst of a huge transformation, like the biggest we've seen, driven by electrification, AI, new ownership models. And I think, like for all of you, when you think about the shift, I'm curious what brand means to you now. Like, is it about the product or is it about a lifestyle or something else?

Doug Zarkin: Sure. So, uh, brand is something that's really important to me. I wrote a book about it. And for me, brand is really about a set of emotions, attitudes, feelings and perceptions. The curation of that, the protection of that, the ambassadorship of that is critical. Look, we're all in a results driven industry. Marketing is about positioning, which is about the art of sacrifice and the ability to motivate a consumer to do what we need them to do, when we need them to do it. That's our objective. But if we are not curators and ambassadors and stewards of our brand, we're going to be left with a huge vacuum in the world of performance. And so I think more and more our roles are being redefined to really be thinking about how do we protect, clarify, enhance the emotional connection between our brand and consumers in order to drive performance. And than just strictly looking at what is the roas of a particular channel.

Host: That's kind of coming back to the basics, uh, of brand building. Isn't it like this mental.

Doug Zarkin: I mean, look, it gets into the whole question of like, what's AI going to do to our industry. We are not moving into the world of Skynet in Terminator, where the world is taken over by AI. AI is going to be a tool that we use even more today than ever. We have to be really honest with ourselves in understanding what are we at our core and how does the consumer really see us at their core. And if there's a disconnect, we gotta close that gap.

Host: And Matt, what does brand mean to you and to you?

Matt Kerbal: Everything. I mean, I agree with everything that Doug said. I think that at the end of the day, we primarily play in a category in rental car that hasn't really innovated in a very long time. Hertz started in 1918, six started in 1912. The youngest hippest of all of those competitors started in 1950. 7. And they all have a very masochistic, homogenistic type of experience. Right. Where you go from the shuttle to the line, to the counter, to the person, to the paperwork, to the car that you didn't pick. And so I think that at the end of the day, brand is an opportunity to educate, to earn trust, but also to build community and to build connection. And I'll just say this. I loathe panels that do not have statistics, because then it just sounds like we're talking in opinions and platitudes. And so a couple of things I'll say right now, what's going on to just maybe get a little bit into this is new cars have never been more expensive. So the average price is now $50,500. On top of that, the costs of maintenance and Insurance are around $11,000 a year. So what used to be part of the American dream is now not only inaccessible, but it's untenable. And so for us, if we are trying to pave the way of more accessibility and a new way of thinking about how to access a car because cars are necessary, then brand is such an important part of that mission, that opportunity, that storytelling to get people to trust us, to try us, and to realize this is a better way.

Host: Yeah. Coming back to, like, what Doug said there, too, about this idea of emotional storytelling and sort of touching something within an audience that makes them want to invest in your brand or try it.

Narrator: Yeah.

Host: And, Scott, like Porsche, uh, is obviously a legacy auto brand, and you're on your own journey. But, like, what does brand mean to you after 20 years there?

Scott Baker: So everything you said is important. You know, technology, performance, design. As technology increases and access to automobiles increases. And there's many different ways in order to achieve having an experience with a car or a moving vehicle. The rapid pace of that and technology is only going to mean that your brand becomes more and more important. It won't be taken over by AI. In fact, AI will make your brand more important because it's the only way that the only thing you will own are the things that you lean into to differentiate you from whoever you're competing with, whether that's ridesharing or another OEM in your own brand story. So I think brand will dictate the success of basically everything in automotive because it'll be the one thing that you have to continue to own.

Host: So you all giving me your definition of what brand means, but I'm curious what this looks like in your marketing and how it translates. Can you share some sort of Examples of companies that you've worked on recently that speak to what you've just discussed about brands. Doug, you can start.

Doug Zarkin: Well, I'm only, I'm in month five at Take Five, no pun intended. I think for me to. What I can share is the direction that we're going, which is to really bring back the human element of the experience. I mean, look, I don't even have to ask, but I will show of hands. Who actually looks forward to getting their oil changed in their car. There's like one thank you for the one person in the back of the room. They get the car that you're going to raffle off at the end of this. Uh, look, it's not something anybody looks forward to when the oil light turns on. It's just one more damn thing that I got to figure out in my schedule. And so what I'm really working on is trying to figure out how can we make that less painful. How can we actually make it a surprise and delight opportunity where we're never going to be something that somebody looks forward to, but we can be something that people don't love. And fortunately I'm paired with an unbelievable operations partners that understand the human experience, understand that in a service oriented business, if you don't put the human being at the center of the model, you, you're never going to win. You also allow yourself to be thought of as less of a commodity and more of an opportunity when you do that. So those are some of the things that I'm working on as we evolve the brand.

Host: Yeah. So moving away from this idea that as a chore.

Matt Kerbal: It'll always be a chore.

Host: Yeah.

Doug Zarkin: But you know, to say it less eloquently, how can we make it less shitty and perhaps make it something where you're surprised that you know what, I got in and out in ten minutes. Uh, they didn't try to shove a bunch of unnecessary add ons down my throat. And you know what? They actually treated me as a person.

Host: Yeah. And an uh, AI can't change your oil for you.

Doug Zarkin: Yeah, AI can change your oil. AI can tell you why it's important. It absolutely is important. We are in a commoditized category, but we are a non discretionary purchase. You can push it off until your car just completely explodes, whether you're driving a Porsche or you're driving a Toyota. But again, as I think about the businesses, I kind of get under the hood, no pun intended. We really have an opportunity to really bring out the humanity in our experience. What we Deliver in every pit in every shop across North America.

Matt Kerbal: I mean, so many car plans. Yeah.

Host: And, Matt, like, you've got quite a varied background. Like we were speaking earlier. You worked everything from, like, video games like Call of Duty to Lyft and different startups. What are you sort of doing at, uh, tudor? Like, you speak about some campaigns you've worked on and some results.

Matt Kerbal: Yeah, we just launched a new campaign with the Sarah Michelle Geller and right ahead of Halloween. But it was to talk about another really fun experience to maybe do another raise of hands who loves to buy a new car or lease a new car. Cool. Okay, awesome. We have some people in the back. Yeah. So the experience of having to pit dealerships against each other and test drive for five minutes around the block and figure out how much you're willing to put down, be like, here, take $4,000 so I can borrow your car for 36 months and not be able to break a contract if I want to get out of that. All of those experiences are really brutal. And so what we've done at Turo is we have enlisted Sarah Michelle to slay car ownership. And what we like to say is, sorry about this in advance, but peak car is dead. 2017, 2018, was the highest number of new car sales that will probably ever happen. And largely, we've seen mobility inflation increase at 1 and a half to 2x of consumer purchasing power, and then compound that with Gen Z and even, to an extent, millennials who don't want to own things as much anymore. And in fact, it's something that they had told us through research that more than half of are really looking for accessible opportunities. So we've now launched a, uh, monthly opportunity for Turo for people to look for cars that are available on a monthly basis and be able to just deal directly with getting a car that they want for as many months as they want. They can extend it on the fly, they can shorten it on the fly. They don't have to put money down. There's no paperwork. Right. All that kind of stuff, that is so, so annoying. And it becomes more of a Netflix type of experience where you're just having access to cars. And so for us to think about, like, my background, my experience, it really just comes through the lens of what's important to the customer. And this has been an industry that has been largely putting the customer last for a very long time. Like, traditional car rental companies basically deal and use car arbitrage to create their profit. And so for us, it's like, well, let's give back the control and the care, right? Let's people pick the actual car they want to drive. Let's not put them into contracts that are absolutely horrible situations. And let's allow them to have these really flexible and accessible and simpler experiences that are digitally native. And so as we look to, you know, Gen z today has $3 trillion in buying power. By 2030, they're going to be having $12 trillion in buying power. Right. And I made somebody almost throw up in their mouth yesterday when I said that. The oldest Gen z are now 28.

Host: Wow.

Matt Kerbal: If they're born in January, they'll be 29 very shortly. But the fact is, like, they're not kids. Like, they're here, they're about to be in their 30s. They are professionals, they are making money and they're ultimately both controlling the mic and the coffers moving forward. And so as they grew up in the pandemic and everything became already digitally native, you know, on steroids, you know, they instacart their groceries, they doordash their dinners, they're, you know, getting Ubers and Airbnbs. And for us, we want to and wholeheartedly expect that if we do our job, we will be that app, uh, in which it's push button, get rental car or a car for sort of any occasion. And so for me, my brand background, whether it's been CPG or gaming or E commerce apparel or other marketplace businesses like Lyft, the tenant of the job does not change. It's really, really understand and know your audience and appeal to them in a way that makes them feel extremely connected and want to vote with their dollars to use you because you're both the better product and the better brand.

Host: So the marketplace is definitely changing. And like those stats you just shared really do illustrate that. I think there's a place for a brand like Porsche in this marketplace and

Matt Kerbal: you buy there is definitely a place. We had a little talk about Greeners.

Scott Baker: No offense taken. When I started at Porsche, we were between 0.02 and 0.03% of the US market.

Narrator: Are, uh, your ad campaigns lighting up the dashboard but not the pipeline? That's bullspend and marketers are calling it out. And in dashboard confessions, my boss asked for results.

Narrator: So I opened my dashboard for the only positive sounding metric I had. Impressions.

Narrator: Cut the bull. Spend, um, see revenue, not just reach. LinkedIn delivers the highest return on ad spend of major ad NETWORKS. Advertise on LinkedIn, spend $250 on your first campaign and get a $250 credit go to LinkedIn.com campaign terms and conditions apply.

Narrator: If you like marketing conversations with actual receipts, not vibes, not vanity metrics. Quick recommendation for you. I've been listening to the Marketing Architects podcast, and it's one of those shows that makes you stop and think for a second. They dig into effectiveness research around topics marketers love to debate like TV advertising, measurement, AI and what happens when brand and sales goals collide. It's thoughtful, a little contrarian in the best way, and focused on ideas you can take back to your team for smart, honest marketing conversations on crafting goals your CMO and CFO agree on. Search for the Marketing Architects wherever you're listening right now.

Host: Marketing Architects.

Scott Baker: Now we're about 0.05, not 0.5. 0.05.

Matt Kerbal: But you feel so much bigger. We do.

Scott Baker: We do feel so iconic. And for us, it's all about differentiation. And I love this question because I have a great example. So if anyone's heard a tagline for Porsche over the years, what is it? Porsche. There is no substitute. And I do not say it as well as Tom Cruise, for sure. We relaunched that. It popped up here and there, but for decades it was pretty much unused. And not only did we launch that in the US on July 14, we launched it globally. So every market across the globe that sells Porsche will be using that tag light. It's going to help us be more efficient. You know, for us, again, it's a lot more of the purity of the messaging and how we differentiate ourselves, because we don't want to appeal to everyone. We want to appeal to the person that their car really means something to them. Uh, and we need to keep cultivating them and also maintaining the loyalists that came to love the brand in the first place. And what we found is that this line resonates with all of them. Our dealer network loves it. The people that have been in the brand for years love it. New people. It's a striking, very confident statement. Since we've launched it, we've had 154 of our 203 dealers actually hold events supporting that line. Over 31,000 attendees at those events. We've seen huge increases in organic search traffic, traffic to our website. Our paid leads went up by 30% the last three months when we reignited that tagline. And so for us, it's not about, like, appealing to the lowest common denominator, need or daily desire. It's about meaning something more and really differentiating who you are and standing out among the cohorts that we have.

Host: Yeah, Coming back to like the idea of brand purpose and the tagline is so simple but it can be like so powerful. And I just have another like follow up question to that. You know, we're talking about the up and coming consumer, like how much spending power Gen Z has. And I just wonder what are the challenges of like preserving DNA for a brand like Porsche but still trying to move with the times? You know, you don't want to feel to everyone but you have to appeal to people that are coming up.

Scott Baker: I didn't know you had a background in gaming. We need to talk about that more. You know, a lot of what we do paid wise with our marketing. You know, we're appealing to people that have a large discretional income. Yeah, they can afford our cars. They won't get into all the demographics. But we're also. I spent last week three days in Hollywood talking to all the movie studios. Um, we are really aggressive in gaming. We like people that fell in love with that statement in the early 80s when Tom Cruise uttered it. We want to be what that new bedroom poster is on the wall so that when they're ready they only have one choice and that's through gaming. It's through movie franchises, through other things that frankly our brand gets us in the door in a lot of those cases. And we love telling stories. We love, you know, how can we help you bring this character life? How can we help you tell the story that your franchise is trying to tell? We don't need to feature the latest model. We don't need to launch a car through it. We just want to be involved in that cultural moment. And that's how we kind of play the dual roles within appealing to the younger audience and also the current buyer.

Host: Yeah. So showing off on like different channels. And Doug, I wonder for you, like you mentioned your book earlier and that's sort of about moving brands out, uh, of the friend zone, like building this affinity and love.

Narrator: Yeah.

Host: I wonder how you think about like channels and the media that you're doing that through. Like where does that factor in? Like how do you think about your media plan when you're thinking about building brand love?

Doug Zarkin: So it is really frustrating that when you talk about building a comprehensive media plan, we're still using 1990 thinking upper funnel, middle funnel, lower funnel. There is no such thing as a funnel. It's really a subway map if you think about it. And that puts the pressure on us to be authentic in every single channel. You know, if you're looking at Your business and your business is not performing, you're going to look at your roas and you're going to say well paid search is delivering the highest rows for money. In paid search, the bottom line is paid search isn't where you win the business, it's where you lose it. When your name shows up page one in Google, it is gotta mean something. And that meaning happens in all of the other channels. But if you are treating every channel as well it's a step towards versus potentially the end of the destination, you're gonna sell yourself short. Why should historically upper funnel be thought of as just brand consideration? Why shouldn't it be choice? Okay, why? If the effectiveness of marketing is about motivating that consumer as I talked about, to do what we need them to do, when we need them to do, we hold ourselves, our agencies and our brand to be accountable to make every message matter. If it is about spraying and praying, if it is about beating the shit out of the frequency of your consumer so eventually they are subservient and say fine, stop sending me messages, I'm going to go. Then you win the battle, but lose the war. And I think as we think about something like a take five oil change bringing the humanity back to. It goes back to this notion of something I talk about in the book available on Amazon and Kindle and Paperback about this notion of thinking human. So we all have friends. Imagine if every friend in your phone treated you as if you were their best friend for a second. They dropped everything. You need something to do, you need money, you need help. They would drop everything. What an amazing world it would live in. Thinking human takes that to the business side. Imagine if every business, every website, every retail destination treated you as if you were the only customer coming in that day.

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Doug Zarkin: Imagine how powerful an experience you can develop. And that's really what makes Take Five special, is the ability to think of every car that comes into the bay, every shop, as if that's the only car that's coming in. How do we put that consumer at the center of the model? And going back to your point, how do we build a media plan that is reflective? The worst thing to happen to marketing in the last 20 years is email.

Host: Yeah.

Doug Zarkin: Because we abuse it.

Scott Baker: Okay.

Doug Zarkin: We don't have the right to talk to consumers 100 times a year, especially when they're only in market six weeks a year. The week that the oil light comes on, that they say, I know, I got to do it. The second week when they put it off, and then finally the third week. Why do we think we can be bold enough to talk to them a hundred times a year? Shouldn't.

Host: Yeah.

Doug Zarkin: So it's about understanding our place in the ecosystem of the consumer and respecting it and making every single message and moment count so that we can see the results not only in our bottom line, but most importantly, in consumer sentiment.

Host: Yeah, it's sometimes about, like, doing less, but doing it better as well.

Doug Zarkin: Do, um, less, but do it better. Do less, but do it smarter. But when you do it, really be thoughtful, really be purposeful. Measure it so that it's meaningful, not just measure it because you can.

Host: Yeah. And, Matt, you're tapping into the service economy. You're redefining mobility. What are some of the challenges of, like, building brand love? When a consumer interaction with the platform or with the brand maybe only lasts, like, you know, a couple of days or a couple of hours, what are some of the challenges versus someone getting into the same car every day, engaging with the brand every day?

Matt Kerbal: Yeah, it's a good question. I mean, I think that we all have, I think, really great relationships with hotels or airlines or, like, we think about them in an emotional way when you're renting a car, and especially when you're renting a car for an extended period of time. But when you're renting a car in general, it's usually associated with something. More often than not is travel. More often than not is leisure travel. Sometimes it's business travel, but increasingly for us, we're seeing a bunch of different use cases. Whether it's extended test drives, which we talked about, whether it's, you know, road trips, whether it's special occasions. For a friend's wedding or for a babymoon or something like that. And so for us, it's extremely important to make sure that that doesn't feel like a throwaway part of the experience. And it's delightful and not dreadful. Right. And I think the last thing we want to do when we land at an airport is go to the DMV of the airport, you know, particularly when we have kids. And so I think there's that aspect which we take extremely seriously and so to speak to, like, the love of cars and the opportunity to actually choose the car that you want versus choose midsize and let them give you the Malibu that they upgrade you to the C.R. v. Like, uh, you know, but I think in general, like, to be able to just be a company, be a brand that's modern and transparent and shows you care. I mean, not that you care. Shows care for you. Yeah. Is one part of it the other part of it? Because this is such an important moment. The other part of it is the communal aspect, the peer to peer aspect of companies like Turo, like Airbnb, you know, like Uber. Right. Where these, you know, or Lyft, where I worked for a few years, like, these are real people, Right. Who are the faces of the business who are delivering these and you are putting money in their pocket. And there is something really special about the hospitality and serendipity that comes from some of these moments where they leave you a note or they offer you a recommendation or they give you. Like, we've had so many stories where people are like, oh, yeah, you know, they're interacting in the app. You know, what are you traveling here for? And it's like, oh, it's a baby moon. And they'll leave like a bib or a bottle or something in the passer seat. Like, that's not something that our competitors have done. I've said many times, like, if anybody from Enterprise or Hertz or Avis or Budget or national will just like, give me a mint when I'm done. Just to, like, slightly differentiate themselves. I really deeply appreciate that.

Host: Yeah.

Matt Kerbal: So for us, it really is about feeling like you're part of a community. And you think about any brand that we love, there is maybe an individual purpose, but you feel like you're part of a group of people that identify with something.

Host: Yeah.

Matt Kerbal: And there was never extremely strong loyalty for traditional car rental outside of corporate loyalty programs, which. Fine. But at the end of the day, there's so much more of an opportunity for us to create a better Way, I think a good proxy for us, maturity wise, is seeing what China's doing. You know, like people begrudgingly bank with these massive institutions that they feel don't have their best interests at heart, that are huge and have been around for, you know, 100 years. But more people opened up checking accounts in the last year with Chime, than Wells, than bank of America, than Citi, than Chase. And so this is happening. And I think it's because people want to see brands that have their best interests at heart like that. Damn it puts them in the driver's seat.

Host: Come on, come on. I'm loving all the bargains here.

Matt Kerbal: All right, all right. I'm going to, I'm going to stop now. Thank you.

Host: I think one thing that's uniting all of you, even though you're coming from different perspectives and different, like, areas of the market, is this idea that it all has to still be human and drive that human connection. And I've got a question for you guys. It's a bit of like a future gazing question, but we all came back to brand week in 2030. What would define like a successful auto or mobility or oil brand dog key store?

Doug Zarkin: I think to me it would be the focus of the conference being on customer experience, not customer service. A customer experience.

Host: Yeah. And we are seeing that a little bit with like more CMOs taking on that customer experience and CX hat.

Doug Zarkin: I think we can't motivate somebody to do what we need them to do if we don't understand not only what they need, but what they want.

Host: Yeah.

Doug Zarkin: And so I'd love to see in the future a focus more on how are we curating the best customer experience. Not necessarily the cheapest, not necessarily the most efficient, but kind of going back to the thinking human premise, how could we develop a customer experience where we're not screaming into the phone, representative, representative, representative, but literally creating something, curating something where every customer feels as if they're the only customer.

Host: Yeah. And feels values. Matt.

Matt Kerbal: Yeah. We all know the answer to the question. Like, I totally agree. And the fact of the matter is, is there are certain things that are fundamental that shiny objects should not preclude us from paying attention to. Right. Like people's need for connection, people's need to feel cared for, people's need for variety. But then on the other hand also stability. Like things that we can offer each other, things that brands can offer people. And so I think that I've gone 27 minutes without mentioning AI. I think like knowing that that is coming is fine. But I think that we should ignore the fundamentals at our own peril. And I think that if we all build brands that either connect more and care more for people and or are doing so and breaking through an industry and completely upending, like we believe that we can be Netflix vers, Blockbuster, right. Or you know, Uber and Lyft versus Taxis, then I think that talking about that level of connectivity and control and care that we offer to people should be a timeless thing that we can talk about in 40 years from now or in five years from now. And I think a brand like Porsche, not to answer for you talking to set, but like you're doing a great job. No, but I, but I think like you've been doing this for so long, it's just how do you modernize that and continue to show that, create that emotional connection that people love their Porsches, like, yeah, obsessively love their Porsches and Porsche car clubs and all those things. And I'm sure that that's not something that you're like, oh, AI. Like, let's just go away from that and like let the robots tell us how we should feel.

Scott Baker: Yeah, it's really dynamic. Like in the segment that we play in, it's like Shohei Ohtani, like you have to be good at everything. You have to deliver surprise and delight. The product's gotta be great, you gotta deliver great customer service.

Matt Kerbal: Like everything table stakes now.

Scott Baker: Everything has to be dialed. But if you ask about like 2030, you combat what does success looks like? You know, when they think of Porsche, does a clear description of hopefully something exciting, aspirational, achievement of a dream pop into their head? That's success like that from a marketing standpoint, the things that we most control, that dictates success.

Host: Well, you have to get 25 years in Porsche because we'll see you at Brand Week 2030. But thank you very much guys. This has been an amazing discussion. So interesting and thank you for listening. Thanks for listening.

Narrator: That was a conversation recorded live at Brand Week. You can find more coverage, analysis and interviews from across the marketing and media world@adweek.com thanks for listening to Ad Speak. If you like the show, be sure to follow or subscribe wherever you get your podcasts.

Narrator: Are, uh, your ad campaigns lighting up the dashboard, but not the pipeline that's bullspend and marketers are calling it out in dashboard confessions.

Narrator: My boss asked for results, so I opened my dashboard for the only positive sounding metric I had.

Narrator: Um, impressions cut the bull spend, See revenue, not just reach LinkedIn delivers the highest return on ad spend of major ad networks. Advertise online spend $250 on your first campaign and get a $250 credit. Go to LinkedIn.com campaign terms and conditions apply.

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