Video Transcript

00:09 Robbie Vitrano: One of the requirements in business is clarity and a little bit of those who can't preach. But you need to be very clear about what it is you are trying to accomplish and who it matters to. I mean you really have to prove viability at the early stages. So, some people are blessed with endless supplies of money, but most aren't. And businesses need to have a validity in the marketplace and you need to decide, how that validity is established. So, in today's modern marketplace it's pretty clear. Right? It's not just profitability which sustain businesses, are their behavior. I mean there's more and more studies coming out. Guys like Jim Collins talk about it, Jim Stengel's new book, they are very specifically focused on that notion. That those companies that have developed an authentic corporate-social responsibility practices are actually achieving better performance in the marketplace. And I think that's a factor of one, that the people are buying companies than are in line with their values, especially now more than ever. That doesn't preclude that it needs to perform at a basic level, it needs to meet certain expectations in terms of price, or taste, or whatever the case may be, those things don't go away.

01:23 Vitrano: But in a world where essentially, I'm pretty well provided for, my needs are cut up, my boxes are checked when it comes to that need. And it's probably three or four providers, how you behave actually makes a difference. But I think the other side of that equation, which I think sometimes people miss about behavior is that those companies that are taking those little things, you know, the personal social things seriously, and developing practice around that are probably at that same level of precision in other areas of their business. So, if your corporate social responsibility is developed as a level of precision, if you understand what you're impacts are, you're probably just as focused on things like, you know, employee development and training, you know, securing cost of goods well, treating your [02:04] ____ network correctly, understanding your market entry, how that is iterated and prioritized. So, all those things I think matter as well. So, they go hand in glove, but they need to be developed in the beginning.

02:16 Vitrano: So we needed a product and not that product, but actually that product is informative, because to your body when you eat a typical pizza, that's essentially how your body views that pizza. The highly processed refined carbohydrates in too much of our food essentially is the thing that is contributing to this epidemic of obesity and chronic disease in our culture. So what's interesting about how we eat is that about 30 or 40 years ago, American Heart Association ushered in the anti-fat campaign. So perhaps we should watch what we eat in fat, but I'm sure in this room probably 30 to 40% of you took a omega-3 tablet this morning or would in your normal, in your medicine cabinet.

03:04 Vitrano: So what you recognize now is that, actually now we eat fats, we talk about good fats. And now we understand that it's not fat that makes us fat, it's these processed carbohydrates, that essentially a door was opened about 40 years ago that allowed for marketers to scream non-fat which essentially equated to loaded with sugar or highly processed carbohydrates. So, we've sort of been duped into a diet and if you look at the time that the American Heart Association got behind telling us that fat is the villain, you'll also notice that's about the time that the obesity epidemic took off. So we needed a product not like this, but more like this. One that was made...