From Counterculture to Commerce: How 4/20 Was Monetized

If you don’t believe that US companies can monetize anything, take pot smokers’ unofficial holiday of 4/20.

Marijuana’s high holiday reportedly began in the 1970’s with some high school buddies from San Rafael High School in CA’s Marin County. “The Waldos”- as they called themselves- would meet after classes at 4:20pm by the school statue of chemist Louis Pasteur and smoke. A brother of one of the Waldos was a friend of Grateful Dead bassist Phil Lesh. The ‘420’ slang supposedly spread via the Waldos’ Deadhead connections- and the rest became stoner history.

Fast forward to the present. 4/20 has certainly become monetized. Dispensaries run sales and 4/20 deals, with limited edition strains and offers. There are festivals like SF Space Walk and Bay Blaze Fest. Colorado’s 4/20 concert at Red Rocks showcased legends Ice Cube, Big Boi and Snoop Dogg and others.  Major cities like San Francisco, Los Angeles, Austin, Dallas, and New York host art shows, live music, local vendors, and food trucks. 

Of course the resulting munchies that smokers reportedly exhibit are met by nation-wide restaurant deals and fast food offers too. BJ’s Restaurant & Brewhouse offers $4.20 Pizookies for night owls, starting at 9pm. Dog Haus gives members a free Cheeseburger Slider if they spend $4.20 or more. Chipotle, Red Robin, Taco Bell, Wingstop and others have their own specialized promotions as well.

4/20’s evolution raises a bigger question: Is it good or bad that capitalism so quickly recognizes any demand, then packages and sells it? On the positive side, it drives innovation and creates economic opportunities. On the downside, the system suggests that everything can be monetized, leaving no ideals, ideas, or culture untouched. 

Capitalism proclaims that profit is power- the ability to turn your dreams into something profitable. Yet it is ironic that the anti-establishment ethos behind 4/20 has itself been repackaged and sold, with rebellion becoming marketable. Whether that is contradiction or progress, the 4/20 counterculture moment has now found its niche in the marketplace.  

Photo by Sergei Starostin

First Europe. Then What’s Next?

Europe May Be Closer to Fuel Disruption Than Many Realize. According to the International Energy Agency, Europe has as little as 6 weeks of jet fuel left if supplies remain restricted.  

The IEA- responsible for energy policy, security, and sustainability for its 32 member countries of North America, Europe, and Asia Pacific- has sounded alarms about fuel shortages before. During 2022-2023, major disruptions to oil and gas supplies were triggered by the Russian invasion of Ukraine. Back then, the IEA orchestrated the release of 182 million barrels of oil to offset the disruptions. However this latest 2026 fuel crisis is unprecedented. According to the head of  IEA, Executive Director Fatih Birol, this current situation is “the largest energy crisis we have ever faced.” 

“I can now announce that IEA countries have unanimously decided to launch the largest-ever release of emergency oil stocks in our agency’s history,” he continued on Wednesday, April 15. The historic release of a record 400 million barrels of oil is intended to counteract Iran’s blockage of the Strait of Hormuz by calming the immediate effects of market disruptions and price shocks. 

But this record release of oil by IEA countries will just buy time, not solve the underlying supply issue. If the 6 week period is passed with no resolution, impacts will continue to unfold incrementally across the world.

Impacts of limited fuels typically show up first in aviation. Flight cuts, reduced routes and higher fares have begun (e.g. Norse Atlantic is dropping their LAX to Europe flights for the summer). Low cost carriers with thinner margins are particularly vulnerable to fuel cost fluctuations (e.g. airlines like Spirit Airlines face mounting financial pressure). Many airlines are cutting back on flights, and increasing their baggage fees and fares to offset costs.

Fuel is the core cost to move goods. Transportation and shipping costs will certainly rise across numerous industries, so retailers will pass along the increased costs for groceries, clothing and consumer goods to consumers. E-commerce that is dependent on quick delivery slows down- and costs more. Eventually delays in raw materials for manufacturing spawn shortages- slowing production of items such as cars, appliances, or electronics. Construction and cost overruns are likely. 

Globally, countries have already begun to encourage voluntary energy conservation measures. Sri Lanka has introduced fuel rationing and a four-day work week. The Philippines have mandated its government employees to observe a four-day work week, with office thermostats to be set no lower than 75 degrees. Two Australian States are offering free public transportation. The Vietnamese government is urging employers to allow staff to work from home. News anchors in Thailand removed their jackets on-air to showcase the government’s push to use less air conditioning. To cut spending, Pakistan closed schools for 2 weeks, paused salaries for cabinet ministers, and ordered 30,000 fans to watch a popular cricket tournament from home rather than go to local stadiums.

Mandatory government-imposed limits on fuel would be the next escalation (e.g. fixed rations for fuel, priority use for essential workers, car-free days in cities, limits on non-essential travel or delivery services). Early responses also show countries seeking to secure alternative fuel supplies, and implementing fuel subsidies, and financial aid for businesses and consumers.

In the end, Europe may be the first to feel the strain of energy shortages, but in an interconnected world, the impacts won’t remain regional. Economies across the world will feel the effects. How far, and how quickly, remains to be seen. 

(This is a repost from my LinkedIn posted on 4-17-26 https://www.linkedin.com/pulse/first-europe-whats-next-cathy-shannon-o4ecc/

Consumers Don’t Trust AI- So Why Are They Letting It Shop For Them?

Many people will tell you they trust people more than AI. In fact, a third of consumers polled said they are less likely to choose a brand if they know their online ads were AI-generated. They prefer AI in behind-the-scenes uses such as fraud detection, speedier processing, tailored emails or improved results. 

But watching consumers in action reveals a different story

Consumers are increasingly embracing AI when it serves a clear purpose that they themselves orchestrate:

To save time researching and buying

To achieve a budget-specific purchase

To plan or organize specific outcomes 

This customer paradox is showcased in the rise of Agentic Commerce- and it is reshaping the next phase of online shopping. With agentic shopping, consumers are now authorizing AI to do their shopping for them- allowing an intelligent AI agent to anticipate, personalize, and completely automate the process for them. Agentic shopping is projected to account for more than a quarter of e-commerce spending within the next few years.  

Here’s some examples of top platforms that are leading the way with agentic commerce:

Amazon has a “Help Me Decide” feature, using a conversational interactive AI shopping assistant named Rufus. Amazon’s “Buy for Me” feature is their complex still-emerging agentic commerce feature that will go beyond giving suggestions, to handle purchases, returns or refunds, and the research, purchase and delivery of gifts. 

Walmart has its own chatbot “Sparky” inside their Walmart app, for customer shopping that compares products, reviews, organizes lists for party planning or meal prep, or reorders. Their early attempt at full agentic commerce- Chat GPT + “Instant Checkout”- was constrained by the awkward limitation to purchase items individually. Walmart continues to actively work on their broader agentic AI strategy.

Alibaba offers agent-led decision assistance for their Chinese and Southeast Asian customers. Consumer orders can be as complex as plans for a weekend trip to a specified destination- with travel, hotel and restaurants booked and paid by the AI assistant. Alibaba’s Qwen App doesn’t just respond, Alibaba’s VP Wu Jia describes it as “AI that acts.”

To summarize, consumers don’t fully trust AI- but they trust what it does for them. The brands that correctly balance customer control and convenience will be the ones that earn both trust and transactions.  

https://www.linkedin.com/pulse/consumers-say-dont-trust-ai-so-why-letting-shop-them-cathy-shannon-ppbjc/?trackingId=TQ0w9N%2B9Qo%2B5AfJKDMcEUw%3D%3D

Photo by N. Voitkevich

“Be Kind- Rewind”

If you remember this phrase from the era of VHS movies- you were definitely a Blockbuster Video customer. During its heyday in the 90’s and early 2000’s, this retailer operated over 9,000 stores, and had about 60 million registered customers worldwide.

Blockbuster customers did not passively and instantly stream their viewing like today. Members signed up in-store, returned regularly, and browsed their local store for film choices. It was often part of a Friday-night ritual- trying to decide on the movie (and snacks), and sharing the “event” with friends or family. Late fees, empty shelves, and yes- rewinding the tapes as a courtesy to the next viewer were all part of the shared experience too. 

Nostalgic memories of getting VHS and DVD movies from Blockbuster are really about a slower, more social way to enjoy entertainment. Today’s digital entertainment experiences are faster, more convenient, with vast choices. But what customers have gained in ease, they’ve lost in shared experience, human interaction, and emotions or anticipation. 

Marketers today don’t have to recreate Blockbuster Video or bring back VHS tapes.  But brands are rediscovering what Blockbuster once understood, that customer experience is as important as convenience and transaction. Starbucks’ CEO Brian Niccol is currently working to bring this back (https://about.starbucks.com/stories/2025/how-back-to-starbucks-is-reshaping-every-aspect-of-the-coffeehouse-experience/ ), restoring a sense of connection and atmosphere. His revitalization is even reaching his employees with new performance tactics such as popular weekly pay cycles for them (https://www.inc.com/amaya-nichole/starbucks-weekly-pay-life-changing-update/91326372).   

If customer experience didn’t matter, there wouldn’t still be a remaining Blockbuster in Bend, OR (https://bendblockbuster.com/). Since 2019, this last remaining Blockbuster store is a tourist destination and nostalgia experience. It draws customers from around the world- not just because of what it rents, but because of how it feels. People do not suddenly overwhelmingly prefer DVD’s to streaming, although they still do rent movies there. But people are loyal to the feeling of stepping back in time, to the human interaction, and the emotional connection.  

Marketers may call it brand experience (BX), emotional branding, relationship marketing, or experiential marketing– but it’s a shared human experience that fosters customer loyalty. Customer convenience wins clicks, but human moments bring a brand to life. 

https://www.linkedin.com/feed/update/urn:li:share:7447359409103671296

Posted on my LinkedIn 4-7-26

Photo by Harrison Haines