 I hope I'm audible. Looks like I am. I have the India staff for being here before lunch, when everything is just about feeling the growling in the stomach and about to head for a quick lunch. But the morning sessions were extremely exhilarating. I was part of them. I mean, the impassioned speech of Rajdeep. And then the knowledge for the journey of Aditya, I think both were very, very inspiring. And sitting there, I was one of those few, it was very hard to see all the conversations happening on this one. From my perspective, there's not much that I can really add value to. There's nothing that you guys probably already don't know. And since I'm not a practitioner, necessarily, from the PRC, there are those many limitations that I might have in whatever I'm going to talk about. So please do keep all those in mind when I'm here talking about a function, which is seen all around us, especially as a person who looks after a large news organization. And PR and news goes literally hand in hand in many ways, more ways than one. So just keep that in mind as we talk about this. And as I read somewhere, that we talked about some of my earlier colleagues talked about the content traveling. And what does it mean now that how do we make content travel? And there was a conversation about making things, the headlines are clickbait. And the effective usage of the headlines are clickbait to get more and more people to choose to see your content. So I thought maybe I should do one of those and try and put that as one of the topics for this conversation. So the topic actually came down to PR 2.0, the road ahead 2020. It was aimed to be a clickbait material for people to pick up and figure out maybe their own mediums or wisdom which might be in there. But that's for all of you to judge. It's not going to be too much, it's a long session. I'm just going to walk you some of the things that from an outside perspective, when I see the business of PR, and this is primarily later the business of PR, not the editorial side of it which Raji is the perfect master at, but it's more the business side of PR and what can we do to make sure that the entire function literally redesigns itself and comes to the fore of the marketing communication which even the panel before referred to me as sometimes now which is completely homogeneous in nature. Very difficult to separate marketing from PR. And this is an attempt at that. So see it in that prism and let me walk you through what this is. So in the decades that we have seen in the group of India at one point of time it was just enough for a client to have a marketing project. Because the role was that here's the RX product, it needs to be sold X many times and hence there was a marketing manager and a brand manager whose job was to work with sales and make sure the KRA's were in terms of how much category, how much product sales happened for this particular product. This was an era when there weren't too many competitors around you and there was enough virgin territory in the market for you to go and conquer. And the KRA's were fairly simple. You need 10% of the product share or the volume share or the market share of the particular category. You get it down to 15, 20 and hence in some ways the marketing objectives or the sales objectives kind of merged together in some sense. Cut to a scenario where now in every product category you have at least 20 to 30 competitors. You also have the advent of social media. You have the advent of digital platforms where the lines are blurring between what marketing does and what TR does and all of those kinds of things. Seen from a CEO's wisdom, there are a lot more communication challenges than just brand marketing challenges. It is not just about how many products do you sell. A CEO today is also talking to prospective employees. He's also talking to hip board directors. He's also talking to the financiers who have lent him the money. He's also talking to all the ancillary industries that feed in his particular industry. He's also talking to the regulators who inform and influence his industry. So the role and the definition of what marketing used to be to just about sell more product has radically altered into constituting all of these things. Somewhere it was under the preview of HR that noted the job of the HR to talk to prospective employees or to current employees. Somewhere it was left to, for example, the investor self to deal with the investor's queries and things like that. Somewhere it was left to the personal skills of the CEO or the promoter in that sense to interface with media houses to make sure that there is a positive persona created about them. So it was all in different, different, different functions and different, different individuals talking about these things. I think today we all realize that all of them finally boil down together that it is no longer sufficient just to have something which is known as brand marketing but it is effectively the overall corporate marketing which is today the center of all the challenges. So when there is a challenge on magazine it's not just a challenge on magazine it's also a challenge on Nestle. It's a challenge on the entire organization. It is a challenge on every statement that the CEO makes for everything that the prospective employees might make. So the spectrum is cast far wide and this is something that PR has always been doing doing a lot of those things but I think it needs to come out more into the mix and what do I mean by more in the mix? Given that PR is a communication specialist today the role is not as probably widely taken in as the marketer's role is. The marketer still controls the largest lion's share of the budget. It's the lion's share of all the communication that happens there whereas sometimes including when I look at our own organization the PR communication is as a result of the CEO telling what needs to be done and essentially dealing with the external world and very little with anything else which means that today the person who closes perhaps to the corporate communication side is the PR, the comp head rather than just the marketing head because the marketing head is dealing with the market scenario. What this guy is dealing with is actually the corporate scenario which in many ways is more vital at times than just the brand metrics that will be used to. So that's what I'm talking about that in 2020 and beyond is there a significant shift that can happen from the PR champions to take more and more center stage role in the communication piece altogether. What does that mean? There are new frontiers that have emerged. There was the original erstwhile PR which all of you guys are champions of. There are new frontiers of digital there's a new frontiers of social who's going to control those frontiers? Who has the ability to understand the nuance of everything that the corporate stands for and hence reply back to the conversation that happened in the market place. We've seen instances when internet shutdowns happen we've seen instances like what this guy referred to where the CEO himself is intervening on social media and giving a message out. Now whom can you entrust with that responsibility? Is it a marketer's job? Is it a corporate communication person's job? Or is it a collective job of the entire organization to make sure that all these effective constituents are effectively dealt with? Recognizing these frontiers is the first step towards reorganizing your ecosystem to make sure that your corporate communication team also become a center stage in your entire marketing portfolio because they know probably far more about the organization than what the marketing person might know because he's a product specific role and he has an organizational specific role that a cop come guy manages. So it's effectively knowing that and knowing that the new frontiers may have new controllers or new custodians within the ecosystem and that needs to be appreciated. So if you were to look at it there was the core role of PR is effectively disseminate information, generate awareness. Now this has always been there the role. You know also edit rate the place in the brand on platforms that are credible so that the rub off to the brand does happen and it seems like yes your brand has really has a fraction in these particular outlets and hence it seems to do there. Marketing a job is to join the audience. The corporate communication job is to hold the audience build on them and manage your reputation in your daily interactions with those brands. Where marketing ends in some sense is where corporate communication starts. You have already got a fan call and you've already on a lot of people who are following you. How do you deal with them through the cycle when they are already engaged with you as opposed to first just drawing them in. So this is distinction in some sense between the role definitions that need to evolve as a mechanism and automatically get a line shift as a budget or a budget needs to be divided in that sense so that there is more traction behind all these communication challenges. Which then leads to the rise of content marketing. Now what is content marketing all about? What we've been used to think is very frequently commercial. What we've been used to think is static outdoors and static print communication. All with a view to getting people to buy more cars and all of those kinds of things. Now what it does now needs to happen which currently happens in the form of some articles that might be pushed through from the PR ecosystem or might happen somewhere else is content. And now for content to take center stage and build a narrative about it there is a bland way of doing content which is making it press release, shooting it out and hoping that somebody picks it up, throw 10 things in the sky and go one thing six and then put out a deck around that this is the cumulative PR value that I bought for the table and that's good enough for some sense. But I think there's a larger opportunity here because the understanding of content is far more sharper in the PR comes to you than only the marketing in many ways and ones because in brand marketing there's a certain carrier that you have which needs to sell more product. Now by showcasing many, many things in content marketing it's a slow burn process. It's not going to immediately go into the people that are going to the showroom and time 20 cars just because you did something about it. Content marketing is little more long term, is little more involved with the editorial product of what you're trying to communicate. It is also involving all the communication sects that you want to cover. Right from talking to your prospective employees to talking to your shareholders to talking to your board of directors to talking to your regulatory authority who manages from the government of India. All of these are something that the communication talks and all of these are something that can be together woven in into a content marketing plan. And guess what today? The creative agencies are focused on the 32nd ad. The media agencies are specialized in buying those 32nd ads. This is the white space available for content marketing and it is waiting for the content specialist to come to the front and take center stage in this new era of content marketing. And that I think is the journey that PR 2.4 can definitely have. Obviously, it will have to happen in conjunction with the marketing team with a certain amount of marketing investments behind it. But I think there's a lot of things there that one can pick up and make sure that it becomes a part of the marketing arsenal than just being relegated to relationships and then driving some articles here and there. Small examples of some of the things that have happened. You've seen, you know, things, the rights to green campaign, the water scarcity campaign. That's what's immunized India. As a small example, I will not dwell much on it because I don't necessarily am inclined to use this platform for the use of networking. But some of the examples that's what we did in water scarcity is Mission Pane. Mission Pane is a record, it's a hardback. Now, it's not, it's definitely perhaps not going to sell more of our things. But it's aimed at a thought leadership stance within the entire record, within the entire ecosystem and it is very, very closely editorially delivered by the entire length and breadth of networking which houses 20 channels which is out of 70 crore individuals every year and in 15 different languages. Which also is another challenge for PR, which is that if in case you've only been using Indian English, the audience is far wider than that. The nuances of a translated press and needs can go dramatically off if you do not look at in the content of every single language that your consumers are available in. Which makes your choice of platform and your choice of the storytelling techniques that much more important in the years to come. And that's what I think the role needs to be which is effectively that of storytellers. It's not just a hard push, it's a storytelling. How do you make yourself engage it? It's not about clickbait. You have a story, Nestle had a story. How do you engage with that? How do you build upon that? That what role does a Maggie play in the entire source of what India is all about? The grassroots entrepreneurship that you see in India is people operating those Maggie stalls outside of, you know, pill stations or in tourist destinations with nothing investment than just a star in the middle of the night. Now that's the story that people don't know about what that brand is about. Now have these stories come into the fore? The answer is these stories don't necessarily come to the fore. The kind of conversations that have happened over what was symbolically known as Shai Tej Chastra could effectively become Maggie Tej Chastra. Has it been done like that? Because it is a melting pot for people from different communities coming together in those places, having conversations. Now those are brands at point. Now those are also corporate communications at point. It only depends on how you look at that person, how you lift that, convert it to a story in a format, work very closely with the editorial teams of the platforms that you choose to work with in the language that you choose to work with and make sure that finds itself in its way in the content mix in an editorial environment, whether it is television news, whether it is print, whether it is digital, whether it is social, the same narrative. And do not expect quick returns perhaps in one month. It takes time. Storytelling doesn't just happen overnight and you cannot expect magic to happen overnight. That's the part about storytelling. It's beyond product launches. It's beyond press conference. It's beyond media releases and events. It's what the organization stands for. It's a multi-year commitment. It is in some sense, where I say, a lifelong commitment towards building the values of the organization and making sure that you use effective storytelling tools in an editorial environment over a period of time to keep blending in the message very, very subtly that this is what we stand for. And over a period of time, you will get that for the show. There is no way that you will not get that for the show. And once you get that context, and this is all whatever I'm talking about is actually context marketing and content marketing. Context marketing is vitally important because at a time of a crisis, when there's a crisis that happens and all the PR comes rough together to solve those things, with these kinds of backdrops, it becomes far easier to manage because you'll be known to be more about the context and not purely about certain examples that may have gone off, it might have got the attention and suddenly spun out of control. So that is the journey that I'm all talking about. Now, all of this will not happen in isolation. It needs to happen in actual consultation with the client and keep pushing the bounds and keep pushing the envelope and trying to become more and more center stage and getting more and more relevant in the marketing mix as an industry. And I think it's high time that that happens, right? What does it entail? It also does entail that you think like a consumer, that I'm a consumer. What was such my, really my goal? There are some commercials that go far viral than some other commercials. It's just because of the emotive content material that touches your heart somewhere because you think that the consumer, oh yeah, this commercial was made because there's a grandmom in that commercial which resonates with my grandma. She's bringing a tip into my hospital. She's working in XYG. Those are heartwarming moments or in some instances, you've seen British Airways done that, you know, getting the kid to the home to eat that food, right? Those are very emotive moments. Now that is thinking like a consumer and there is no reason why a car from communication professional does not think or shouldn't think more like a consumer and then understand as a consumer what story would I like to listen? And hence, if I am a storyteller, if I'm gonna give stories to the consumer, then how do I become a content creator? Now, I may not be the best at content creation but can I then work with partners who can help create those stories and say it in a better format than what I might be able to do? And that's a very big opportunity which basically then is part of the main marketing story of the brand which includes hyper-local content in every language so that you feel that it's not something which is happening far away, it's happening to me in my community and if it happens in my language and it happens in my district or my town or my village, then you identify more with it. So when you are thinking content creation think through all of those touch points. First thing about the last touch point and then think about the corporate headquarters. If you do like this, then you would have made a state change in your communication strategy and then your choice of the vehicle that you choose will effectively start from hyper-local, going to local, going to national and then going to international. And in many cases I have actually seen it actually go the river from international to national, to local and perhaps if there is some resident last denominator left then it goes to hyper-local your brands are actually getting consumed in the river fashion and that's what communication says we need to realize that it's actually the river pyramid which works here than the normal pyramid. And that's the journey that I thought in a quick format because I know that I'm coming in between lunch. This is really my two cents to the entire function of PR is to take up these challenges because nobody understands these challenges better than you. Nobody has seen these heated moments of crisis or the kind of communication that happens in corporate headquarters. You are more privy to it than anybody else. What you choose to do with that is all up to this entire function. If you were to look it up in a progressive fashion and make sure that you hold center stage, I don't see a day that far off when this becomes a very vital and major part of the marketing budget actually being devoted towards creating of these marketing storytelling platforms which even there I say changes the remunerative model of the industry that you worked in thus far. From a retainer, it's something which is far more than retainership because it is creating of content and it is working with different content creating partners and definitely with much more media investments behind it. And that falls from my perspective because just I thought that you know the pertinent time to be looking forward and what I could contribute to this. Thank you so much for your patience.