 So, ladies and gentlemen, module 141, entrepreneurial strategies, hit them where they aren't. That's mean, to find the gap, hit where they can't, they aren't, they aren't available. So to finding the gap, two completely different entrepreneurial strategies were summed up by another battle-winning confederate general in America's civil war who said, hit them where they aren't. Example is very important. For this, I will take you to Ghazwa-e-Oud. There is a place, if the Islam has said that there are fifty-three different places. Until I give them a sign, they are not available. And when Maleghanimat is being gathered, and you win the war, until I give them a sign, you won't change your movement or placement from there. But this didn't happen. As it happened, and people started coming, Maleghanimat started gathering, and thought that the war has been won. But suddenly, another blowback happened. Khalid bin Walid, who was fighting against the infidels in that era, who later became a conversion, changed, he also martyred in that war against the last Islam. But it is different that the Prophet said that he martyred in the war against the infidels. And one day he will give me a lot of battles to win. So, you have to find the gap, and hit them where they aren't. That's called Blue Ocean strategy. From where they can't come, capture that market. So, they might be called creative in imitation, and entrepreneurial judo respectively. Creative imitation, it describes the strategy that is imitation in its substance. What the entrepreneur does is somebody else has already done. But it is creative because the entrepreneur applying the strategy of creative imitation. Understand what the innovation represents, better than the people who made it, and who innovated. The creative imitator does not invent a product or service. He perfect and position in it. An all-told creative imitation starts out with the market rather with the product. And with customers rather with the product producer. It is both market focused and market driven. Well, what judo entrepreneurial says. The judo is the Japanese judo master to look for the strength that is opponent pride and joy. So, he is young and does so with higher probability that opponent bases strategy, the strength in every fight. And then the judo master figures out where his continuing reliance on the particular strength levels the opponent, vulnerable and undefendable. Then he turns his opponent strength into the opponent, fatal weakness that defeats the opponent. Entrepreneurial judo is always market focused and market driven. The two main factor here is the market focused and market driven. So, market driven must be the hyper market focus. So, hyper focus is the market focus. For example, the Japanese become the leader in one American market. I have given the example of the automobile. As I given the Korean market all over in the Americans market. So, the Japanese Koreans, they capture the whole market in a very different way. The first in copier, then in the machine tools, then in the consumer electronics, then in the automobile, and then in fax machine, the strategy was always the same. What was that? The judo entrepreneurial approach, the market driven approach. America would never been the biggest manufacturer. Who was the biggest manufacturer? Those who are getting the names. Thank you very much.