 This is going to be presented by Mr. Ravindar Thakkar, Managing Director and CEO of Vodafone Idea. He is the Managing Director and Chief Executive Officer of Vodafone Idea Ltd, India's leading telecom service provider, effective 19th August, 2019. Ravindar's professional experience of 25 plus years spans across cultures and geographies, building a strong track record in the field of business strategy, business planning and development in the ICT sector. Associated with Vodafone Group since 1994, he has worked in leadership positions with several operating companies of Vodafone in multiple markets across the world. So ladies and gentlemen, it's a pleasure for me to invite him on the screen and I would like all of you to join me with virtual applause. A very warm welcome to you, sir. Thank you so much for being here. Looking forward to your session. Very good. Well, thank you very much. I hope you can see and hear me fine. We always have to make sure in these virtual sessions that the connections are good. It's a great pleasure to be here and frankly, the topic that we are talking about today, which is connecting the next 500 million, is an immensely important topic. I'm sure it's important to all the marketeers and all the companies who are attending this session because it obviously is a big number and provides a great opportunity to all the connected people to understand. But it's also an important opportunity for our business, the telecom business, which is to say, well, how will we get there? How will we make sure that we are enabling these connectivity? And as we know that the future is all in digital, it's all in the connected world. I think this becomes even a more important topic. So without much ado, let me get started. I think I have a presentation. I don't know if that can be put up or not, but hopefully. Here we go. So next slide, please. So as I was talking about, I think there's an enormous potential of connecting the next 500 million customers into the digital ecosystem. But before I get started, I think it's important to think about it. But what is the digital ecosystem? What is broadband connectivity, which is the first part of the digital ecosystem is to be connected to the internet? Well, in India, for all practical purposes, it's mobile. It's mobile broadband. And I say that is that if you look at the numbers, the sheer numbers today, there are approximately 700 million, let's say 4G or broadband connected customers, which are there in mobile. And then there's about 20, 22 million. The number changes a little bit on the fixed side. So while the fixed penetration continues to grow, it's a fraction of what the mobility number is. So I think the interesting thing here, again, for people who are thinking about how this can be used in the future, for most people, the first time they experienced internet and for the first time they experienced, let's say broadband connectivity, it happened on their mobile phones. And guess what? This is not going to change in the future. In the future, in fact, it'll become more and more smartphone and mobile driven. Now, if we talk about that, in that, if you look at it, we are still, we've made a lot of progress, but we still have a long way to go in that area. So think about it, smartphone penetration today in India is at 53%. Now, probably all of us who are in this event have all smartphones, everybody that we know has smartphones. But even if you look at all of those, actually you realize that there's 53% penetration and out of that, only 46% are connected to broadband connectivity, which is 4G penetration. So by any stretch of the imagination, if you think about the future and where the future is going, there's a long runway ahead of that. So there's no reason why this 4G penetration will not go from 46 to 50 to 60 to 70 to 80 and so on. And if we compare ourselves to any global peers, whether you're talking about immerged markets or even emerging markets, we still have a long runway to go. And if we think about it, when we were doing voice connectivity, we thought maybe at some point, 50% penetration would happen, 70 will happen. It went to 50, 70, 80, 100, and then it went over 100. Well, for sure, 4G connectivity and broadband connectivity will get to 100%, which means that we have still a long runway. And that's where bulk of the next 500 million customers are going to come from. So let's go to the next slide, please. So why is this happening? And it's a little bit of introspection about what has led to even this level of penetration. Actually, the straight and simple answer to that is that India is becoming digital. And certainly in the times that we are living in the pandemic time, that has accelerated even further. So think about it from a government perspective, all the government initiatives, when we talk about Aadhar, for example, unique identity program, 1.2 billion people have Aadhar cards, Aadhar is a digital identity. That means it doesn't exist physically, it only exists on people's mobile phones. Now that is, of course, by far the largest project of this type in the world, but think about it, it's done in India, it's all digital. And those type of things have led to acceleration. And start talking about certain type of applications, whether it's WhatsApp with 400 million users, of course, Facebook and Google and so on. For many of these digital companies, the largest customer base usually ends up sitting somewhere in India. That means the adoption of this has really, really taken place. If I look at another simple stat, which is not on my charts, but frankly, it's very interesting to think about is, if you look at the amount of data that's consumed by Indians every month, is 12 gigabytes per subscriber per month, per customer per month. That is the largest amount on mobile anywhere in the world. So already, even with the smaller set of customers that we have, there's actually a huge amount of consumptions. That being people are consuming data, they're connected, they're using the services, they're using it as entertainment and it has become an integral part of their lives. So to say that India is becoming digital, actually we've come across the journey and it continues to be digital. But then what's the future? Where is it going to come from? Like, you know, not surprisingly, the next 500 million customers, a large number is going to come from rural India. If you look at penetration today in the urban areas in the cities, it's already well over 100%, other than 34%, whereas in rural teledent states, 59%. So really a long way to go. I think the other part is that, as I mentioned earlier, there's 450 million customers who don't have 4G devices, who don't have smartphones. Of course, over time all of them will actually end up getting smartphones and will get connected or most of them will end up getting smartphones. So the opportunity certainly will come if I was to summarize more from rural India and it'll come from obviously migration of people from 2G to 4G from feature phones over to smartphones. I think that's really the big opportunity that will exist. Now, like most things, if you have this opportunity, well, why is it not happening fast enough? Can it be made faster? And so let's go to the next slide and I'll talk a little bit about what do we think are the barriers that are there to this adoption? I think one thing we have to remember is that while again, for most of the people who are connected to this conference, especially because we're all connected digitally and we're coming through this virtual medium, for us, this is something that we do every day. But when you look at a wider spectrum of India, actually there are many people who don't really know what does it mean to get into digital or become digital. And this sounds like a strange thing, but actually if you are in certain segments, if you're a senior, sometimes if you're in rural India, you're a farmer, in many cases, if you are a woman in rural India, actually you don't really know, how do I go digital? Even more importantly, what does it mean to become digital? It's not that straightforward. People don't necessarily understand it. And that certainly is a big, big challenge. And somehow as marketeers, as we have to think about the future, I think it's something that we have to address. Of course, there's always a challenge on disposable income, which is I'm used to spending money on certain items. How do I make sure that I move my spend from one to the other? I think that becomes an important part. There's always the issue of, while smartphones are more expensive, how do I invest in that? I think this is an opportunity and I'll talk a little bit more about it, but certainly to some extent for certain segments of people, this is certainly a barrier to adoption. I think one of the other things that we tend to, let's say underestimate is, for many people whose lives are going on right now, you wake up every day, you go about your work, your life is fine, it's the things that you need to do are happening, suddenly now, to say that why do I have to go digital? Why do I have to do this thing differently? Why do I have to make my bills payment online when I can walk into any store and make the payment? Or when I go to a store to buy something, why should I pay digitally when it's just easy for me to pay and I'm used to paying, in fact, I feel more comfortable paying in hard currency or physical currency. Now these habits, these, let's say, ways of working or ways of going about your life, these are barriers that are quite significant and they get harder and harder as you're trying to get people to move on to those. And I think people need to find a great incentive to say why should I do that? I should see a benefit and I think that's important. And we'll certainly talk more about it but I'm sure that this is something that all of you spend your time thinking about as you and each one of your businesses try to say, well, how do I get more people to go digital? Then I think there's always been the breadth and the diversity of India. I think local language is always an issue. It should never be underestimated and I think it's very, very important that we actually look at that every time we think about services. And then literacy is an issue. Again, the people that we usually mostly interact with these are not issues, but as you go to rural India, literacy is an issue. And there again, we have to make sure that the services are built in a certain way that allows for people who don't have a high level of education. Don't necessarily know, let's say mainstream languages, how do they get around that? I think that's important. And then last, which is again, we have to always look at this to say, well, why do we need it? What's the purpose? I'm perfectly fine. I don't really need this service. And I think it's upon us to pull these people along to say, well, here's the reason why you should adopt this thing. So there are certainly these barriers of adoption. If you move on to the next slide, and then I talk specifically about, well, what are some of the things that we could do in that space? I think the four important buckets of area that we can work are the ones that I've listed here. And I think the first thing is, if we're gonna talk about, well, what is digital for these next 500 million, and how does it work? I think there are two things that have to come very much in there, which is first of all, we have to build services. We have to think about digital from a very inclusive perspective. We have to think about to say that this is something that we should, when we build something, we should build for the entire 1.3 billion population. So as we start thinking about services, it should be all inclusive. We should think about this is service that will have to reach that type of a user base. And then of course, we have to spend time in literacy. We have to teach people. Again, if you don't know how does digital work, it's easy for us to say, well, it's intuitive, it's obvious, but it's not the case for everybody. And I think we have to make sure that people get trained. There are barriers, there are fears, there's some type of agitation, and I think we need to make sure that we spend time as a country and each of one of us in our industries to make sure that we push forward in digital inclusion and literacy. The second part is affordability. That is a big category. I think the affordability has to be such that not only is it affordability, I'm talking about specifically in our business, which is around how do you get smartphones, how do you get connected to 4G network. But again, for each one of you, as you think about your businesses, I think we have to think apart about affordability. And India always tends to be where the physical world has always been very, very driven by affordability. It has been driven by price sensitivity. We have to think about digital in that sense as well. Sometimes digital actually has an advantage there, but we have to make sure that we deliver that to the customers. Then I think the other part is to have this adoption. It is our responsibility as industries to create an ecosystem. Again, as I talked about, if we are trying to get people an incentive to go to digital, well, what are we doing to make it easier for them to join? What are we doing? What kind of an ecosystem are we building around in terms of support? And actually a big part of the ecosystem is to really make it easier for people to, how do I get help in a particular place? How do I make sure that actually if I run into a problem, there'll be somebody there to help me? Because the biggest, sometimes the fear is I go down this path, I'm not talking to a person, I'm interacting with a digital app or something, and if something goes wrong, I don't know who to get help from, and I don't wanna go there. I think we have to build that ecosystem in there. And then last but not least is this has to be a sustained relationship. It cannot be a one-time interaction. It has to be something that changes a consumer's life permanently so that they become digital and they remain digital and this has to be a sustained relationship. So as we think about in our business, and I'm sure all of you guys think about it in your businesses as well, each one of these four categories have to be there for us to actually have an ongoing, longer sustained relationship with the next 500 million customers. Next slide please. I'll briefly talk about some of these. I already mentioned them, but of course, digital inclusion and literacy is very, very important. And I have to say, I think the government has done a very good job of this inclusion, especially when digital services are being developed, the national digital services, as I mentioned, starting from Abhara card, but even the Jandhan schemes and other things, the financial disbursements that take place, there is more and more incentive for people to go digital. And I think it has more and more of government services also become digital than actually incentive for people to become important and digital inclusion becomes important. We've listed here two initiatives that we do here at the Vodapone Idea Foundation. We've done a very large project in regards to financial literacy, which is called Jalu Ginnika, where large number of people, almost one quarter of people have been impacted by that and any significant amount of these are women, where financial literacy and making people understand this financial area has been very, very good. In the education sector, there's been Jig Yasa, which is again, teachers are using the technology to teach students and this has been implemented in over 2000 schools. And again, it's another part of inclusion as well as literacy. And I would encourage each one of you again in your businesses to think about how the digital inclusion can be done to make sure that your services that you are trying to offer are more inclusive and provide education to your potential customer base. And certainly as we think about this thing, since I mentioned more and more of the customer base will come from rural India, we have to think about bringing these programs that address specifically that particular segment of potential customers. Next slide, please. The other area is around affordability and access. I sort of mentioned so specifically again, for each of your industries, you have to think about it, but I'll give you some examples of what we do. As I mentioned earlier, smartphones are a very important element of connecting people to broadband and that's usually their first digital experience, their first internet experience is through a smartphone. Now, as we all know, smartphones are not all created equal. Frankly, if you spend a significant amount of your disposable income buying a smartphone and in some cases, even if you spend 5,000 rupees, which is actually a very low and smartphone, actually as it turns out, the experience is not very good. So sometimes it turns you off, you go make a significant investment and then you find out actually the experience on that device is not very good. In fact, it turns you off for a very long period of time and not only that, you feel cheated like you spend money on something that you shouldn't have spent too. So I think it's important that we make sure that the first experience that people have is positive. What that means is that the program that we at Motorphone Idea, for example, have been working on is I would rather have a situation where let's try to get a good device to a person, but maybe it's a refurbished device. So the experience is good as opposed to a new device, but it's very cheap and to some extent maybe it doesn't have the great experience. Let's see if we can get people refurbished devices which are certified and under warranty, but actually they can be bought at a cheaper price. Also, another thing that we've done is really around providing people an ability to buy slightly higher end devices which will provide a great experience but buy them in installments and go through financing. We've hooked up with several NBFCs in which actually those services can be taken or devices can be bought in installments but they provide a great experience. So those type of things that we have to keep on working on. Accessibility, again, we are the lowest pricing market in the world, data pricing market in the world. So I wouldn't say access to 4G is at all an issue here in India but certainly again for each one of your services you have to think about as you get people onto your digital platforms how much accessibility and affordability do you provide for them to be able to get onto that fairly easily? So this is an important element as well. Next slide please. Building an ecosystem, again, very, very important. And I think this is in some ways it is absolutely, absolutely critical. There's plenty of work that's going on for urban and millennials and people who have high disposable incomes. For those people, there's lots and lots of digital services that keep on popping up. And many times, the focus of many of our companies and actually it's easier to do that is to focus on that group. But if you, as I mentioned, start thinking about rural which is where the next 500 million are going to come from if you start thinking about seniors if you start thinking about women especially in rural areas if you start thinking about farmers if you start thinking about those type of segments actually you have to realize that we have to really if within this ecosystem we have to address it in a very, very different manner. We have to come in a different manner that these services are much more relevant they're much more adaptable for those segments and what has worked for the, let's say the urban and the young and rich doesn't apply to those guys. And we have to think about it in a different manner. And again, I would encourage for each one of you from your industries as you think about it try to come up with different approaches but this ecosystem is absolutely critical because while we can provide, let's say connectivity we can give a smartphone in their hand but at the same time, if they are not able to connect with the right ecosystem, I think all of that this would be unsuccessful. Next slide please. And last but not least is really around even if you make them have some transactions it has to be a sustained relationship. And I think it cannot be transactional or short-term because otherwise you lose them quickly. And I think within that, one of the things that is I think very important is as more and more people come online and they become digital, we will see that the concerns on privacy, security, confidence of, is this service going to work? This is my hard earned money. Am I going to be abandoned? And building that trust becomes significantly more important. These next set of 500 million customers that we are talking about are actually much more concerned about these issues because they deal purely in the physical world today. And they are much more control of those elements than any of us are on the digital world. And I think they have this barrier which says unless I feel confident, I will not join. So again, as we go and try to connect these next 500 million, actually building this area of concerns or addressing their areas of concern or privacy, security, trust, et cetera, become even more and more important. And then once you address those and you have the right ecosystem, you can have a sustained relationship going forward which I think is absolutely critical for success in terms of getting these people and working with them to do it. Next slide please. So if I was to summarize, there is a huge opportunity. I, and I can tell you, and as was introduced by the moderator earlier as well, I have seen this journey in many, many countries. Some of them develop markets, some of them developing markets. There is no reason why this will not happen in India. It will happen. What we can do is we can do several things to actually make this journey accelerated to get this faster. So instead of doing this in the next five years, we can do it in four, we can do it in three, but we need to do certain things and we need to directly address the barriers that I talked about as to how we can quickly address those barriers and get people into, into this digital digital ecosystem and affordability, relevance, building the ecosystem and building that trust are actually one of the most important things that we can do. And I think if we all work together to do that part and we work together as a unison, I think we can do that. It's great for consumers. It's great for India. And it's actually great for business. And I hope we got a chance to do all of this together. Thank you very much. I hope you found it interesting and good luck to each one of you. A virtual applause for Mr. Ravinder Thakkar. Thakkar for his presentation and he clearly talks with a lot of experience and gravitas having seen the development as we rightly said across various markets and some of those trends will come to India and dare I say that we will leapfrog as a nation. I mean, we're a country that this survives and this survives. We're not an all country. And you know, a lot of things which may seem oxymoronish happen at the same time. Thank you, Mr. Thakkar for talking to Exchange for Media and thank you for that very comprehensive presentation. Let me ask you my first question. Mr. Thakkar for the last 12 to 15 years, I as an entrepreneur and as somebody who watches the technology media and telecom space, the TMT as we would call it, FAANGs as we call it now, the lines between what is content, what is a communication tool and what is a commerce device up blurring. So what are your predictions for true convergence as we move forward? In the last eight months, we've seen convergence of a different scale and just give you a data point from the US. I don't have data on the UK market but e-commerce from 2000 to 2020 was 16% of the overall retailing but in 2020, from 16, it went to 26% in a matter of eight months. So 16% in 20 years and 10% in eight months. That kind of leapfrogging and adoption is happening. So tell us what do you see happening in India? You alluded to it in your presentation but give us some more granularity and some more prediction. Yes, Dr. Vakthar, thank you first of all for your comments earlier. And then I think it's absolutely a very, very timely and a very, very interesting question. I have to say that I was in another actually speech the other day and actually not long ago, I was talking to my employees as well who were actually asking me a very, very similar question about what did I think? And I have to say that I think there are two things that we have learned in the last, let's say eight months or nine months of this pandemic that we faced in India. And I think the first thing that I would say is that any change that we thought was anything that we thought was not possible. Let's start with that. Anything that we thought was not possible actually you realize that it is possible and it can be done. And this conference that we're having there is no way a year ago if we would have even remotely thought about the fact that forget about whether we will do it or not if we had ever thought, is it even possible? Actually, we couldn't have imagined that this was possible. We would always say, well, if there's no way it's possible the technology is not going to be there. The capabilities don't exist. People don't have access to broadband. They don't have devices. This is too much, it probably doesn't exist. All of these things. And you realize actually all those issues and challenges were in our minds. And in many cases, what we are finding out is that in this new ecosystem and in this new world that we live in I think what we jokingly says, we know technology is the answer. You have to figure out what is the question. And you almost have to go the other way which is to say if you can think of a problem I know the solution and the solution always is the technology that we have today. So technology has become so pervasive and in some ways that we realize that technology is so advanced and in many cases it's more advanced than even our mindset and thinking. So many times actually what is holding us back is our mindset of thinking rather than actually, rather than to say that technology is not there. Because many times we used to always make that excuse that technology is not there. Actually technology is there. What we have to do is we have to open up our mind to say how do I, what is the problem that I'm trying to solve? I think that becomes an important part. The second part I think which is very, very critical is that anything we thought had a certain scale or a certain road growth rate at which it will go actually that acceleration has taken place significantly. Anything that was you think could go at a growth rate of X that's gonna go many, many times faster. And I think now that we've experienced that pace we have to get ready that pace of change will be faster. The numbers that you talked about which is the growth is gonna come a lot faster than what we are used to. What that means is that the divergence between so what was happening was that there was slowly a divergence building between digital and non-digital world but it was a slow divergence. We were all part of it. It's a little bit of that old adage of if you're in a part of boiling water or you're sitting in there you're in there, you don't realize but slowly it's boiling. Actually this pandemic has led to the acceleration of that. What that means is that the gap has opened up much more significantly and will continue to open up which means as businesses, as service providers, as people who are trying to address we have to adapt to that pace because the pace will continue. So in my mind I think the two biggest things that are that trends that we have to think about is we know the answers, technology, what is the problem that you're trying to solve and we have to read very critical about what exact problem we are trying to solve. And then the second part is the pace of change is very good. The good news is the technology is there. There are many, many problems that we can solve. We just have to know what we're trying to solve. Fantasticly put. I would say I would add to what you said. You know, never say never. Well, that's one of the lessons that we learned in our talk in times. And mind is like a parachute. Only works when it's open. Randy Posh, author of the last lecture said that the brick walls in our minds are there to be broken. We just have to be willing to climb them or break them. So you're absolutely right. I think the last eight months we've learned many lessons and as you rightly said, you know, never say never what you say is not possible is more often than not possible. Let me move on to my second question. Is telecom industry and connectivity has possibly helped all of us survive? So COVID has given a new lease of life to telcos, okay? Telcos are the issues which I will not go into which are well known and they were facing challenges from a regulatory framework. They were facing challenges from an inconsistent policy. Looks like some of those have been resolved and from a growth in the market needs standpoint, the telcos stepped up the game and in the last eight months made whether it was education of children possible, whether it was consumption of content possible and most importantly, just doing, you know, your office work with that connection that is so important to be able to do a virtual meeting, a virtual event to seek that consultation from the doctor for telemedicine, all that happened. Now, tell us, 2021, you see a God of God in some way while we know the devastating effects of Corona in every part of the world and even in India. For telcos, Corona was a positive impetus. Tell me in 2021, some of these habits of virtual meetings of utilizing digital technology to be able to do things that we would do physically stay, but a lot of things that we are doing is because of compulsion and human beings tend to forget and go back to their habits. What do you think will telcos do to innovate on their own in 2021? I think the, first of all, I think what you said is absolutely correct. You know, we went into a lockdown as we know what we went into a lockdown very quickly and very short notice. And suddenly we found ourselves in a place where, you know, two days from now we're gonna be in a lockdown. If I remember correctly, it was something like that, two days, three days, some very short notice. And it's a public health emergency, only essential work can be done, otherwise you stay at home. And you suddenly realize, you know, we as a business, how do we make sure that actually we provide our service? I mean, ours is a very, very large distributed business. Forget about how we sell business, but more importantly, how do we make sure that actually continues to work? You know, we have almost, you know, 200,000 physical sites across the country which need to operate, which need, you know, you need diesel to fill them up. Things go that bad, you have to go fix them, you have to change things, you have to do these things just to keep them running and working so that actually people can have connectivity and so on. And guess what, you know, it took us a short while, but frankly, we were able to deal with the situation. And again, necessity is the mother of invention. You get into this thing where it's necessity, you have to do it. And what that means is suddenly, we found ways to do it. I mean, just like we had our health workers, you know, and COVID warriors, we had our essential services people who were supported by the government by giving them permits so they can go into the right places, make sure that connectivity is provided. And frankly, in many cases, when you are in this pandemic and you're in lockdown, connectivity became your only lifeline. That was the only way to be connected with the rest of the world to find out what's going on outside. It becomes essential. And I think we managed to do that. And I think it's a very, very strong testament, not only to the industry, but obviously for us, you know, for our employees. And it's also a testament to the resiliency and the quality of the networks that we had built. Because, you know, we provide these services, we're not mandated to be provided, to be, for it to work with this quality. Actually they work with the quality, which is crazy because our data usage, our capacity exploded and we were able to add capacity while we were in the lockdown and to be able to explode. So it was very, very strong effort by the industry and our team members in this challenging time. Now to your other sort of, you know, comment and question about, well, what happens as we come out of this? And I'm sure at some point we will come out of it. I think some of the things that have changed are irreversible. They're irreversible because we have learned, as I talked about earlier, we have learned that it's possible. It can be done. Actually sometimes it's even more effective. And when you learn that, you understand that, and you can make it more effective, actually why not? I mean, the thing that I talked about, just working from home, every, let's say, any serious business was always thinking about how do I enable working from home? And there was always a little bit of a trickle, you know, and even in our business, we used to talk about, we should let people work from home a little bit more, and we were enabling them, we were doing them, we were doing, and we were in this business. But the tap was opened up slowly and slowly and slowly and slowly over the years, as opposed to suddenly now, we're 100% of the people are working from home. And guess what? As I said, even in the most stressful environment, the business ran, people delivered, people need to get on the field, did it, people need to do from home, did it, people who needed to work remotely, they all did it. So I think this is irreversible. Dr. Baka, I mean, it is very clear, this process is irreversible. Now, some things will go back, but frankly, I think we have lasted in this for too long. And I think our ability and our belief system has changed enough that I think these things will continue on my mind for a longer period of time. And I don't think that we can just say overnight, as if things go back, we go back to the old habits, I don't think we are there, and I don't think that will happen. Fantastic, you're absolutely right. In the way you put it. And again, one of the things, Mr. Thakkar, is we can't predict the future. We don't know what will happen. The time has shown that there are some things we can predict, but there's a lot that we can't. So looking ahead for too long may not even work. I mean, it's good to have a plan, but it's good to also have a plan B and a plan C, and we have to be able to respond like you've done. My last question before I let you, we're in November 2020. If I talk to you 12 months from our weather for business world or exchange for media, what would have Mr. Ravinder Thakkar achieved for Vodafone idea over the next 12 months? What's your wish list? What's something that you hope it happens? And of course, hope is not a plan. I'm sure you have a plan to make that happen. No, we of course have a plan, but I think for your audience and I think for the team that I'm talking to, I think there are two things that are absolutely critical and important than our top of my priority. As you know very recently, we have launched a new brand, a unified brand called B. This is as far as I know, the only brand that has been launched during this pandemic, it has been launched, it was created, it was an inspiration and it was done in this pandemic during this lockdown period. And it is a digital first brand and despite default, it's a digital first brand, and it has been very, very successful so far. Now, a year from now, I would hope that we can actually not only continue to deliver on the brand promise or deliver on the basis on which we build the brand and our customers experience that, because one of the key things that we've said is that this new brand, this V, the latest brand, while it's built on the legacy of two very beloved brands, BotoPhone and Idea, actually this takes us to the next step. This takes us to a place where actually we go from not only we connect you, actually we help you thrive in this world. So this pandemic was a perfect time for us to bring this brand out to say is that while we're connecting you, we know that this connectivity is very important. Actually we enable you to thrive in this world, get ahead, do what you need to do in a manner that is actually sustainable and suitable for your lifestyle. So the whole concept of our brand is how do I help the customers thrive? How do I promote them? And so our tagline is together for tomorrow. This is what we are trying to do. So I hope a year from now, when we get a chance to talk about this thing that actually we are delivering on that promise and actually our customers experience that and in a way we become a key enabler because as you said, you can't predict the future. And most of the time we can't go back to the old ways. So as we see that this becomes a more of a lifestyle for us in the future, we are the key enabler as an essential service. But as a key enabler, how can I support our customers and the users of this service to thrive better in business and be better tomorrow and have a better life? And I think that's what we're trying to achieve. And I hope that we are able to do that in a better manner that we do today. Thank you, Mr. Takkar for talking to Exchange for Media. We're delighted and I'm sure our audiences have benefited from your insights and your vision for the future. I'm sure your brand that you launched during these difficult times will actually thrive as we move away from Corona and this shall too pass. So we wish you luck and I'm sure we'll be able to make that in the lives of the customers use service and the communities that you strive to make better. So we wish you luck and thank you for talking to Exchange for Media. Thank you very much. Thank you, thank you so much, Mr. Takkar and Dr. Batra, thank you for joining us. Wonderful conversations and great insights for our audience. So thank you once again, both of you.