 We'll be very happy and excited to listen to the next panel. Let me quickly dive down to it. We have an exciting day of panel discussion. We'll be talking about how we built it, stories of big businesses, brands built in the south. Joining the panel are Mr. Rahul Gandhi, CMO ID Fresh Food, along with Mr. Pawan Gopal, a CMO Nandus, Mr. Rajneesh Kumar, Head Digital and Direct Consumer Strategy ITC, Aruna Jathar, CMO Tendercut, Mr. Vijay Shvijayan, Head Brand Marketing Sampur, and the panel is moderated by Mr. Rahul Amin, Senior Correspondent, E4M and BW Business World. So I'll hand it over to Rahul there to take this amazing conversation forward with the stalwarts from the industries. Rahul, go to you. Thank you, Rabin. Thank you for the kind introduction and I would like to welcome all my panelists today. We have a very special discussion, something we want to talk about. I just want to put in a little bit of context to this conversation. We talk about local, going national, even global. And today we have company, brands, people who have made that possible, who have taken the regional local stories as a national narrative. They have been the disruptors at large, if you see an example for many who are disrupting this space. So without much ado, I want to start with my esteemed panelists. The first question I want to pose with the only lady that's on the panel right now. I want to start with you, ma'am. My first question is that, what are the main elements that are scripting this new narrative where we see regional, especially when we're talking about the South India based brands going on a national scale. How do you see it? How do you read this? Okay, so if I understand correctly, you're asking about how do brands in South go national, right? That's really the question. I'm focusing on the South, but largely it's about regional based brands going on a national scale. So now if we talk about the South brand, what is driving that inspiration? What is making them go on a national scale and get accepted in that bigger way that way? Sure, Rahul, thanks for the question and hello to everyone. So I think the population in India is very lucrative to avoid the national reach, right? So once your product and especially for us at Ender Cuts where your audience is present across the country and it's all about food and the meat lovers, it only makes sense to go national. So I would say, you know, I would put it slightly differently and say that once you have tested your waters in South, because many of these are homegrown brands grown in the South because either the founder is there. In our case, the founder's Mishan Chandran is based in Chennai and it started with there in 2016. What we did was really sharpened and strengthen the backbone, right? The backbone for Ender Cuts is really the supply chain, the customer connect network and also how you approach the audience. Once that backbone is strong, you have your infrastructure in place, your IT and non-IT like us, then I think it's time to go national, right? Because you know the dynamics, you know the customer and you've got your backbone ready. The only difference in the national will be that you will keep the regional nuances both in the product offering, the kind of product that you will provide, let's say in the West versus the South versus the North and also in your communication queues. These are the things that are ready, but I think it only makes sense for brands like Ender Cuts to go national and we have really had a very strong presence in Chennai and now we are present in three markets in the South. So it mainly only makes sense to go national. Thanks so much for sharing your perspective and great, you know, we started with a very insightful way to look at this narrative. Mr. Gandhi, coming to you, how do you see this journey of regional brands, regional brands especially the South India based brands going national, going all over, being accepted in a big way. What are the main elements that drive this growth? I think South Indian brands have been global brands for centuries. Ayurveda is a South Indian brand, it's making India popular all over the world. A lot of yoga emanates from regions around Mysore. They're not technically a food brand or a FMCG brand or any business brand, but these are Indian brands that have made South India popular globally. ID is trying to do something similar. I mean, the South Indian food is idli, dosa and you know, other stuff. So we're trying to take South India as far as possible, you know, maybe reach somewhere in India and somewhere globally, but the journey is quite long. And in fact, the entire IT industry of India is also a South Indian. There are many engineers who are and why does South India work so well globally? Because it's actually the South Indian, there are many unique things about South India and taste profile is one of them. And if I were to just focus on foods and within that to ID, what makes it possible for a brand like ID to scale? Scale is because of the acceptance and the goodness of the South Indian values that the food brings. Acceptance because it is, in our case, it's a staple product, it's one of the healthiest products. Rice pancakes are eaten in Indonesia also, in Vietnam also, in India also and goes to Middle East also. So it has good acceptance and it has good values. Good acceptance and good values when added to a great product with distribution and brand can make South India reach everywhere. And I think that's one of the accommodation of these four, five reasons that I just summarized are possibly the reasons why South India does so well globally. Of course, I think an IT definitely, I think who does not know that the kind of dominance they have all over the globe. Mr. Kumar, how do you read this? You listened to the panelists before you. How do you read this narrative that we are seeing emerging from the South Indian? So, I mean, as far as the markets are concerned, when we look at South India, we are talking about the Lingana, Angra, Karnataka, Tamil Nadu and Kerala. These are five markets that we are talking about. Within that, sometimes we get carried away with Bangalore a lot. You know, that Bangalore is a lot of brands emanate from Bangalore and a lot of brands which are based in Bangalore do not think outside of Bangalore. So you have to look at Chennai as a different market, Kochi as a different market, Hyderabad as a different market and all of them have their own nuances, so to say. So you cannot have the, you cannot basically what I'm saying is that you cannot take South India and then cut and paste everything across the markets in all the four or five different regions. All of them come with their own flavors, with their own, you know, culture background. So that is something that has to be kept in mind. One of the things that works well, especially I'm talking about the digital context or digital brands, is that the language of internet has been English from the very beginning. So if you look at North India, the language of North India is very, very popular is Hindi. Everybody just like in South India, everybody will understand to a different degree of fluency English. Everybody understands Hindi in North India. But since in South India, the primary language which is understood by everybody is English and that language of internet and digital is also English. I think the adoption and a lot of these new brands or D2C brands also find a lot of resonance within South India when they do their digital marketing efforts and all that because a lot of population understands the language of the internet and the digital. So when you look at first point is when you look at South India, also look at the differentiation within the markets. Hyderabad is different from, you know, Visakhapatnam, Visakhapatnam is different from Chennai, Chennai is different from Hyderabad, Bangalore so on and so forth. That is one important point to be taken into account. And secondly, when you're looking at South India, you have to look at one common chord which is English and a good adoption of English as a language and therefore digital and internet works well in the South Indian market. Right. I would bring in Mr. Pawan Gopal and Mr. Vijayan at this point. So your thoughts on this South India brand going on a national level in a way that they're getting noticed, they're setting examples for other regions to look at. So I'll tell you, I'm coming from a background where I bought and bought up in Rajasthan and all my life worked in Middle East and South of India. So it's like two states story for me. I blend into both the region. But apparently actually I've worked apart from this I've worked almost all the states of the country. I've seen a various adaptations of say whether I'm currently working with the people organization. So we see South of India more deeper. See, we don't, we say the metros are the flippers. Because we get influenced very fast but South of India's rural towns or the digital or semi urban or semi rural town, these towns are the ones who are the loyalist. And today, there was time when metros were the influencer market. Today the rural is the influencer market for metros. You are able to crack that loyalty to them. And that's how today, say post COVID and during COVID time it was, we all went healthy. And this is a period which also gave us a upliftment of our brand. So we are a South based brand started from Mysore for 26 years of legacy with this brand. And Sun Pure Sunflower Oil is the only oil in the country which can proudly say the refined oil chemicals. And nobody can say that because we have a patent for it. So whatever oil we use, I'm also say I'm coming from North. So I grew up from a loose oil category to a packaged oil. Today I use a packaged oil. I say, oh, I am using a virgin oil. I don't understand but people don't get it that virgin oil or say old person virgin oil is not for us. People who are sitting doing a laptop boss is for the people who are sitting in the field. So that understanding has been very easy for people in South India to understand. Say when I go to rural and communicate to them, it was very easy for them and to understand this is what this oil or this product is great. It doesn't have chemical or this is physically refined. It was today as urban we say, oh, it is a physically refined. You say, oh, and apparently for my friend circle, I have got it. But in South of India, the way that you communicate like rightly Rajnish said, normally we all sit in Bangalore most of the guys and we are obsessed with Bangalore. We write every Chennai as a region or Tamil Nadu as a region has a different perspective of communicating. Andhra is a different. Telangana is different. And where is Karnataka? In Karnataka also you have a different way of communicating. And the North Karnataka gets influenced by something else. I have that full question for all my panelists on that aspect. I would come back with that in a bit. But I would at this stage go to Mr. Pawan Gopal with his thoughts. I think I totally agree with what Mr. Kumar just said and also what Vijayan said. The copy paste won't work and we're definitely very obsessed with Bangalore. Saying what works here will probably work everywhere else. I think it's absolutely important for us to sort of establish the product market fit differently in each of these regions. So as part of Nandu's, we've actually been operating out of seven states for more than four decades. But what we've noticed is the fact that in each of these different states, the sort of consumer needs and the way you need to communicate to them or what matters to them is largely different. There's a huge difference between Bangalore versus Chennai versus Hyderabad. We're not even talking about the rural market but in the urban market itself. So the copy paste definitely won't work. It's very important to sort of invest a certain amount of time in understanding what is it that consumers in these markets typically prefer. Once you figure out the product market fit, then scale fast and really fast. That to me is the one preference. I agree. I think you cannot broad brush the South as a block. It has its own nuances. It's further, more granular in its culture and appeal. Absolutely. And here, this narrative about South and the North and the pan India, I think started with the movie things when people are saying that how can you impose one language and call it an Indian cinema or an Indian cinema. There are so many other languages and dialects. Now, there is not only cinema that is coming from South to pan India, even brand story that we are talking about. I want to come back to you, Ms. Jathar. You know, along the, while you've been building the brand and have lifted a success story, at the same time, there must be a lot of, it was not easy. Now you all have arrived and I mean, sorry, I mean, ITC has been there for long and un-pure, of course. But some of the brands sure are new. So you've arrived, you have tasted success, but I'm sure it had its own share of stories, the stories that we don't know about. One, a little bit about those stories and two, what are the key learnings while making the regional brand national? Yeah, it's a very good point. The learnings, learnings play a big role, especially when you are a startup and, you know, there is a lot of competition. So the good thing I would say, Rohail, is that the organized meat and seafood market is actually less than 5% today. So there's room to grow for many players. So that's the positive of this industry. Fortunately or unfortunately, COVID played a big role in increasing demand and our consciousness to hygiene only improved as a consumer, right? So the brand started in 2016 and very quickly realized that we need to get our tech infrastructure. So one of the learnings is, you know, especially if you're going to reach out to consumers, and while we are an Omnichani brand, the large part of which is sales through a direct-to-consumer online. So getting the tech right, you know, so you have to, like I was saying in my last conversation, that backbone has to be right. So your tech has to be really enabled very well and you have to experiment, learn, re-learn and really invest. So that's one of the things that, you know, we have realized and we are heavily investing in impacted endocards. There is a proprietary technology that processes over 500 orders within two hours from one neighborhood 300 square feet store of ours. All orders for retail and online can be packed, processed within that period. So these are the kind of technology investments we have made and I think for consumer brands like us that becomes important, especially if you're going to be D2C. So that was one key learning. Second is about, I would say in our category, it's about the reliability, right? So your consumers are going to depend on you day on day for their, you know, week on week for their basic cooking needs, right? So you want them to come back to you and feel that it was the right decision to purchase, what they cooked was really made sense for them. So reliability, I think it's a very simple thing, but how reliable is your brand to fulfill this want of convenience, product quality to the consumer every time he places the order, whether it's online or offline. So that's been our big understanding and that's the focus, you know, we take and I think based on the product category that becomes very important. Understanding really what is the simplified consumer truth, I would say. So that's a learning and that's something that we really focus on. The other thing in a startup scenario is of course, you know, you are going to be faced with if this or that, right? If not this. So I think the best way to tackle that and we tackle this continue to pilot, continue to be ready to experiment. And if you fail, learn from it and move ahead, right? So these are few things because you'll always have that challenge. Is this the way to go? Should my brand communication be based on these truths or these truths because you're learning, you know, like you rightly said, ITC is an established brand and they have taken their journey. We are getting into those journeys and we are learning through experimentation, through our, you know, tech enablement. And I also, I would say at the core essence, the simplification of what the customer really wants. That's that's what I would say is important. Absolutely. Brilliantly captured there. Mr. Gandhi, you know, earlier, when you were responding to my first question, you said that a lot of South Indian brands already are at the national and global scale, which is so true. So this, there is one parallel narrative sometimes which may be misplaced notion that, you know, that they're underrepresented, you know, some brands from the South India. How is, first of all, how do you see that notion? Is it still prevalent when you look at customer acquisition? I mean, your view was also about the learnings. Why do you have built this formidable brand? Yes, yes, I agree. I think some of the brands are underrepresented and two of the four of them are on this panel. I think all four of us could be bigger than what we are, you know, because some of the work that the brands are doing is really good. However, underrepresentation sometimes is a function of many things. And Pavan actually gave a very valid point there where he said that the product market fix that you have may be very different for Bangalore versus Hyderabad versus Mumbai versus, you know, Delhi versus Dubai versus, you know, New York, the product market would be different. So that is something that in any which way limits expansion, not only for South Indian brands, but for any kind of brand. You finally have to have the market for that product to be consumed. That said, South Indians are there all over the globe. You find a lot of them in Middle East. You find a lot of them down in Malaysia and you find a lot of them in the Americas. But however, not all the brands have reached there and ID is a case in point. In our case, we are giving food which has a shelf life of seven days. I'm sure Nandu's and tender cuts are also in short shelf life products. So every time you want to expand and you are either in a meat industry or in a fresh food industry like three of the four South Indian brands are here. Then along with the product market fix that Pavan spoke about, you also got to figure out the backend manufacturing and logistics. So you have to manufacture locally and supply locally. Some of those manufacturing logistics challenge when multiplied by product market fix does result in some of the South Indian brands being underrepresented. But however, I think some of the brands are streaming out and hopefully in the next 5-10 years, you won't have the same question. Mr. Kumar and Mr. Vijayan, your perspective of course will be a little different. But tell me your story while being, you know, building your brands in that region. What have been the key learning field? At IDC, actually our office is based in Bangalore, the food's office. There are no like regional brands. We build the brands for the country. But one example, good example that comes to my mind is Be Natural, which is a Bangalore based fruit juice brand which was there, which IDC took over. And the journey has been very, very interesting because the number of variants that we have today and especially, you know, when IDC came in, we brought with us the entire sourcing capability of the each of our model which is there. And therefore we were able to scale up in the number of variety of juices that we were able to offer to the consumer from just one or two varieties to seven, eight varieties right now. Also gave a new spin in terms of the quality of the product which is not from concentrate. So that's another thing which is going very well with the user and the consumer, something new as a messaging. And the products are being sourced now all over India, right? From Kashmir apples to, you know, Pineapple in Andhra. And similarly, you know, Leechi from Bihar. So the entire sourcing capability which I think Rahul was also kind of alluding to was when, you know, when you have the right supply chain in place because if you do not have a supply chain which is pan India and these fruits are grown pan India in different varieties, there is no, I mean, there is no possibility of expanding and giving the consumer more variety in terms of the juices. Juices also being a very sensitive product, so to say. So I think that is one thing which has happened over the four or five years, the number of variants and the number of variety that we have been able to offer based on the sourcing capability of the organization. So I think that is something that comes to my mind. And apart from that, we have brand, but we have businesses. So we have ITC infrastructure, the business of IT, the business out of, out of, out of Bangalore. Then we have Marche Sakavathi, Mangal Deep and Home Lights which is in Chennai, Classmate is in Chennai. So they have their own journey, but I still feel that while Mangal Deep started more as a regional brand and then subsequently, you know, had a pan India presence and therefore different varieties of like two was not there, two was introduced, different variants for different markets were introduced. But I think being actually comes to my mind as a great example where the sourcing capability of large organization were leveraged to provide a wider, you know, kind of a variety of product to the consumer and therefore better acceptance. So now the natural sense probably more in the northern region, especially in the months of May, June, you know, whenever the summers are there because summers are very, you know, severe in North India. So that's a good market and that's good season to set. So I think that's where, you know, that's the journey of being actually was. Right. So Mr. Vijay and I, Mr. Pawan Gopal, your quick thoughts. Sorry. So your audio is clear now. Perfect. So for us being a Mysore brand and then becoming a Karnataka brand and the story we get to South Indian brand. So our journey was, it's not an easy journey, but it was a lot of hurdles because the category itself is something which it's the last thing on your shopping list. It's a stapler, it's a price-driven category and a lot of every state has a strong compete leader and the best answer in this category, nobody's a market leader. Everybody has their leader in their own states. So the pie is too big and the best part for the category what we sell is that south of India was the biggest consumer of this category. So while we talk, we are on an expansion mode. We started with one sunflower oil. Today we have four different oils. So five different and palm and Manaspati and we are increasing and the capacity, right? It's not a product where for logistics or the refineries to open up so that the consumers and plus there's certain values what we bring into the brand. So the quality matrix is that makes us drive more and more and that's it today. From one refinery to two, we have three refineries and we are in process of making two more refineries where we can give it to more northern parts. So we fed brand from south to going up north or up east. We're the best quality product. We have our own crushers. The rice brand came from Japan. Now we are starting manufacturing rice brand here. So that's the growth story what we have. From a small city, the journey of this brand was from a small city to becoming a South India brand now aspiring to become the national brand. So in my category, it's purely price play. It's because it's as a crude oil, what comes in is unlike any other. It's not about the sourcing. Anyways, everybody is importing the crude oil and then it is refined and the process of refining makes the different oil. So like the USP of the brand, we say chemical free. That's how the brand makes a difference. And we are more than just expanding. We are telling the USP of the brand, the benefits of the brand. And that's how we are expanding by face by face. Right. Mr. Pawan Gopal, your thoughts on this. I think one of the most important thing is the fact that your brand is actually the sum total of the experience that your consumer gets to see across such points. Like at least Aruna and I are in the same category where like she pointed out, there is a huge amount of market potential because 95% of this particular category that we operate in is very unorganized. So just improving the buying experience, making it more clean and hygienic, making the ambience better at the point of purchase itself is a big deal. And as a truly only channel brand, I mean, you're dealing with customers who are walking into your stores and buying. So the buying journey, the discovery to what they experienced when they're buying it and they see it in front of them to somebody who is actually getting your product home delivered, you need to make sure that that particular entire journey across every touch point, you've sort of got the basics covered before you get into any sort of complicated strategies. The second point, which is absolutely important like Robin pointed out because end of the day, if we are all in the short self-life sort of a category, the supply chain is absolutely important. And at least as far as Nandus is concerned, we are very clear because we've been farmers since 1963. So it's our own products that we actually bring to the table. In short, we are actually farmers bringing our produce directly to consumers. So if we are very clear that showing up the supply chain, making sure that the quality of the product never drops irrespective of where we go is going to make it happen. Because in this category, the first moment of truth is when the customer comes into buy, be it online or be it a physical store, the second moment of truth is absolutely when he cooks it and eats it. If they don't, that's your true asset test and that's when people keep coming back for more. We are very confident in our supply chain given that we have our own farms. We own the entire supply chain right from the hatcheries to every aspect of the product which is there. So I think it's important to focus on delivering that sort of delight at core aspects without worrying yourself about making things that much more innovative, which may not be required. I think it's important to get the basics in place and then focus on everything else. Focus on delighting your customer first. They'll come back. They'll keep coming back for more, especially in our category. Absolutely. Mr. Pawan Gopal raised a very valid point that your customer, it all boils down to the sum total of experiences that you offer. So here is my question. While we are talking about a specific region, when it comes to building brands, how much does a regional identity matter while building brands that have a universal playbook or scaling up the universal playbook at it? But when you put in the regional element, do you think you're playing on certain emotions of customers? Are customers actually getting swayed by such sentiment while building a regional brand? I want to come to you, Mr. Gandhi, at this stage. I think there's no right or wrong answer to what you're saying, but it's a valid question nonetheless that does origin matter? Does a local story matter? If you are in the category where local story matters and we are in one of those categories where coffee is, where the story of the beans and the way they're plucked and the way they're chosen and the way they've ground, there's a very strong origin story to that product. So it may work in certain categories. It may work for certain brands who are trying to take that position. Some of the niche brands, for example, take such positioning. If you go, in fact, what Kavan was saying right now, I didn't know that Nandu was actually the farmers for the last four decades or so, but they maybe can have that story in this category that we have our own farms. We hatch the best eggs and deliver you the best chicken, the entire supply chain is. So if the business model gives you that unique advantage, if the category, you know, requires it like coffee, then you can have that story. But at the same point of time, why I said it's neither right nor wrong, is that it may not always resonate for every category, for every, you know. For example, Idlis are different in Hyderabad and they're different in Chennai, very different in Udupi and Delhi eats empty or powdered idli. So while we can try to have an origin story, it may not work for a staple that's going to get consumed everywhere. But yes, in certain cases, in certain categories, for certain businesses who have that advantage, like Nandu's does, it could work very well for them. Mr. Kumar, your thoughts? Sorry, your audio is... When you're looking at a regional brand and you're looking at going national with that brand, we also just to extend on what Rahul said, you also look at the portfolio products that you have. Some of the products, for example, the example comes to my mind, is some of the spices that, you know, we've taken over, it says mostly a Bengal, Bihar, mostly a Bengal, Calcutta based brand. And then what we are finding is there's this tremendous acceptance for a lot of the spices that work very well across the country. Garam Masala, those are always there. But the lot of other products which are there in the catalog, which are more centric to West Bengal or Calcutta as a reason, like Posto and those kind of products, which are very Bengal centric. Also, the communication has been very centric to the actors of, you know, Bengali TV serials and those kind of things. And it is a very Bengali brand. But the products and the quality of products is good. And when we are putting, especially on our digital channels, at EZ Store, we are finding a lot of uptake of sunrise spices. And then we are playing around the regional as well as the acceptance of the national product catalog, which products that we know that everybody buys. But since the quality of those products is very good, then they will find acceptance in other markets as well. So you take what is best of the regional and then try to promote what is best of the regional way we provide acceptance in the national market. But also see within the portfolio what can be made national, which already exists in the current catalog or current brand portfolio for regional brand. And that's how you, you know, kind of mix and match and then try to take a regional brand to a national level by mixing and matching the right product catalog and the products within the catalog. So that's one of the things that we do. Mr. Vijayan, how much do local stories matter in building regional brands not only to their immediate customers, but also on a broader national scale? It matters a lot in the kind of category what we play, you know, say the oil is something which is very very specific to the delicacies or the dishes what region make. So what you make the oil what you use in Karnataka you might not use it in East, that in East it's a must so like fitment and the product cataloging bringing on getting more and more region specific product onto your table. That one matters a lot and that will actually help the brand to grow much like in the case of ID Vadas has come now then they came out with the dahis and all that so that was the success story for them to get foray into other the kitchen basically everybody what today all of us who are sitting are the products which goes into the kitchen and to enter the kitchen you need to be very specific what are you giving them what is their foot taste say in certain places you have ground that so we have ground that certain places they metros you switch it to rice we have rice bread for them certain places you have today we are also getting into mustard also so when I am going national I am becoming very region specific so rightly what Rajdeep said the communication strategies also changes you be very specific to become more of hyperlocal rather you can say region you can say become more hyperlocal and that is what brings the brand on the ground where you say acceptance of a national brand comes in it is not as a brand which is studying I am an Indian vocal for local I made it in India no does that taste that is that foot taste goes into why that because that is a category I play around so today when we say anandu or a tender curd when they say meat and fresh it has to be cooked certain oil and oil changes the taste so the region specific communication the product fitment makes a lot of difference and that is what we are playing around and we are communicating the way we communicate in Andhra we do not communicate in Karnataka the way we communicate in Maharashtra or Goa we do not communicate in Kerala right I am coming to you very hyperlocal in the appeal that you have with the degree that you carry give me a sense of how much you use the local stories around outreach it is absolutely important to be hyperlocal from a perspective of you know what is the most important challenge when you enter a new market especially when you are a direct to consumer business you do not want to seem alien to them you want to be familiar to them you need to exhibit a particular sort of a familiarity that you will in another moment take a look at you I mean take a look at a store it is not mandatory for your glow sign boards or your store signages to be in the local language in many of the different states right suppose I were to write Nandu's in Telugu as well as in Tamil in support to English wherever I go and I am building a certain connect right there the second thing is in each of these different markets people sort of their buying journey or their preferences are different so you need to be very keen on identifying what is it that matters to them the most right like in Hyderabad they would eat they would eat in Bombay or Bangalore or anywhere else so you need to be able to understand that you need to be able to understand what day of the week what sort of meat is preferred when it matters and I am pretty sure it works across categories too and especially when it comes to food like Vijayan rightly pointed out everybody here is in the race to enter the kitchen it is important to understand the taste the preferences of each different household why you will talk about Pan India I mean within a given city itself with everybody being very multi-ethnic the way a Bengali family would cook was a Malayali family was a Marashtian family or a traditional there is no traditional South Indian family contrary to a lot of my friends who live in the Maud there is a lot of difference so even when it comes to your value added products the taste the preference of a particular spice or something else you need to understand those and you need to be able to cater to that very precisely if you want to win this race but to begin with you need to build familiarity you need to communicate or you need to through your actions at least tell them saying that I am one of you I am not somebody who is alien I am not somebody who is new I am an easy person but I am all about matter of course I am not trying to make a living not just a simple person I am trying to reach the higher level of the level that I am I am not trying to make a living with the personal life the knowledge I am getting from the community that I am from from the community a very big family The cuts that you use for each of the cooking styles are so different and hence I don't think any brand in this space can, in the food space can, you know, hide away from the fact that regionalization becomes important and if you can, you know, really use that regionalization as a national you know, even so better if that's possible for some categories, for some it is not. So I would say we have an opportunity in the different multi-dimensional, cultural and urban situations that today our consumers are in. We have an opportunity there. How we play it will make all the difference on how much share in the pie we get. Absolutely. I think this is a nice way of putting it like, you know, trying to go national with that regional identity at the same time, you know, making balancing both items, not an easy task, definitely. I have time for two more questions, I guess, so I'll go with my first one, which is that so far, a lot of success stories narrative is changing. We are discussing today, of course, we're discussing the South, the southern brands, you know, based out of South India. So there is a national discourse already underway. Is there anything more, is there anything that the southern brands can do better or this is the success story, the culmination of in that we have seen everywhere now. What more is there for the southern brand story? I want to start with you, Mr. Pawan Gopal at this moment. I'd say, I mean, a lot of my colleagues here will probably, you know, operated a lot more successfully pan India than where we are. But given my past experience, I would say it's important to prioritize speed over elegance of perfection when you're getting in. And also what's absolutely important is to be rooted in knowing who you are and the way you operate. Don't try and change that. Because if too many things within the organization and too many people, if you need to change that to adapt to something, you may not be able to survive that particular change. Or by the time you fit all the pieces of the puzzle together, you know, somebody else has already beaten you at that race. So it's important to do the right things, the right things will sort of follow its end. That's pretty much what I would want to say. Perfect. Mr. Gandhi, your thoughts? Yeah, I think, is there more, if the question is that is there more that southern brands could do? Yes, I mean, where is the story now? Are we seeing the peak of it already? Is there more to see? Where it comes to brands based out of South and the national narrative that we are talking about? Yeah, so I think, see, as far as if we just limit ourselves to brands based out of South. And we say that, okay, one thing that they could be regionally based out of South. And the second thing that they could be regionally based out of South and they're offering something which is unique to South, which luckily in our case it does happen. So thankfully belongs to South and so do we. Yeah, that's just a coincidence I guess. But in that case, you know, where the brand is based out of South and you're offering something which is unique to South, there the possibilities are limitless. I mean, they are South as I'm repeating myself, but they are South Indians everywhere. I mean, ID for that matter hasn't even penetrated maybe 10% households in a city like Chennai. So Chennai itself is a big opportunity, then TN would be a big opportunity and then of course there are South Indians everywhere. So for brands like us where we're based out of South India and we are offering something which is unique to South India, the possibilities are kind of limitless. And if all goes well, if our product market fix is right, if our communication and supply chain logistics is right, we should be able to expand in multiple ways. Mr. Kumar. So what Raul said, taking a cue from there again, what limits the South Indian brand to go national is also, you know, the scale that it's going to operate. But also there are people in North India who would love his coffee or people in North India who love his idli and those are whatever the South Indian flavor is. Today with digital, the targeting that is available. So it's not like you have to advertise on a hooding and newspaper. You can always use targeting very efficiently to kind of use certain attributes. People who love coffee, for example, if you can find those out and then have them give a trial of your coffee, you know, brand is based in South India. A lot of North Indians, for example, would love good idli and dosa or sambar, you know, whatever the South Indian brand is offering. If you can find out those people through effective targeting, then even though your marketing budgets are limited, you can actually be pan India using that targeting mechanism. So even though the brand could be based out of South India, even though the products could be more for a South Indian population. But there are people who you believe that will love the flavor of the taste or whatever you're offering. If you can use effective targeting mechanism within a certain population and reach out to those people, probably you can have them also, you know, savor the taste and like the taste and probably become a lifetime customer of your brand. So this is one effective way of using targeting to, you know, increase your reach of the brand without spending the kind of marketing expense which are prohibited. So that is what I would say. Marjana, your thoughts? I think most of it is covered. I would just say, of course, South has a lot of brands which are growing and there is a narrative there like you mentioned. You know, there is a big narrative, you know, a lot of startup culture in the South and we will have, I think in the coming years, there will be many more. And can it go national and is there a national narrative emerging from South? Definitely yes. Your differentiated brand strategy and effective operations will help you expand nationally and I think the South brands are getting it right. So I don't see that as a challenge at all. So Mr. Vijayan, in your view, what is next for the South India based brand? What next? I think they're going much larger than what was and been perceived. Say, I'll take the view from Rajneesh and Aruna and Power. The brands right now, if you see, they are creating their success story. They are testing their waters to make more efficient growth. So I feel each one of us on this panel, what we're saying, we all are going big. And the brands from South, it's not only North or South or East, the brands which right want to hustle, which want to reach out to end consumers and have a vision. I want to make it big. I want to have much and more households in my stable. They will do anything to reach out to. It's not about South or North, but yes, the hustling is more in South than what I see in North or West. Absolutely. I think the echoes, I'm talking to you from North, of course, the echoes are felt here, very rightly said. And I have just got a cue that we have just like 30 seconds left. So I want to thank all of you on this panel for joining us and sharing your thoughts and of course bringing out the South success story which we've been continuing in this city. Thank you once again for joining us.