 Thank you everyone, I think we will straight dive into the topic of Omnichannel, the path to value and I am personally very interested in the next 45 minutes in trying to understand what are the challenges, what is the importance, what is the future of Omnichannel and we will actually start with actually trying to understand what is the importance of Omnichannel strategies and all today, yeah? So when I say about importance of Omnichannel, so when in this competitive landscape, every business is want to focus upon to come out of their bombarding other messages. They even want to focus upon customer centric approach. They want to feel that every customer have been focused with the personalization. So they want to be hyper personalization experience will be better for all their customers. So multi-channel will be acting in a silos model. But when I say about Omnichannel, it has some kind of integrated connection. It focus more about customer journey. It will tell about the customers buying experience, retention and we can make the customer not to feel that they are left alone even post sales. It's very seamless. Yeah, seamless experience will be much more better even for pre-sales and post sales. That is what Omnichannel is most needed. Hello. The importance of Omnichannel has to be viewed from a lens of starting with the consumer behavior, right? We are in a hyper connected world. Impatience is in virtue. People don't want to wait for long. People expect everything to be seamless and people in fact take it for granted. To that extent, any consumer across any industry would expect things to be taken care of. I think bringing a thinking of Omnichannel helps achieve that. There are different downstream questions whether at what level you want to do it, how much you want to do it, are you ready to make that investment, take that journey which is very arduous and having handled some of these experiences of transition from unlock to digital. I can safely say that a lot of self assessment is required before you go down this journey. I think the importance lies somewhere between there, right? Whether the business demands it and from a consumer point of view, is it something which you are making essential? So one has to be very clear in the direction in which you are going because it requires a lot of investment, a lot of commitment and human resources, right? I think I would place the importance for brands and for partners like us who are consulting brands to go down this journey to be very clear of these aspects. Both of you have covered the major points. Out and out, I think Omnichannel in today's age is important overall from all industry standpoint to build value from a customer standpoint. I think it becomes important that, hey, you know what, I... The customers want to know and the consumers want. They don't want to be bombarded and they want ease. The journey and the experience to purchase needs to be super, super easy. They should remember it and that helps them to come back to the brand. So why not Multichannel and Omnichannel? So, okay, there's a basic difference between Multichannel and Omnichannel, right? Multichannel, the way we approach is, hey, you know what? This particular brand is there on this channel, is there on WhatsApp, they're doing something on Hoardings, they are doing something on OH, everything. But what they're doing is they're solving different problems using different channels. They're definitely present on all these channels, but they're not connected. The story is not tying back. What happens is you don't know the user journey, right? A user is going to go through multiple touch points. It could be one of them, it could be multiple of them. So the story then starts looking very fragmented and that's when we lose the customer. So this is more holistic, it's more seamless. Yeah, when we come to Omnichannel, you know that there is a narrative, there is a singular proposition or there is a singular point that the brand is trying to communicate through all these different channels and also builds a great experience for the customer to engage with it. I think the question that you've raised is quite interesting, right? I mean, why Multichannel and why Omnichannel, right? I think one has to take a step back and understand the journey that businesses and brands are today going through. There are businesses which have come from analog and they're transitioning to digital. There are businesses which have been born in digital and they're moving to hyper-digital in a different velocity. Given that there are these kind of realities which exist, specifically for agency partners like us who are trying to consult, we need to be clear about this and then say that, look, the transitions have happened because channels or other brands then think about these channels to be combined together as a single entity. When it comes to the singular experience that we spoke about earlier also that look, there are these experiences that people don't want any kind of fragmentation. Absolutely right. There is a certain amount of frictionless experience that everybody expects today. If I order the pizza, I expect it to be delivered. If I order the cab, the cab has to be there, right? They're taking things for granted. When you have these kind of user models which are existing and brands have to work their way and their businesses around it, one needs to be cognizant of who is actually at Multichannel and why. And if they are transitioning to making it an Omnichannel experience, what is the value at that they're giving to different stakeholders who are touching this entire experience? Because it's not enough to say that, look, I have to move because everybody else is moving. Maybe you don't need to go the whole hog. Maybe you need to fix certain buckets which are actually causing a friction in the entire experience, right? And therefore a very healthy assessment of where the business stands, where the brand stands today, and therefore if you have to go down that path, what does it take to go down that route? It's becoming very important for us to ask these questions at the outset. In fact, if I could take a minute to quickly say, there is a certain framework that we follow at Wonderlab where we have a five ways approach where you first ask and get the aspiration clear. The alignment done for the entire organization and all the stakeholders who are concerned. Then you actually try and calibrate and get people to follow that because it's not a single team or a person's agenda. It's the organization's agenda. Then you activate the entire thing through pilots and then you analyze it. And when you complete this full cycle is when you are actually able to say that, look, are we going in the right direction? What kind of recalibration we need to do at different points of time, right? That's how I would think that one should calibrate between a multi and omnichannel. First and foremost, as a team, we got to assess the objective for omnichannel and what are we trying to achieve and what is the nature of the business, whether it's going offline to online or online to offline, and that changes the course completely, right? So, we started by saying it's the, you know, paths to value. So, how is it paths to value and value to home and how? If I may. Okay, I'm going to give you a real-life example for everyone to understand this. So, what happens is I saw an ad or I saw a communication from a retail brand. I'm taking retail for the time being. And it had a very tight communication. And I had multiple touch points, right? It was not only my Instagram account, it was offline as well. So, I moved to the offline store, right? And that's my offline touch point and I got the same experience there, right? Then I decided to purchase, right? When I made the purchase, everything from then was communicated to me proactively without instigating or reminding them or with a follow-up. So, they reminded me on my WhatsApp, they sent me an email, they connected me to the brand and this was basically a TV. So, all parties then became connected to me without me even lifting up a phone. I just had to make the payment. That was my job and to obviously select the product. Now, when I did this, my experience was so good. When I'm planning to purchase anything next, I know I will have to go and I would go to this retail outlet because it made my experience first of all seamless, hassle-free. And it was just beautiful, right? And obviously cost advantage comes into play. So, I was getting this at the same price that I was getting it at any other retail outlet. So, I made the choice. I think if the brand is listening, I think they should be ready with a discount voucher for him. You know that he's ready to do that. I think one interesting thing that lies in the word value, right? One needs to understand you're taking the entire ecosystem along. And again, I'll keep going back to the fact that we are going to consult brands to do this, right? So, we need to be very clear of the value definition for different stakeholders in the entire exercise. There are customers who are the reason why everything is being done and reorganized. Also, at the same time, there are internal stakeholders, employees, the front-line staff, etc. Who are again, whose definition of value has to be understood very clearly. So, when you are saying that, you know, what is the value, the part to value, it's also critical to define the value for whom and like you asked, right? Who is it for creating value for? And one has to get the entire clarity at the outset before embarking on these exercises of, you know, creating an omnichannel experience. There are value creation which will happen even for partners who are trying to create that. Like, we will give the example of, you know, that entire, you know, seamless touch points integrating one system with the other. So, that becomes the end result and how it will manifest itself. But if you look at the value creation for every stakeholder in the process, whether it is a technology partner, whether it is the distribution, whether it is even the supplier, etc., that definition has to be clear and it has to be understood singularly by everybody. Only then can one say that, you know, you are generally trying to create value. The part to value will come in because, yes, at a very simplified level, one would say that, I want to make my customer experience, but it comes at a cost, right? And capital is not available for you on tap. And if you keep that lens in mind, suddenly, you will rethink how you want to create value for customers if you aren't going down the path of, you know, this omnichannel. Because these things are fabulous, they are very intuitive when you think about it. But what people and typically what even Brandt underestimate is the kind of investments that are to go in. And lastly, but, you know, very clearly, there has to be a very clear commitment. Because when you are trying to create value, you are taking stakeholder capital. You are taking shareholder capital in some cases, right? You need to be accountable for that. So you need to have these things at the back of your mind before, you know, consulting and going down this road. That's what I would think. So that's, yes, please. So when you say about the value what it really gives us, the customer loyalty, that loyalty factor will make every customer to become a brand advocate. So they will be making your brand to be recommending for their families and friends. And that kind of value will be coming only because of omnichannel. Because when they have since that omnichannel experience and the seamless experience from a brand, they will for sure recommend that brand for other colleagues or maybe their friends and everything. This is interesting because what you're saying is loyalty, really, typically was considered as a separate subject, separate domain. We would talk about rewards, we would talk about many other things. But here with your experience, the seamless experience, we are creating loyalty here. That's what you're talking about. The retention factor comes back with the royalty. And so the customers want to come back to again and again and want to have that experience because they will be seeing that peak. Whenever I say that the memory of peak and will be much more, when you see about the excitement in something happened, you'll be so happy to realize that excitement again and again. So that peak and this water psychology sticks with this. Right. But with all these benefits, I would like to ask, what are the challenges really? Because you did mention, Jatin, that you have to ask so many questions. Making everyone to get connected and making the resource investment and everything seems to be the seamless factor. Investments like Jatin rightly mentioned, it's not a simple process. It's not a plug and play model. You think of it and you kind of implement it. It's not that simple. We were discussing this. There are multiple people who come into play if you want to deploy on the channel. It's not only a CMO's playbook. It's a business head. It's a CEO coming in. The CTO is coming in, making sure what is feasible, what is not. It's a huge time and money investment. I think the point to look at from a challenge point of view, I would put them into two spectrums, one and the functional challenges. On the other hand, there are human challenges. When you're trying to go down the path of creating an omnichannel experience. On the functional side, you'll have the hard questions to address. What kind of tech infrastructure do you have currently? What is the kind of data maturity you have in the organization at the outset? Is the industry ready for that kind of management of data and transitioning to a single source of truth? There are a lot of these hard questions which you have to ask on the functional side when you're looking at the challenges. Look at the other end of the spectrum when you're looking at the human challenges which are primarily related to adoption. A lot of times, and this I've seen in one of my previous experiences with the private sector bank, the internal organization has to be rallied behind that purpose. You have to understand very clearly why we are doing this. If you don't have the right kind of people to lead this change, it is likely to meet with a lot of failure and hiccups in execution. The second dimension to the human problem is also the kind of partners that you choose. There are a lot of things, and again, due respect to everybody trying to offer one-stop solutions, etc. A very brutal self-assessment is required. As a brand, am I really ready to take that investment, get these kind of partners who will genuinely guide me through the entire journey? I think if you were to put these things in perspective, the functional challenges, the human challenges, then derive a very clear and honest roadmap as to where can I really put my finger and say, these are my strengths and I can actually address this with these kind of partners. Let's face it, there's not going to be one partner. It is like Mehul said, there will be different talent, different stakeholders that you will bring together to deliver that experience. That helps you try and have a very honest assessment of your challenges and then you're ready to go in that direction. Also from a consumer perspective, we spoke about all the benefits and how seamless experience can lead to loyalty, purchase, all of that. But also today we know that we are intruded a lot more than before with continuous tracking and all of that. Do you see that as a challenge? I think the consumer today, nothing better than that. You're at a very different level, every brand in one way or the other is trying to make the consumer lazy. Least effort, maximum amount of convenience. Let's face it, that's what reality of life is today. But that's interesting, right? When you say lazy consumer, you're talking also of making life easy. And when you have to make it easy, you have to work very hard in the background to make that experience easy. And that's the, to my mind, the genesis of what Omnichannel would should really do. But let's look at the other side of what you're asking, right? It also leads to intrusion. Are there any don'ts is what I'm trying to understand? Correct. I think that don'ts would largely come from, you know, avoiding wastage and that requires a clear definition as to what are the things that we will not do as a brand, right? If you know the user is not looking... See, when, for example, if you have made some purchases in an Instagram, if you made a purchase of a jacket in Instagram, for a same person, if you're again showing the jacket ad, there is no use of showing that, right? Right. It is a kind of wastage where we can easily avoid that don't want to, what shouldn't be done is more focused on Omnichannel compared to what should be done. Oh, interesting. Yeah, I mean, see, from a customer standpoint, that intrusion is a fundamental problem for the generation now, right? I mean, that's, and I think so more and more awareness is there amongst the younger set of audience, definitely. When it comes to Omnichannel and intrusion to customers, it's not specific only to Omnichannel, right? It's a problem or digital, right? So, I mean, when you're, when you're devising Omnichannel strategy, I mean, the beauty of Omnichannel is the comms. I mean, if you can communicate in a way that it doesn't feel like intrusion, you've made it. So, yeah. I mean, that's... It would be a failure of the entire purpose of creating an Omnichannel experience if you're going to bombard it, bombard your prospect with something which is irrelevant. And that, again, becomes a useful metric, I would say, that, you know, whether you're to assess whether you've done the right things. Look, irrespective of whatever the brand might want to do, there is going to be some encroachment on data, right? I mean, that is a reality. The question really is then, how does the brand really then fortify itself when you're down the path of creating an Omnichannel experience to say that, no, this is where I draw the line. This is something which I will not process a brand. That data is available. In first-party data today, we know the kind of value it holds. If it is available from multiple sources, so be it. And the consumers are discerning. They understand where this comes from. But the brand shouldn't be seen as being somebody who's actively, you know, engineering that dissonance, I would say. That's something that we have to guard against. Right. Interesting. So, when it comes to actual execution of Omnichannel strategies, there, at the level of execution, do you see any red flags or any big challenges there from the execution point of view? When it comes... Yeah, yeah, no problem. So, see, execution-wise, the only thing is making it an automation becomes the biggest kind of a challenge which may go wrong. Sometimes it wouldn't be understood like what have been transformed from Multichannel to Omnichannel because whenever we say Omnichannel, many of them will get confused with Multichannel because most of the agencies in India will be operating Multichannel because that co-ordination between the teams will be just saying the same, right? So, it's not like understanding the journey in a much more better way. So, making that, we need to integrate automation in that process for making that automation. For sure, if we have done in not in a proper way, it may go in a wrong thing as beyond our control. It will burn more money in that. So, it will consume lots of time and we couldn't understand... So, time and money... Money will be burning on that ratio. Okay. As agencies, we work with brands and brands have multiple agencies for different purposes, right? Imagine all of them being on the same page. Can you just imagine that? I mean, that's a challenge, right? When you say about execution, you need to make sure all partners beat their internal comms to the cobcom to other agencies, main lines, social, so on and so forth. All of these guys need to be on the same page and I think that there is a challenge there. I mean, from an execution standpoint, it's very important across teams internally of the brand. Then external partners, they all need to be on the same page to make sure there's a journey which is being created in order to create value and there's a humongous amount of time being invested, obviously money being invested in anticipation of some sort of conversion and business value. If either of this fail, even one party fail, it's a domino effect. I think at the execution side, I would break it up into two parts, right? One at the side of the brand. It has to become the organization's agenda. And again, as partners who would consult brands to try and, you know, go down this journey, it is important to ensure that this is coming straight from the board down to the shop front. Because see, if there is a, if it becomes a department or a team's agenda, then typically it fails because there is not sufficient buying and wherewithal to push that through. That's point one. Point number two, if you look at it from the partner or the architects who are engineering this entire exercise, right? We need to be honest enough to call out, okay? At an execution stage, if we find that there is a deficiency, if we find that the, let's say the partners, the clients' teams are not trained or they're not adequately equipped enough to handle the omnichannel experience at different touch points, we need to be honest enough to call out. I think a lot of times, again, as a, I've been on both sides of the table as a client and as an agency, you know, partner, that honesty is required. Because if you're not brutally honest to point out that, right? At the time of execution, you will find that you become, then as an agency person, you become the, you know, person in the spotlight and say, why did you not call out earlier? And I think that's what any brand partner would expect. They would expect, you know, at the time of execution that you call out and you state the deficiencies. Solutions can be brought in. I was just coming to that, actually. So, therefore, we identified automation. We identified coming on the same page by multiple stakeholders. All of these challenges, right? Are there any practices that one can immediately pick up as to solve these challenges? Are there any practices that you, or hacks or tips that you can share? See, on a larger scale, no. I wish I had it all together. But, so the way, I mean, I'm telling my personal experience, the way we tackle things, so that it becomes universal for brands as well. So the way we start our planning process is to identify what the brand advantages. We identify what the consumer really is looking for in that category, not from the brand. And one of the most important identifications is what the category is doing all together. Sure. So this is the entire homework that goes into it. So once you have that homework, we boil down to a purpose, a strategic space, I would say. So that strategic space helps us say that any communication across any medium or any channel should be true to this singular promise. Right, right. Any examples? So let's kind of get into, let's get into some of the successful examples of omnichannel strategies being applied. Anybody want to go first? We did it for a hospital brand. Okay. So it's all about, like, we want to make the patients to realize about the brand, right? So what we did is, we even made them to book an appointment. Even after booking the appointment, we will be taking that, what kind of problems they are facing. They can be passed along in the email. And the same way, when it has been email dropped and it has been documented in a same with the social media campaign, for personally, they will be reaching them as well. Okay. So in that way, to give some kind of, what to say, even we can't say for the patients, we can do that, but we did it with some offers. Like, we will say that you can come up for the pre-consultation next time. Okay. In that way, it have correlated with the social media campaign. And it, again, made it up into the, like, repeat. Yeah. It has been taken in that forward. Okay. Okay. Good examples. I would not go brand specific, but I can cite from our industrial segment specific, you know, the narrative in the Indian market context. I think BFSI has really done phenomenally well, and they have really, you know, bridged the gap from where it started to where it is today. Healthcare is another good example, where again, like some of the examples that was cited, that even if it's a, you know, a simple ordering of a prescriptive medicine from where that value chain has moved on to try and then look at cross-sell, upsell, et cetera. That really is another good example. I would just call out one thing that, you know, when you're looking at success stories, look at what is that velocity that particular industry is facing. So if you have low value, high velocity situation, right, where multiple transactions, like banking, everyday transaction, you do it almost every day, right. Now points of failure are likely to be high, and customers expect that. That is where the beauty or the promise of omnichannel has to come through, that if he walks into a branch, the branch person should know exactly where the failure has happened, and they should be able to pick up the thread from there and resolve it. So I would think that the success stories are somewhere in these industries. There are a lot of examples, and I think there's nobody, and this is my personal opinion, nobody, I think, has cracked omnichannel in this country to its tourist form. It's a journey, right. You have to keep continuously improving it. Rigor is important to make sure that, you know, you don't let go of the agenda that you set for yourself, because if you're going to down this road, it's a path of no return. You can't abandon it one way, because you're doing a lot of disservice to everybody who's put money behind this money and effort and intention behind the journey, right. I would think that those are the things that one should look at when you're looking at success stories in the market. I have one example. I just want to cite that while Bobby and everything is happening, I think so Disney, I don't know how many of y'all have visited Disneyland or Disney World, the way they have built an experience, not the park itself, but from the time you enter or you decide that you want to go or attend or be a part of the Disney World, from there till the end moment, the way they have crafted their entire experience, that multiple touch points, the cons that they do, the benefit or the value that's created for the customers, it's amazing. I mean, that's an example and people can actually look out. I mean, they can search. They are, I feel, one of the best in building or understanding omnichannel as a part to value. So I'm going to combine one question which is about what are the key ingredients when we are talking about these success stories, what are the key ingredients you think really helped and also the matrix. So when we are calling something a success, what are the matrix that we are looking at when it comes to omnichannel? When you say about the matrix, when the obvious refund ratio has reduced, that is the biggest matrix. The return ratio reduced, that is the biggest matrix. And customer rate and satisfactory rate, if it has been increased, then we can say that is the metric. We can analyze that omnichannel is working out or not because the most it is related to the customer's end goal, we want to retain them and we want to make them satisfied to the goal. And this has been given with that and we analyze that, okay, this customer is giving lots of good reviews back to us without even asking and they are recommending us and that kind of thing will be a good analysis about that has been a good metric to analyze this. So it's much beyond say, it's also about the overall experience with reviews and all that. I would think in fact, actually the metrics have to be looked at in, again, two lenses, one of the hard operation, I mean functional metrics, right? You'll have the NPSS, you'll have the average order value increasing, the kind of churn rate that you're able to predict, et cetera. A lot of these metrics which you can use functionally to try and assess whether the entire journey of crossing over to an omnichannel has been a success or not a success, right? On the other hand, you have the biggest metric, right? Today, let's face it, brands are built on the basis of conversations. No longer is it about, you know, brand telling me who I am, no, it's about she telling me that, hey, you know what, I went to the restaurant, fantastic menu, go try. That's where the brand is being built. That is the biggest metric. If the conversations can go up, and the conversations are more positive than negative, I think you hit the nail on the head. And that is probably, to my mind, one of the biggest metrics that the brand should actually track for outside of all the functional metrics that you should ascribe to at each leg of the entire transition journey. Shout out to all the listening tools. Not only listening tools, but I think the success story is the fact that, look, the experience matters. Today, it is, I mean, just put hand to hand, and you'll see, you'll know what you're talking about. If you have recommended or if you have got a recommendation from somebody, the brand has already scored there. It's already scored there. So I think, Jatin, I mean, hit the nail on the head, mentions conversations, not only the online sphere, but also offline. So building on brand advocates in normal humans, like normal people who are watching for the brand, that's what is a good metric, apart from obviously retention, conversion, order value increase, views, engagement, so on and so forth. I have to ask this question from morning. I think it's come up in every discussion, but when it comes to future and the AI, what do you think, how is it going to play the role? The AI will save lots of time because you can't go hyper-personalization for every individual customer. What AI can support, and the AI and ML can do that, whatever the saving in time, it will be giving lots of exposure to reach it out to the right audience because it will measure about, commonly about what this customer want or that customer don't want. It will easily make it out. Humans, it will be so difficult to find it out in that way. I think with the advent of AI and the way it's getting all pervasive, a lot of the magic will happen in the mind reading. I think the more predictive way in which brands are able to understand, assess, and even forecast possible requirements as customers do that is going to be very interesting. As we talk right now, it is actually cutting across categories, cutting across industries and segments. Hence, any kind of algorithmic learning that can be brought back to improving, enhancing, or arresting any kind of dissonance in the customer experience will only make Omni Channel a far better proposition for brands to rely on. I think that's probably where it will go and get very, very interesting. Very intuitive, very predictive, that's what is... Both the points are basically predicting it will help us predict better and it will definitely help us personalize it far better. What about time saving? By the virtue of it, to manually personalize it is nearly impossible. But a machine learning, understanding, predicting, and hence personalizing. Because customer experience gets better if it's personalized, right? If it's common for all, it's not good. I mean, it's average, it's like, okay, it's up-killer. So that's, I mean, predicting and personalizing. Obviously, it will definitely save time, it will definitely create more value. That's about it. Questions? Any questions from the audience? It's a post-lunch session. I don't think so anyone has questions. If in case you do have any questions, you might want to raise your hand. We'll get a mic passed to you. If not, you can always continue with the tweeting. Do we have any further questions? I believe not. Okay, we do have, yes. You know, it's always good to ask twice. Yeah, absolutely. All right. Can we get a mic? Please pass since I committed. We had a mic. It's all about communicating, that's all. All right. Ma'am, your name from where you're from, so we get to know you better. Good afternoon. My name is Dempil. I represent QU Media. So one question, which was like, you know, what you have given in comparison between the multi-channel and omni-channel. So any takeaway which you can guide on the rural consumption on digital? Because it's very fragmented, you know. But for now, we are talking about 5G. It's just our surface level, I mean, our surface level announcement. But if you see the reality, the grassroots level, it's very, you know, it's very difficult for us to get a base, to understand what is the consumption pattern. Yeah. From the rural perspective. That is the major chunk where India is, you know, based in. So I'll start with the digital consumption part in rural. Exactly. It's definitely fragmented. Yes. That's why I think, so Jatin mentioned, you know, we need to be, first we need to understand who our consumer is and whether our organization is ready to understand whether, what path are we planning? Are we planning a path between analog to digital? Or we are saying digital to hyper-digital, right? Where omni-channel and multi-channel come to play. Yeah. So these are brands where we are targeting, right? We are targeting rural audience. We will always be in a multi-channel approach. Again, the reason being, the journey and the usage is not, the digital consumption is not penetrated that heavy in that, in those areas. That is the weak point of it. So designing anything like a campaign. So I basically am a network marketing lead for the channel, which is, which is catering to the rural audience, right? So every time I have to depend on the ATL, which is like a hybrid model, I can't say hybrid model. Correct. I have to do a deep dive. What is the digital consumption is? If I want to say I am unable to design any market campaigns there. Or maybe if I can, even if I design, it turns futile. Again, I mean, if you can understand the audience and the audience, main topics they talk about, which ties back to your brand. And again, I mean, it's, it's not that easy. I mean, it cannot be answered in one line. Yeah, I know. But you have to understand the audience to design a campaign or a narrative, which reaches out to them in a strategic manner. I think, if I could distil your question, Dipul, right? If you're trying to understand on the one hand, please correct my understanding if it's wrong. If you're saying that, look, I have a primarily rural audience and I need to understand how can I bring in omnichannel context of our conversation? Yes. How do I bring in that experience there and make it a good equalizer for them? And on the other hand, if I were to further distil your question, look, there is a way in which my audience will stay engaged given the kind of communication messages. Is that correct? Yes. Fair assessment? Yes. Okay. If that is the assessment, here is the way I would think, you know, one could look at this. If you're looking at inclusivity for that audience for giving the omnichannel experience, it's always back to the basics. It's about following your consumer. If you know your consumer inside out, if you have a very good understanding of who your consumer is, what are the habits, et cetera. It's the classic way of understanding marketing, which is still not out of the window, right? You should probably try and get that aspect right. Once you do that, right, use technology because it's a great level of which we all know today. The same YouTube, which was supposed to be the urban elite, it is now actually the first port of call for a lot of the rural folks who are using that for educating, empowering and entertaining them, right? Then you suddenly realize that, look, I mean, technology is no more that barrier. In fact, from a media point of view, you will be able to cherry pick the kind of messaging that you want to go after, the platform that you want to go after. In fact, if you were to go with a platform-first approach, right, you would say, okay, look, my audiences are primarily using, let's say, the short video apps and that's where the maximum engagement is happening. You may be able to tell your brand that, look, that probably is a better vehicle to connect with them. Get them to experience the brand through that medium. Then maybe you bring in influencers. Then maybe you bring in your, you know, content or what have you. But if you get that understanding correct, then you are actually using this entire wherewithal to your advantage. Now, the second part of your question, right, if I were to distill it, let's say that, look, communication messaging will make sense for, you know, talking to them. That's more of a communication problem to solve, but you will be able to at least be clear what not to do for those audiences, right? And that's probably, to my mind at least, that would be a good way to try and get clarity of thought before you go back to, you know, your client with a solution. And if you were to, I mean, work with the, you know, on the same side of the table, you'll understand that the client may be able to give you some more understanding as to who the audience is. But always, long story short, follow your consumer. I think that's the best. If I didn't doubt, ask the consumer. So that's still relevant. So it's a learning platform for me, just two minutes. Yeah, yeah, short input. So it's a learning platform for me, for example. So you are asking this question from GEO Center itself. It's a surprising, after GEO. Yes, after GEO also, there is a lot of shift in terms of, you know, consumption, especially the kind of EG's that we are targeting to. So yes, there are do's and don'ts and there are ifs and buts to it. Yes, I mean, thank you for your... Before this turns out to be a fireside chat. I might have to intervene. I'm just kidding. Jokes apart. Do we have... Thank you so much, Dimple, for your question on that. Do we have any further question? Maybe one more we can take. Otherwise, we'll have to wrap it up. Just giving a fair chance to everyone. All right. Okay, that says it all. Thank you so much to our incredible panel. Let's give them a warm, warm round of applause. Thank you, Anjali, for curating it so wonderfully.