 Well, with this, it is time for me to move on to our next panel discussion. Well, the consumer presence across multiple touch points has highlighted the importance of omni-channel marketing with the focus on the integration of branding, messaging and online and offline touch points. The challenge for marketers in this scenario as consumers move down the sales funnel is enabling a seamless customer experience. While discussing this further on the topic, we're looking at winning brand trust in omni-first world is our next panel discussion. Well, with this, I'd like to welcome our session chair Vivek Pargava, co-founder of ProfitFear and also our panelist Deepak Krishnan, director of marketing category loyalty and digital Tata Starbucks. We've got Mohit Rathee, AVP growth and marketing portal. We've got Sridhar Harihara Subramanian, lead senior director of digital experience solutions, Salesforce India. We've got Somasri Bose Avasti, the CMO of Goathridge Consumer Products Limited. And we've got Whippin Nair, CMO of Malabar Gold and Diamonds. Well, with this, I'd like to warmly welcome all our esteemed panelists. Thank you for joining us. And it's so great to have the insights all this while so far from all our leaders. And I'm looking forward to our session chair, Vivek, to take for this mammoth task of now curating this wonderful panel discussion, which we've been waiting for. So Vivek, firstly, thank you so much for your time and agreeing to be the session chair. It is time for you to take your expertise forth with your panel. Thank you. Over to you. Thanks, Babna. This is a very exciting panel and very much need of the hour. So what we're going to do is that we're going to just ask all the panelists to give about a two minute monologue on what they take on the topic is. And then we can go into a discussion and question answers. So maybe the way I can see it on my screen. We start with you Whippin, your take on the topic. Thank you. Thank you so much. Thank you, Vivek. First of all, thank you so much for having me over here. It's a great honor to be part of this event and speak to such an eligible audience. So I think when you talk about brand trust in the jewelry space, as all of you might imagine, trust is integral to doing business. You know, jewelry in India has not been something that has just had ornamental value, but it also has financial value. You know, it's a wearable investment. And it also comes with a deep sense of heritage, culture, your family influence. A lot of this has an influence on the jewelry that you purchase. And gaining consumer conference, therefore, you will see is at the heart of all communication from all the brands. And I think sustaining a successful business in the jewelry space, you cannot do it without having a great amount of consumer conference. This is also borne out by a number of consumer research studies that we've done over the years. And each and every one of them trust is the biggest driver of consumer preference for any brand. And I think in the jewelry industry, it's also the other thing that we have to keep in mind is that at various points of time, jewelry plays a very vital role at various occasions in our life, from the birth of a child to the time that you get married to small events and occasions like birthdays and anniversaries. Jewelry is a part and parcel of all of that. So what you have in the jewelry space is that the combination of these factors that is the milestones in life are signified by jewelry. Secondly, the high share of disposable income that it commands in how a family spends its money or saves its money for that matter. And the fact that it's a financial asset that can sustain you in bad times, this ensures that building trust and related communication becomes paramount in the scheme of things. And I think there is absolutely, if you look at any brand, you rank them from top to bottom, you'll find that there is a direct correlation between the brand, how the brand is performed on the sale front, and also how the amounts of trust that they have been able to evoke in the minds of customers. So I think as far as Malabar is concerned, I think our communication, a lot of it is centered around driving trust-related communication and addressing various consumer pain points, which are barriers to having this trust. Absolutely, Beppin. I think basically India is one of the largest consumption countries of gold in the world. And also my own personal example, if I invest in different companies as an angel investor or I invest in mutual funds or anything else, my wife has no problems of me selling it whenever I want. But if I bought gold, then it has to be kept for the rainy day. And that's the integral part of our culture, that I think plays a very important role and what Malabar has done in the communication field of trust towards this yellow commodity is just phenomenal. So, awesome. Over to you, Deepa. I would love to have your take on the topic. Hey, good evening. We are Harvey Bacon. Good evening to everybody who's tuning in. Welcome to Starbucks. As we always say when you come into our stores. You know, so I'd like to start with what the vision of the brand is for Tata Starbucks. It's about inspiring and nurturing the human spirit, one person, one cup, one neighborhood at a time. And I think it's pretty simple. To my mind, whatever you do irrespective of the various touch points that you have, you have to stay true to your vision. So you can't have a different manifesto for Omnichannel and another kind of manifesto for the offline. Therefore, Omnichannel or digital is just another medium through which you communicate the same values that your brand stands for. And that's the way we kind of look at it. So for us, it's about ensuring that you're there at every touch point that the customer wants you to be in. But making sure you don't lose the essence of your brand, whether it's digital or offline. So for us, the challenge is how do you translate the offline experience online? And, you know, maybe I'll talk about that a little more. And I'd also like to say that, you know, probably end with a quote by Maya Angelou, the famous African-American poet once said that people may forget what you said to them or did for them, but they'll never forget how you made them feel. And I think iconic brands make you feel special in each and every interaction. So it's not really about trying to purposefully build a certain, you know, feeling with the customer. It goes back to your vision and translating that across all touch points. Thanks, Deepa. So I'll share a personal experience today. So I had a cold brew from Starbucks on my way from Delhi. And very interesting thing happened, right? So when I went to the Delhi airport, every time it got logged off my app. So the person who was serving me the coffee, he said, what you do is just take a photograph of the QR code and store it. So you need the app all the time to log in and then pay from the app. So I found it very fascinating that a person who's serving me in a physical outlet is giving me an advice that actually solved my problem for the rest of my life, right? Because I can just keep the stored image and I can always scan it and order coffee. So it's a wonderful experience dealing with brands like Starbucks on a day-to-day basis. And that's what I'm talking about Omnichal actually means that even the physical person who's serving you coffee can give you advice. And I'm supposed to be digitally literate. And still, I didn't know this could be done and it would solve my problem. So you're absolutely right because at the end of the day, it boils down to connections, right? Many times we forget that digital experiences are also about connections. And I think the example that you gave wonderfully illustrates that point. Absolutely. So over to you so much. We would love to have your views. Hi everyone. And thank you so much for having me over here. Well, Godrej, as you would always, you would always be aware, has been touching consumer lives across whether it's Almira's locks, etc., right up to every personal care item, to hair colors, to hand washes, to everything that can be there. And yes, this is one brand that has always stood for trust and a trust which has been delivered by the consistency of the quality that has been delivered by the brand throughout, right? The real, real key to the consistent growth that we have seen has actually, and being relevant to the consumer, remaining relevant to the consumer has really been about keeping the ears to the ground to listen to the consumers, understand their changing needs, and then cater to those needs. And when you do that in the best possible way to the consumer with the best quality, with the best price, etc., served, that's when people start trusting your brand, right? So if I have to give an example over here, one of the best ones and the most renowned brand that all of you would at any point of time have used in your lifetime would be Goodnight, right? Goodnight, if you think about it, right from our childhood days where we used Mats to evolving to liquid vaporizer where we as a company innovated and brought in the power booster switch when we heard consumers saying that, hey, refills are great, but then during the evening when there is a lot of mosquitoes, actually nothing works. So we made the machine with a switch where you can turn it off when mosquitoes are a lot. Now that was just the starting point and after that a plethora of innovations. You know the most interesting one was actually massifying a benefit of how you can protect yourself against mosquitoes at just one rupee by burning a paper, a jumbo fast card. You just burn a paper and you get relief from mosquitoes. So some of these innovations which have not been brought home, not just been brought home, but brought home at a price that consumers can afford. The best, best example that we have is first of its kind in the world, was actually in the last two years when the world needed and actually the importance of hygiene really came up and that's when we came up with hand wash which was, you know, a powder form which you mix with water and becomes the hand wash. What was the benefit of this was hand washes when people needed it across the strata, across rural villages, but they couldn't afford it. This particular world-class innovation ensured that it came at only 15 rupees which is less than one-third the price. So these were the kind of innovations which actually build the brand trust because you're bringing in the benefit that consumers really needed at that point of time. But is it only about massifying though? I mean, we are all aware that, you know, all products are now omnipresent omnichannel and hence how do we cater to the needs of even the premium consumers? So in fact, we also, Godrej, I would say, actually capitalizes on these opportunities really well. So we have specific innovations which are meant only e-commerce as a channel, a premium kind of air freshener which you can operate through your mobile phone. So our AirSmartmatic, it's a premium product and you can control the spraying with just a mobile phone and this is meant for the consumers who are willing to pay that premium, customize to their needs. So yes, these are the kind of things which as you, you know, keep listening to your consumers and their needs, you keep on providing them, keep on serving the consumers, listen to them, keep being relevant and keep building the trust on the product. Thanks, Sureshi. May I request all the panelists to just keep themselves on mute when they're not speaking? So I share with you, Sureshi, one of the examples I had worked with Godrej almost 20 years ago for Real Good Chicken and they were the first ones to let us innovate on, there were certain myths about, you know, frozen chicken and something which is fresh and we had built this thing called midbuster. So all our ideas, I think Godrej was the most receptive for implementing those ideas and that's what makes Godrej a very innovative company and even 20 years back they were willing to innovate on digital, which is great for small agencies like us in those days to sort of get our ideas across to brands. What do you, Sridhar, would love to have your news? Yeah, thanks Vivek and good afternoon everyone. It's great to be here along with all my esteemed panelists. It's already been a very interesting discussion just with the opening remarks and I'm happy that we're discussing this extremely relevant topic of trust, especially in this digital age. So I work for Salesforce, which is known as a leader in the CRM space, but let me tell you, trust is our number one value. It's something that we published and all employees are required to know at least what our four values are, but our number one value is trust and we obviously take it very seriously and being in the business of helping our clients manage customer relationships, I think we've learned a thing or two about the importance of trust in maintaining and nurturing those relationships with customers over time. How do you build those intimate relationships so that ultimately, the business of delivering great customer experiences can actually be possible? But coming back to trust itself, I think I look at it as a sort of what I call a suitcase word. I think it has multiple facets to it. It has connotations about privacy, integrity, transparency, and so on. And all of them ultimately make a presence. Some of the panelists have also pointed about that ground level connection that the associate has with the consumer and the innovative products and so on and so forth. So I feel that trust is absolutely paramount. And consumers today, I think they expect a great deal of personalization, especially from any of the brands that are represented on this panel. But I think they also want companies to know them, to serve them, to help them, to engage with them. But I think they also understand that there is a value exchange that they have to get into with the company. If I part with some data with you and if I know that you're going to use that data to do something meaningful and that is going to result in some insight that you will gain and deliver a better experience to me, consumers are more than happy to provide that information to you. So I think it's really up to the companies and the brands to sort of understand what that value exchange is for their specific set of consumers and use that data in an appropriate manner. And I think companies who've done that consistently over time, they are the ones who really went out. And many of them are again, as I say, represented on this panel. And I think iconic companies, they figure out a way. I mean, they're not iconic for any of the reason other than the fact that they're long lasting, they're really trusted, they're popular, they're beloved brands. But I think at the heart of all that is again, the value of trust that they've established with their consumers. And the extension to that, of course, is that it's not just about gaining more sales or improving the lifetime value of those consumers. I think they also become brand advocates and loyalists and evangelists for your brand. And I think the value of that, I'm sure all of you know, is much more than just the pure monetary value that is resulted in buying your products and services. So I do believe that trust is at the heart of it. And we, of course, in Salesforce, we try to put trust in every one of our products. It is designed around how trust is earned and respected and value. And because a lot of companies are trusting their mission critical data with us. And therefore, we have to, there are really no two ways about it. We have to protect it and we have to ensure that it is used appropriately. And we give back customers what they're looking for from us. So thanks. Yeah, that's that would be absolutely sheer. I think when you were talking, I realized that the trust that a consumer or a brand has even with their banking system, the trust with Salesforce has to be even much more. Because the thing is, if something gets compromised that you only lose some money in the bank. But when you're talking about customers, you'll lose everything that the company stands for. So I can imagine how much trust plays a role in the success of building the iconic brand called Salesforce. Over to you Mohit. Love to have you. Thanks, Vick. First of all, thank you for inviting me to this discussion. Great to be part of such an esteemed man. So amongst all the brand that we have spoken about Porter is one of the youngest brands, right? And we started about seven years back. And it's only in the last couple of years that, you know, we have really grown and expanded. So, you know, one of the values internally that we have at Porter is integrity we have five values and that's something that we really hold very close to the heart. When Porter started, the whole ecosystem of the interest in logistics itself was deficit. There was a lot of trust deficit, right? I mean, there was no other platform which really existed in that a partner or in our case, a driver partner that did not use to get money on time. Custom would not know whether the goods will get delivered on time when there was no one uniform platform of sorts, which would deliver goods from one place to another in such a seamless manner, right? So we had to do a lot of work on that side in order to, you know, solve for that trust that we will be able to deliver it. One of the motto internally now is that whatever is the delivery, whatever come is the delivery will do it, right? I mean, that's the motive that we live with, whether it's a small thing, whether it's as small as a piece of paper to as large as, you know, you're shifting your complete house, we do everything, right? And the reason we have been able to do it, and I mean, some of it is already been highlighted by a lot of panels, remember here is that by listening to the consumers, right? And in my mind, whether it's an omni channel or when there's a single channel, right? I mean, the basics remain the same, right? You go back to your testimony, you listen to them, you understand what is it that they are trying to say, and you solve for that, right? And once you're able to do it consistently, you deliver your promise, right? What you say and what you deliver actually, you are able to match it consistently over a period of time, right? Is when you are able to actually build that trust. So, you know, in my mind, that's the most central piece is, of course, there are other nuances to it, right? Like, how do you do with data? How are you able to personalize it? What is the kind of innovation that you're able to do? All of these do play an important role, but, you know, be able to deliver for what the customer is asking for, what really is the need and be able to do it consistently is what, in my mind, has helped us and is able to solve for the trust. So, also, Mohit, not only Porto is the youngest company, but you seem to be the youngest panelist in this group also. And I think what you said is so right that trust, in Porto's case, let's say, helping somebody move a house, it's not the cup that broke, but there's so many emotions attached to that cup that it's impossible to know the value of it. So, it's very, very critical that a brand like Porto delivers that trust. So, I'll just give you my two lines. For me, trust is always been a product and basically says that a great product does not need advertising. And we can say that about the first iPhone required no advertising and iPhone 13 requires blustering all over the country and all over the world. But more importantly, I think what I look at it is that Omnicholas is about trust about every single interaction that you have. What I give an example with Starbucks or some of the examples we see, there's one interesting experiment I wanted to run that let's say you cut the sofa and the reception of a big company and the CEO is going to walk in, make sure the form is coming out, etc. Somebody is going to get fired. But if the similar experience a consumer has on the website or on the app, I'm not sure the CEO or the board has the same reaction. And it's quite interesting to know I was talking to somebody, there probably hardly any companies that have people who are moving its age in the board. So, I think the average age of a board in India would be 55 plus. There's not a single 35 year old person. So, you're building a sort of omni-channel company, then I think diversity on the board also is probably a very important part. And I always believe that special treatment needs to be given to certain customers, even though we would like to give the same experience for everybody else, but 20% of customers give us 90% of profits. So, understanding the cycle of the customers and making sure that the journey is like the airlines do it very well. So, it's Rajesh Jain talks about this velvet rope marketing where a velvet rope needs to be given to them. And I think understanding that in the web 3.0 world is going to get more and more critical. So, the way I look at it is that I think the organizers are shifting because web 2.0 is becoming a 3.0. We are talking about not digital marketing anymore, but Shridha mentioned digital age, we're living in a digital age. And I think we have this wonderful panel today who's going to share experience in case studies, how their organizations have been able to make this transition and build trust in the omni-channel world. So, I'm looking forward to this exciting discussion today. We're going to start off with you Shridha. I think the biggest challenge a lot of brands face is that how do you build this 360-degree experience across all the channels for customers. And I think Salesforce has definitely been a person who has a company that has provided solutions in this space who would love to know your thoughts on the topic. Yeah, we absolutely believe that having a 360-degree view of the customer is actually fundamental to delivering great experiences. But more importantly, in this sort of digital world, there are a plethora of touch points and channels that the customer has adopted. And that makes the job even more difficult. And therefore, really having a holistic view of the customer becomes really very crucial to delivering those experiences. And the problem of course is that the number of channels keep increasing every day and customers are tech savvy and they sort of start adopting these things with respect to what delivers benefit to them. If I want to know the status of an order, why do I need to call a contact center, some 800 number and wait for 10 minutes when I can just open up my WhatsApp on my phone and press the order number ID or something and get a response? That's all I want to know. Where is it? And again, consumers have really figured out what works best for them. And of course, given all the technological innovations that are happening around us, they have plenty of choices. So the challenge for I think brands and companies is really that they have to be omnipresent. They really have no other choice, unfortunately. And that omnipresence means that they need to be wherever their customers want them to be. It's as simple as that. And therefore, it is essential for you to be there so that you can understand who they are, you can get to know them better, you can serve them, you can engage with them and so on and so forth. But let me just sort of describe how we do this in Salesforce with a sort of real world example. We are proud to really partner with Titan, which is India's obviously most iconic and household names. And what we've been doing for the last couple of years with them is to actually establish a unified sort of a customer engagement platform with them. What it means is that ultimately when rolled out, this is in about 350 stores across the network, but ultimately, this will be available in every single store of every Titan brand. It could be punished, it could be fast track and so on and so forth. And anytime a prospect or a customer walks into a Titan store, a relationship officer is going to collect some basic KYC type of data into that Salesforce platform. There is actually an application that we've built and which will be on an iPad and they will collect that information. And then once that sort of journey starts with that customer, all kinds of interactions and responses, maybe the customer may have called you to say, I want to cancel an order, they had a problem with something, they want to return it, exchange it or they had an inquiry, any kind of interaction with that brand ultimately will get recorded and will find its way into this heart of this platform, which is essentially nothing but a customer data platform. So this will essentially start becoming that single view of customer or what we create as a golden record of the customer because you could have different personas, you could be Vivek B on Facebook and Vivek Bargo on LinkedIn and something else on Twitter, but we know that ultimately, you are the same person. So using AI and other fuzzy logic type of stuff, we essentially rationalize it and make sure that all that information is consolidated into a compact form in that data platform. And then that data is then made available to anybody in the company that needs it. You could be a marketing person designing the next promotion, you could be an e-commerce merchandising manager trying to look at what kind of audiences I want to target, you could be a customer service person trying to resolve a problem. But ultimately, even though you look at it from your own business's lens, you're looking at that customer with exactly the same information that everybody else has access to. So this essentially makes it easier for the brands or the companies to hopefully put up a single phase of that brand because that's what consumers want. I don't care whether I go to your store, I bought online, I would want to be able to return it to the store. I don't care whether you belong to a different function and they belong to a different business unit, consumers don't care about that. And I think that's what we enable. And of course, we work with a lot of other companies, but this is just a simple way of explaining how that 360 view is achieved. And that of course has yielded a lot of great benefits to Titan as a brand as well in delivering those experiences where the lines between physical and digital are really blurring today. And I think this becomes a very fundamental capability that a lot of companies will require. Absolutely, Shridhar. And for the benefit of the audience, I'm joyful Vivek on Instagram. So actually what you were saying and I was just thinking about it, I think not only for Titan as a brand, but I think this kind of a single customer view of all the customers actually can help the larger group also because for a person to expand to new businesses, what happens is all this data can come together and they can launch new businesses more effectively if they are able to capture the single view of the customer. So I think I'm sure that just as a larger group itself, they must be getting a lot of benefit for what Salesforce has done for them. So next, what do you, Deepa? I think Starbucks has had sort of a very awesome transition from an offline world to an online channel world pre-COVID to post-COVID, but I think we'd love to hear about the journey and how Starbucks has done this so effectively. Sure, Vivek. So I think Starbucks was one of the brands which pioneered the third place concept. The third place is that place which is not your home, not your office, but another place where you can be the best version of yourself, think, ideate, meet friends, go out on a date with somebody, etc. And therefore, for a brand like us, when COVID struck, we had to really make agile shifts to be where the customer wanted us to be. And we then said that we have to embrace and actually establish our leadership in the fourth place as well, which is digital. So how did we do that? I think one of the big things was customers said, can you self-coffee at home and give us the same experience at home that we have in stores? So we actually ramped up our delivery operations, we invested in new packaging, and the movement has been significant. Pre-COVID delivery was about 45% of our business. Today, it is anywhere between 15 to 17% of our business. And we made sure that we were able to give the same experience in terms of fantastic product quality, customization, personalization, etc. The other example is a snippet of what you experienced. We have something called mobile order and pay, where you can order your beverage around 100 meters to store, place your order in 10 minutes, go and pick it up without even having to wait in the line. So various ways in which you can just enable the customer to have a fantastic experience, contactless ordering, and that's I think what you witnessed in one of the stores that you talked about today. Things like having our merchandise, which is again a great way for customers to show their love for the brand, experience their fandom. We were very strongly present on e-commerce during the pandemic and present on multiple platforms. So today, if you're living in Patna and you don't have a Starbucks store there, you can actually have our merchandise delivered to you. And also formats. So we in fact launched our first drive-thru in Zirakpur near Chandigarh during the pandemic. So a lot of changes happened in the organization to be really where the customer wanted us to be. It also mandated changes in products. So some of the things that we did was ensure that we had subscription models for coffee, so we could have the favorite Kenya or India State blend or Sumatra delivered to you at home. It also meant that our beverages had different formats that we offered them in. We started offering beverages in one liter packages so that you can have it with your family instead of coming to the store for one beverage a day. So it meant that we had to make a lot of these changes. But I want to say that fundamentally we made sure that the Starbucks experience translated and remain the same across. Now, I'll give you a couple of examples of how we did that. On delivery, for example, we made sure we had personalized notes from our barista. So if you're a cold brew fan, you know, a barista knows if you were always like cold brew, there'd be a special message from the barista to you and also, you know, urging you to stay safe during the pandemic, during the height of the pandemic. And also on social media, it was so important to have that sense of connection alive. There was a point in 2020 where for three months our stores were completely shut. Customers couldn't come to our store, they were really hankering for that, for their coffee, for the, you know, the chance to meet people in the store, the chance to interact with baristas. And we started an entire campaign called Reconnect with Starbucks, where we had personalized voice messages dropped into the DMs of our customers calling out their name and calling out the name of their favorite beverage. So an iconic offline ritual when you walk into a store, you have a tall cold brew for the week, was something which they popped into your DM and that's how we kept the connection alive. So it was something just to sum up, I'd say it made us rethink about formats, product, made us rethink also about the way we connected with our customer on social. And all of this thing has had an interesting flip side to it as well, which is that our offline sales today is so strong because we didn't let that connection slip up during these last two years. Actually Deepa, by the way, I'm not a tall cold brew guy, I'm a venti tall cold brew. More party, more party. But you know, the interesting part is like I live in this building called Chetanathars, we actually had a Starbucks for a day during the weekend. And it was so awesome that all the building members got together, we had coffee together and a lot of people we had not met for months. So it was just an amazing thought process that is just not may not be commercially that viable, but it was just that we were able to all get together and Starbucks came to us and it was an awesome experience. And I think also the choice, because like I like cold brew with my daughter is crazy word strawberry frappuccino. And the thing is that almost all the generations are getting exposed to it. And I love this idea of actually going into a building with Starbucks and allowing us to meet our friends again. So next question, what do you Mohit, I think sort of Porter has used data and customer insights to grow their business. Would you love to share like understand what stories and case studies you have, how Porter has been able to do this successfully? So Porter is a tech first business. So we really generate a lot of billions of data points every day and we store all of them in a lot of what we do is basically being driven by this powerful data engine that we have been able to build internally over the period of time. So we'll give you a couple of examples quickly as to how we have used this data. So for example, when the pandemic hit us and everybody would remember that there was no, there was complete lockdown in India and there was no goods movement which was happening. For a business like us, it could be a very difficult situation to be in because you end up in the business of delivering goods. But then we went back to the desk, collected a lot of data internally, met a lot of customers, phone, zoom and all of that. And understood that what has happened is that a new kind of requirement has come up wherein delivery to home is not now relevant only for let's say this week he's a matter of the Amazon Flipkart of the world, right? I mean, everybody is now delivering to home. And of course, this was this, this data was done over surveys and couple of other data point that we were seeing internally in terms of how the orders is moving, how the sessions are moving and all of that. And then we put all of this together and we realized that there is a need to actually launch a new category altogether. So earlier Porter till 2020 was only a trucking company. We used to move goods from one place to another using the trucks that we had, right? But then with that insight, we realized that delivery to home or micro movement of goods have also become very important. And that is the time when we started to think about seriously getting into the two wheeler business as well because the micro movement has become important, right? I did not touch up on the micro movement element, but what was happening at that time was that a lot of people, the buying power had gone down and people were purchasing goods in a smaller volume. And hence the whole idea of micro movement also came in. So with the micro movement and the home delivery coming in, we realized that there is an opportunity to launch an entire two wheeler offering. And that is when we came up with the two wheeler offering with all of these two together. And it has been one of the best success stories that we have had in so far right now. Two wheeler commands, a fairly large share of our revenue. And to be able to do that in one and a half year has been a critical success story for us. And what it has also done is we have been talking about the brand trust, right? I mean, when earlier Porter was synonymous with just the trucks, now people have realized over that period of time that we just don't do trucks, we are able to move goods from one place to another, whatever it may be at the right cost. Another story again is an insight that, when we were again mining our data, we realized that, hey, a lot of our users are actually using trucks for moving their houses, right? And it's not really a very seamless experience for them. Because a lot of people are not really, especially in India, not open to the DIY kind of concept right where you're booking a truck and you just load your goods and you move from one place to another. So we realized that a lot of people actually want to move their entire house and don't want to really do it by themselves, which was earlier the case because they had to just do all the loading and loading by themselves, right? And that is the time when we realized that there's an opportunity to build a whole platform of sorts, which is when we launched our Packers and Movers offering as well. Now with Porter Packers and Movers offering, of course, they were always the large players of the world, the Agarwal, the Leo and all of them, but they were at super expensive. So now with Porter Packers and Movers, you can actually just shift your house in 5000 rupees within the city, right? That's how easy it is. And it's really about just going on the app, just entering few of the details and doing it. And within a day or two, I mean, we are able to shift your house in as less than three hours. If you give us a request in the morning, we'll shift your house in the evening. That's how fast we have become over the period of time. So all of this has happened because of the, and I can go on and on with multiple stories of sorts as to how we have used the data to kind of really bring things together to deliver a seamless customer experience and to be able, have been able to build that brand crest of sorts that we are becoming synonymous with the logistics now. But these are some of the examples and how we have continuously mined data to launch new offerings, grow the business, deliver better customer experience and so on and so forth. I think Mohit, you've elaborated a very important point that consumers are giving us data, but a lot of companies are not fast enough to react. So understanding what the consumer needs and reacting quickly and whether it's going to be leaders or moving homes like you mentioned 500 rupees. I shifted from the sixth floor to the second floor and the amount of stress that I went through in this shift. If it could be done for less than 500 rupees, I would have done it myself from just one floor to the other floor because there's a shifting process. You'll be so careful because you can get sort of reminded about all the things you did wrong in that shifting process. So I think this would have been a wonderful experience if I had known about it earlier. So what do you so much, I think Godrej has built one of the most trusted brands and continue to maintain that trust for almost 100 plus years. So we'd love to know what goes into the minds of the culture of the organization to maintain and sort of build on this trust. So as I said, I mean right in the beginning that keeping the years to the ground is the most important skill that we have to have and we ensure that all the ideas, the cycle from the product idea to actual execution to the ground is not a huge time taking cycle. Just to give you an example, during COVID, as I said, we had innovations coming up and new product launches. Within three months, we actually had launched around 40 SKUs. Now any FMCG company you ask, I mean launching that kind of just one product will take you that kind of time. So it just speaks volumes about the capability that Godrej as a company has. Be it understanding the consumer need, be it having an R&D backup who can actually deliver on the proper quality of the product at the price, be it our supply chain, which actually has the capacity to garner that kind of product or the relations where they can get into P2P. So agility in our case is extreme key across functions. The second thing is, I mean, we encourage our team members to be constantly and it's across functions that they have to constantly keep going to the market. They have to constantly keep speaking to the consumers across props trader, keep speaking to the retailers. And some of the most amazing intelligent insights have actually come from consumers and retailers because retailers are actually the people who constantly interact with consumers. And the first place where you get to know whether things are working or not or if there's a need gap actually is when you get the time to have that discussion with the retailers. So some of these things are the ones that we really, really follow. The other virtue that Godrej has is uncompromising quality. For example, I mean, in times like this, when there is super amount of inflation, be it crude, be it oil prices, and most of the products are using these as raw material. Even at this time, there is zero compromise on quality. Even if it means that the profit, for a short period of time, you have to take a hit or you have to pass on some level of cost to the consumer. That is something that has been held true. And for the last 100 years, we have ensured that there has been no compromise on the quality and which is the reason why the trust is built. Absolutely. And I think so she's like the example that he gave of launching something which is one third the price, it could have easily been half the price and you would have obviously made more profit. But at that point and the need of the R was hygiene, it was something to do with helping the country. And I think for brands to maintain their level of trust, they have to feel that the brand is going out of the way to help them. And I think launching something at one third the price is a clear demonstration of how you build trust with consumers. Sorry, I just wanted to add that just to tell you the kind of quality we stand for, the synthol that you saw with Vinod Khanna on the horseback, that particular soap that you had, the quality then and quality now after so many years is absolutely the same. And yes, completely agree. I mean, for us, it's more important to serve the consumers at the price that they can afford it and go deep into the pop straighter. That is most important for us. Although I remember it as PT Sinta rather than Vinod Khanna. Oh, that's because you are jealous. Okay, so Ritika Simran, one quick thing. I do have a list of questions, but is there any questions on the audience keeping in time in mind? We would love to cover some of the audience questions, but I can continue with my questions. Oh, you can continue with your questions while we look at the chat report and get to the questions from the audience. So Sita, I think the world is moving to Web 3.0 and I think it's going to impact the world of advertising, marketing, even the Omni channel very, very if it like sort of exponentially in the very, very near future. Would love to know what initiatives Salesforce is taking in this Web 3.0 world? Yeah, Web 3.0 is definitely the new shiny object in the tech world. But before we get into the details, I just want to establish a basic definition, which is think of Web 3.0 as a decentralized internet essentially built on the foundation of blockchain. So that's a very simple way of looking at what Web 3.0 could be. So this obviously opens up lots of possibilities, new forms of ownership of data and content. Content creators will own the IP and they will get to actually realize revenue even in secondary sales and so on. There are going to be new forms of collaboration because it is decentralized by definition. Hopefully it will not be just controlled by two or three large tech behemoths as we see today in the Web 2 world. So we'll see how that goes, which means that there's got to be a lot of collaboration that will happen between different parties and entities and so forth. It also provides very exciting perpetual revenue possibilities, especially for content and IP creators because of the fact that it is more easy to establish who owns the content and whoever has a transaction on that content is going to get paid because of the smart contracts that are going to enforce these rules on Web 3. And there is also this very interesting concept of digital scarcity. That is a big problem in Web 2. I can create a painting or something and there are just myriad ways to, with all the protection that you can put in, you can still copy it, you can abuse it and so on and so forth, whereas it's going to be a lot more harder to do it on Web 3 and therefore that scarcity is what is actually going to drive the demand for certain products and so forth. So those are some very exciting possibilities. We're already aware of some very well-known things that are coming up. Obviously, cryptocurrency is one that's getting a lot of attention. NFTs is again really big today. Metaverse is again becoming very popular, but there are also other things like for example, a DAO or a decentralized autonomous organization, which is essentially an organization that is built by a community of people with a common purpose. So they all get together and say, I'm passionate about a particular topic and they establish certain rules and it's controlled really by the community, not by one single corporation as we see today. And then the extension of that is what we call as DApps or DApps sometimes, which are decentralized apps, which is nothing but a UI, but it's run on a smart contract and a blockchain foundation. So all of these things are exciting and it's spawning a lot of new opportunities, new revenue models. A couple of interesting examples that I can point out is what Nike did. They're very active in this web 3 space. They've actually acquired a virtual sneaker band called, it's actually spelt as RTFKT, like artifact. And it's just nothing but a community of people who are passionate about whom we call as sneaker heads. And they're actually going to design a sneaker for Nike. So that's something that they're doing already. And then Time Magazine is another good example. They dropped a set of NFTs in partnership with a company or a program called the Robotos, which is nothing but an animated TV program with lots of robot characters. But they took those characters and created digital twins of them and have made them available to the larger public who are all raging fans of this particular show. So lots of different ways of earning money and so forth. But I guess it also benefits the creators of this IP and content. Now coming to Safeway, we look at this as a logical extension to all the digital transformation work that we are already doing in the current web 2 world, if you will. We're just going to extend that to the customer verse. We understand that new customer identities will emerge. So going back to what I was saying earlier about the customer data platform, an NFT backed or a web 3 backed identity could become that universal or master ID for customers. So that could become an umbrella ID for your web 2 IDs or logins and profiles as well as web 3. But once I get connection to that web 3 ID, then it opens up all these other possibilities. So we are trying to incorporate that into some of our products. And then we also have a trailblazer community, which is an ecosystem of developers and other people who work on the Salesforce platform. And nothing could be better than a web 3 centric community because this is a true community. The only difference is that Salesforce as a company owns that brand or whatever. But in the web 3 world, the trailblazers themselves will own that. And imagine rewarding them with tokens and other forms of currency, which they could actually go and trade and use it for any other purpose. Wouldn't that be enough? Fantastic. So we're doing things like that. But the most exciting thing is we founded a thing called Web 3 Studio, which is going to bring together all these efforts. There are going to be thought leadership provided to companies. We're going to have strategic partnerships with web 3 native brands and so forth. We're also going to give them an opportunity to build products that are web 3 centric on the platform. So this is how we are looking at it. Really nothing, not really a huge drastic change. We continue to keep our focus on customer experience, but we just extend that to the sort of the metaverse of the customers. Looking forward to this, Shridhar, because I think I've invested in nine companies in the period of economic space and very excited about web 3.0. And I feel that Salesforce kind of company, they can provide the infrastructure required for a lot of ideas to get sort of a SaaS offering. It can help creation of millions of companies in the web 3.0 space. So we'll also hear about that. Or do you, Bhavna, I think you're back. So it's Yeah, sure. Basically, you know, there's an audience question which is coming and I know that we're extending on the time of the panel. So we'll maybe allocate around two minutes to that. There's a question from Apurva Vivek who asked that when personalization is imperative and there are varying contexts for different brands, how does a trusted brand maintain consistency in messaging and purpose? So Vivek, any of your panelists would just like to take a take on it because we've got hardly a couple of minutes on that. Yeah, I think probably Deepa, would you like to take? Deepa? Sure, sure. It's a complex question. It's a very broad question. I think if you're talking about consistency in the context of personalization, it comes down to ensuring that you really know your customer very, very well in each and every interaction. So it's no longer enough to know your customer by demographic or behavior. You have to know them by demographic, behavior, psychographic, modes of doing business and they're different optars in different modes of doing business. For example, if I'm walking into a Starbucks store, I might be here very differently from when I'm ordering from one of the apps or I'm doing a mobile order and pay. I think the other part of the question wasn't purpose and I would just like to say that in my release, people have become far more conscious about purpose in the last couple of years because we're all feeling very vulnerable and we're all digging deeper, really evaluating what the world means for us, etc. And I do think customers are going to look at brands very strongly, which resonate and have a strong sense of purpose and resonate with their purpose. So it's going to be questions asked about what are you doing to the community? What are you doing for the environment? What are you doing for sustainability? What are you doing for your own people? And I think over here, authenticity is so important because customers are sharp. If they don't see you following up on your rhetoric with actions, it's all them just going to be playing the rhetoric. Right. Thank you. Thank you for that reply, Deepa and definitely a lot of us do love the brand you're associated with. So with that, also before we conclude, I just like to put in a personal question from my side, your book is coming up. Our viewers would love to know more about it. If you could just allocate a tidbit of what's coming up in the book for our viewers, please. Sure. So the book is called happiness is a muscle. Happiness is a muscle. Wow. So during COVID, I realized that I think happiness is the choice we make. It doesn't happen automatically. You have to work on it. So there are certain things universal that everybody must do to be happier. So my book doesn't promise making you happy, but it makes you, it promises you can make you happier. There is a difference. So there are certain things everybody must do. So sleep adequately, exercise, meditate, be generous, etc. But how do you actually sustain happiness depends on what kind of beliefs you have. So it's almost like a Jim Collins flywheel between actions and beliefs. So you hear a lot of beliefs, some of them empower you and then some of them are limiting you. So if you can adopt the beliefs that empower you and sort of take out from your life, the beliefs that I'm limiting you, then the flywheel starts turning and you become happier. So everybody has a baseline, something positive will happen. The baseline, the go up or go down, but you come and settle down at your baseline, whatever the baseline is. But if you can work on it on a day to day basis with the choice to be made to be happier, then your 70 in the baseline can become 71, 72. So when up and downs happen, you come back to 72, ensure coming back to 70. And it's all personal. So somebody could be 90, doesn't matter. But the thing is that if you can work on it like how you work on building muscle by nutrition and exercise, one must build their happiness by working on the actions they do and the beliefs they have. So basically, this is the purpose. My purpose in life is to make 100 million people happier. And book is one of the vehicles that I'm going to use. But again, the goal is that in order to learn something better, you try to teach it. And writing this book has increased my knowledge quotient of the topic of happiness significantly more than what it was before I wrote the book. Right. So cheers to more happier times is all I can say and definitely going to grab a copy of that. Thank you once again to all our panelists for your valuable time. And we'd love to reconnect with you at another forum. But for now, thank you so much. Thank you, everyone. Thanks for your facilitation.