 Thank you. I think what we're going to do is this is a very interesting topic. I think it will be great for all of us to sort of give a two Minute take on our views on the topic. Let's start with you, Arvind. Your thoughts on the topic. Thanks, Vivek. Am I audible? I think the topic is very apt. It's very important for marketeers to take control of The narrative as far as the long-term business growth Aspirations is concerned. While one always delivers to the short-term part of the Business requirements for the month and for the quarter. But how to build a sustainable brand? How to build a brand that delivers on the business goals Consistently? I think that's the task for marketeers. And to do that one has to be fairly consistent in terms of A brand positioning. But also renewing the brand from time to time to make it Relevant to today's conditions. But it doesn't just mean advertising, right? For example, the McDonald's example, it's also about Consistent experience because that builds brand as much as All the other marketing efforts do. So I think consistency in terms of positioning and Experiences the bedrock for long-term business growth. But also I would emphasize the fact that how can the Brand keep reaching new consumers or light consumers? Because in the end, most of the categories that we're talking About are under-penetrated, right? 8%, 15% penetration levels in a very large market like India. So in the Indian context, it's all about growing Penetration. So reaching light buyers, new buyers is always a key Imperative, apart from, you know, converting the high Intent consumers to today's sales. And how can we be consistent on that? But also important is building a business case for the Various stakeholders. For example, in today's soft demand conditions, right? High inflationary conditions. Marketiers are on the spot to demonstrate ROI from their Long-term marketing efforts. I think then it's very important. I think there was a question in the earlier session also How to demonstrate the linkage to sales. I think that's a very important linkage. Be it through attribution, be it through incrementality. How can marketers demonstrate to the various business Holders that long-term marketing efforts do land on the Business outcomes consistently? I think those are my top level takes on this topic. So I think I'd like to share two examples about McDonald's, Right? The first example is that when McDonald's opened on Linking Road, the first store, they sold 150,000 burgers On the first day. The thing was not that they sold 1.5 lakh burgers, But they prepared for it. Second thing, I think the research has shown that I think It's the most consistent brand in double experience. Every time when you have a McDonald's fries or whatever, Right? Globally, wherever you want to eat it, it's going to be Exactly the same. And I think that's what has allowed it to become One of the largest brands in the world. Absolutely. You can't go wrong, right? I mean, you know that you expect something and you Get that time after time. I think that's how great brands are. Absolutely. Deba would love to have your views on the topic. Yeah, thanks, Vivek. I think Vivek and me were having a discussion before The panel started about these two objectives which We are talking about. Very close to each other. And I couldn't be in a better place to talk about Being persistent. Because in this room, there are many people. I see a very young audience over here. And there are many people who would not know that I belong to a brand which is almost 68 years old. There's something which we have done over a period of time Which makes us still sell, right? Which makes us still be relevant to you guys. Perhaps one of some of your grandfathers bought one of Our products many years back. Perhaps our parents bought one of our products many years Back. And perhaps today you still aspire to buy one of our Products as a date. So I think I'll keep the Tata story separate because I think Harish Bhatia is here in the second half to talk You through the Tata story. But after the voltage is concerned, I think we have Been a warrior across many generations. And what we did was to just to refresh the business Cycle in an interesting way so that we are relevant To our end user, decade after decade. I think if a brand looks at persistence, it should Look at where I should be ten years from now. That's about persistence. If a brand needs to look at being consistent, it's About the present. You need to be consistent in your business offerings, In your propositions, in your messaging, in your Aftersales service, in the entire life cycle Which the consumer faces you with. So for us, it's more about longevity Because we are being persistent and it's more about Being relevant when it comes to being consistent. However, I would also emphasize on the fact that Refresh yourself. Keep in mind that the consumer is changing. The touch points are changing. And your stakeholders are changing. It's not only about the end user. It's also about your other stakeholders. Is your brand adding value to your share, For your shareholders? Are you creating value for the organization? So that's where being persistent comes in More than being consistent. Because in the long run, you need to satisfy Your other stakeholders also. And I don't think marketeers need to restrict themselves To only the end user today. Because whatever you do has a bearing On your value of the organization, On your market cap and long-term returns. So keep that in mind. And keep the business in mind. Because without a consistent or a persistent business, You don't have a brand. So I would urge all the marketeers over here To always remember that if there is no business Which is sustainable or profitable, There is no brand. Thank you, Diba. One quick thing for the sound guy out here. There is some sitar playing on our head. If somebody can shut it off, it will be appreciated. You know, one of the things I was discussing with you, Right, that a lot of times when you are part of Tata as a brand, you would wear it on your sleeve All the time and you make it tata, Vultas, whatever x, y, z. But it's just amazing that actually the consistency And persistence of the brand has been so strong, It's almost as big a brand in its own space That you don't need the, you don't feel the need to use it At all points of thing. Only at the buying concentration phase is when you Feel it's worth using it, right? That itself speaks a lot about the vultas brand, per se. Yes, we used the tata parentage very strategically When you come to a decision making journey where it's A brand choice. So we ensured that the consumer gets reassured Of the fact that he's buying a tata product. That's very important for us. However, before that, in terms of consideration, Awareness, equity, touch points, Vultas is a powerful brand in the cdid business we are in. And we have come across various instances where we have We had the opportunity to get into multiple product categories, But we chose to be in certain domain where we feel We are relevant as a brand to our customers. Awesome. Neha, I would love to have your views on the topic. Thank you, Vivek. So when I look at the two words, consistency and Persistency, if I look at those two words, I think for me, The synonymity holds true for consistency to go with trust. And Mahindra as an organization has been around For nearly over 75 years now. So trust for us is absolutely critical. And I would say that kind of goes really well with the word, You know, how do you remain consistent in a way that your Customers, consumers have that trust in you. And I think when I look at the word persistent, I think for me, the word that stands out to simplify it Would be relevance. So how do you, you know, put your brand out or your Message out, which is absolutely relevant to the here and now. So one is slightly long term. And the other is more from a short term here and now. And a combination of two is really the winning formula. That's how I kind of, you know, look at it. And when I look at consistency, it's not just in the quality Of products that you put out there. It's also the value and the DNA of the organization and The authenticity of the organization, you know, that People experience through the years, especially if it's been a Brand that has been, you know, there for long. So it's not really, you know, when I talk about Persistency, it could be a, you know, a product proposition. Whereas when I look at consistency, you know, customers Are experiencing your brand much over the product as well. And so it's kind of a responsibility of the brand on If you want to really create that trust. How do you look at a 360 on how the brand is engaging with The customer, how the people representing the brand are Engaging with the customer. And that's what will kind of also build in the consistency Along with the product offering that you have. So I think both are absolutely critical, you know, as We build brands. So true, you know, I've seen all the initiatives of Mahindra group, they have been similar initiatives or the Same initiatives for extended period of time. It is the Mahindra Blues Festival or its rise or dominating The SUB category. And the thing is, I think it really represents that Over 30, 40, 50 year period, how can you have consistency And persistence. And it's just amazing. So what do you, Sneha, would love to have your views. So good afternoon everyone. Can everybody hear me at the back? Yeah. Okay. So I actually represent the youngest brand on this panel. Right. So let me give you a slightly different take on how young Brands look at this consistent versus persistent debate. But before that, you know, as a marketer, I've had a very, Very solid belief that I've lived with forever. Right. I always say brands are like people. Would you like to know a person who is X today and Y tomorrow and Z the day after? No. You'll call them schizophrenic actually. Right. The same applies to a brand. You cannot be a brand. If you are not consistent because then you are just a Schizophrenic personality that's floating around in the World of marketing. Right. So I don't think it is a consistent versus persistent Debate. You have to be consistent. I mean, just like as people, we have to be consistent as Brands. We have to be consulted. Right. But think about it like this. As people, we evolve. That's what brands need to do. As people, we sometimes go out of our comfort zone and Surprise everyone. That's exactly what brands need to do. Coming to the persistent point of view. I think the way young brands like us look at it. Persistency is actually an expensive marketing route. Right. And when you are young, you are actually first trying To find out what is my consistent message that brings People to me. Right. That really warms their heart. That attaches them with me. And once I figured that out, then I go back and decide, Listen, do I need to be over persistent to drive this? Or is the messaging and the consistency doing the job Of, you know, getting me to more and more customers And building those very deep customer relationships. Right. So as young brands, I don't think the persistency is too Much of an option for us. We have to be consistent, but we have to really, Really deliver on that consistency. Like Nia said, everything from your product to how the Executive is delivering the product to your customer Service, to your website, to your social media. Right. Even the kind of influencers you work with. Right. I mean, if you're a brand who's standing for X And if the influencer is not standing for that, It's a bad investment to make. So I think young brands have to be consistent. Of course, at some stage in their life, they get to a Stage where they also need to start being persistent Because they just need to reach more people. Right. So that's how I look at this debate and also from the Perspective of being, like I said, probably the youngest Brand on this panel. But that's so true. I think if you look at it, brands would generally build Over 50, 100 years. But I think that is changing. If you take some of the new brands being like credit Is less than five years old and most of them would have Heard of credit, right? So I think that is changing. That also is a very interesting thing we can discuss When we are having a thing. Sai, over to you. Yeah. Thank you, everyone. So I think in this group, I work in the most Complex and slightly boring category, which is Insurance. But one thing now, if you ever opened our app or Website, you will never complain us of not being Persistent. So we are very persistent. So what jokes apart, but we persist, the fact is that It's a very complex category, you know, insurance. And it requires a certain amount of persuasion Because no one actually wakes up in the morning Thinking about insurance. Or as a matter of fact, people don't think about Our category that much. So that makes it extremely important for us to be Very, very consistent in what we are propagating. For example, our core is, you know, talking about Protection as a category, like building that category, Which is term insurance and health insurance. We like literally build that category. And also be persistent, which is to kind of, you know, Keep, even if you are not interested at some point Of time, we have to just keep explaining because, you know, The moment of truth for you can be at any moment. And it's a category where, you know, a lot of times You think about this category when something Happens to someone in a close family or someone else. So that's when you think about this category. So for us, at least, you know, for policy That we've been, from day one, we've been very, very focused And committed to build a long-term brand. And despite not having maybe deep pockets in the beginning, But we always felt that, you know, building a brand, Building a category is super critical for our category. The reason being that no one thinks about us, our category. So therefore, you know, we have to be consistent. And for us, persistence comes from the fact that, you know, How well we are able to talk about the category truths. So that, you know, when the category is coming in the Concentration, we are pretty much are the brand considered. So, you know, that's pretty much, you know, how I look. We look at, you know, consistency and persistence. Again, like all my fellow panelists have shared, you know, It can't be either or or. It needs to be both. But yeah, it needs to be kind of, it needs to be there. It's like, you know, in a cricket team, you can't say that, You know, you'll have only 11 players of ballers or batsmen. You need to have a mix of, a healthy mix of team. I think I can guarantee you anybody who has any doubts About consistency has to fill up a lead on policy Bazaar. That's exactly what I said. If you've ever opened an app, you Would know what persistence means. Yeah. What do you super take? We'd love to have your news. Yeah. Good afternoon, everybody. You for him. Thanks for having us here. You know, what is the problem of being the last speaker in The panel? I had five set of thoughts to talk about what Is consistency and persistence. Now, by the time you had spoken, all the fives are tick mark. So I don't have any point to add. But on a serious note, the way I look at consistency and Persistence is what brand does in terms of both back in Unfronted in terms of the communication in terms of the Look and fail in terms of creating the brand grammar. That is primarily is the consistency you keep on having A particular inside based truth which you keep on helping to The consumer. And as neha was talking about, you Don't change that because as an individual also you don't Change. So the consistency comes from that. And then I remember one quote of rubber to go get a who's an Iconic coca-cola CEO. He said that anything white on red Should be read as coca-cola. So that comes from the Consistency. Okay. Persistency is a little Different in my vocabulary in a sense that persistence is Something when you need to be persistent when you face a Challenge. As a marketer, we face multiple Challenges. Like, you can be consistent. Big brands are consistent. But small or medium brands, they need Challenge. They sometimes face the Challenge of a budget. Maybe a culture issue. Maybe a media penetration issue. And how do you navigate through Those things? That is when the persistence comes in. I'll give a very non-marketing example. Like you do morning Work in the morning six to seven. That is consistency. Every day you go for morning work. And you have a morning Fly to catch. And then on that day what do you do? You can surrender your work or you can do an evening work. Now see the point that doing the evening work is a symbol of Persistency. So you sacrifice the morning part of the Consistency. But you retain the work part of the thing. Am i making sense? There is two parts of consistency. So consistency works on two axis. One is the time axis and One is the platform axis. Like time axis that over a certain Period of time i'll give a consistent message. And on the interface axis, be it tv, be it Digital, be it merchandising material, i'll give the same Message across. So that is where the difference Between consistency and persistency in my mind. That when you keep on doing same thing in a normal time Frame is okay. But when you face a Challenge and then you still keep on doing that, that is Persistency. So in a way, persistency is The kind of acid test for consistency. So that is wonderful. I think my take on this topic is Right. I think there is always this, Ben Evans has said that there is always time in the world when The whole world gets reset. And to a certain extent, like Sort of generative ai is resetting the world. And the biggest challenge for us as brand marketeers was That we had to be consistent because just imagine, right, That we had to communicate the same brand property to 100 Million people. Now the thing is, there is an opportunity That you can actually take psychographics for a million each And create 100 audiences. And every person may have a different Sort of consumption behavior of our brands. So do we communicate the speed of a Ferrari to every single person who wants to buy it? Or do you want to communicate the safety features of the Ferrari to the spouse whose husband is going to buy it? Right. So the fact of the matter is now for some brands May be aspirational to some people, but some brands Who are higher net worth may be Value for money, the same brand. The thing is The challenge we're going to go through now as brand marketeers is That the psychographics of our users is changing And now we have this unique ability to communicate with Each one of those segments slightly differently And I think that's going to be very interesting of how do we tackle it And do we make some changes? Is this something that's really Resetting the world or just some more new wine in an old bottle? Right. So Subratik, sorry. I'll just add to that. Of course the world is changing. The demographic is changing. The question is Is everybody becoming way more unique? I think that's more in people's head. If you really look closely, large cohorts of people are Still very homogeneous. If you put clusters of X, Zensi, with X education, X location, they largely Behave in a similar manner. However, the self-image is that I'm the most unique person that exists. And I think that's something that we marketeers need to Really understand very quickly. Otherwise, we can go all Over the place with personalization when it's Actually not needed. So it should not be personalization For the sake of personalization because ultimately we are all Humans, right? Social animals need to belong to a community. Community is becoming such a big thing. It's just that it's now online. People want to belong to a community. I think let's say I'll agree to disagree. It's like, you know, somebody asked me that, oh, you are a Consumer intelligence platform. It's like, how are you different? Let's say, yeah, yeah. I'm completely different. Like the 700 others that are there. We all believe we're different, right? So the thing is, Today, Facebook tracks 1.2 million interest. The combination of 1.2 million interest that somebody consumes Is different per cohort, right? But, yeah, does everybody Like food? Yeah. But in food, korean cuisine and Japanese Cuisine and to a certain extent, when you go down to that 1.2 million interest, then all of us are very different. And that's where the challenge is going to be. Can we customize a messaging for each one of them? I think I'm going to start with you, right? So that you have the first thing to add, right? So what do you think are the fundamentals of consistent Marketing and on the strategy front, how does one actually Build that, yeah? Fundamentally, see, I come from FMCG food, OTC background. And so I would speak from that experience only. Fundamentally, the starting point is that you need to have A product which addresses a particular need of a consumer. That is fundamental. You cannot change that. If it is not fulfilling a certain aspect of a need of A consumer, the product, whatever you do around Marketing, it will not sail through. The second part is basically understanding the insight around That particular need. And then translating that insight Into a communication. I'm talking about classical marketing. I love classical marketing. I propagate classical marketing Because I think fundamentally it's there. You cannot challenge classical marketing. But the main point comes where as a marketer, we mistake Consistency with a singular messaging. Consistency doesn't mean that you will have to bore your Consumer to the death with the same single message. And today in the era of digital and social media, i think Like we are having between vivek and snya, they are talking About customization. Today there is a large pool of Urban smart TVs which makes each TV an addressable TV. Like today if there is a match happening, vivek can see a Different ad, i can see a different ad depending on what Cohort i am into. It's not like the earlier days which is a Linear TV where if a particular kbc or something is going on, If there is an ad coming, all of us are seeing, we are Switching on to that program, all of us are seeing the same Advertisement. Today it has changed. That connected TV and addressable TV has changed it. So you can customize what snya would see and what nya would see. Okay. No pun intended. So that's where i think the challenge and the opportunity Of consistency coming in. I would say just i would finish My thought is that i was thinking that what is a very Classic example of consistent and persistent brand. I think amul as a template has created an excellent consistent Brand. Globally it could be one of the best Consistent brand. Those day-to-day things which they Pick up as a part of their communication. Be it banga being the world bank c or something like that Or without doing the sanctuaries. Anything which happens around The world. It immediately taken up as an Amul creative. And that template, so it's not boring but it Is very consistent. So they keep on changing the Creative. Look at the persistency angle also. So 15, 20 years back when we started our kdr, maybe not all Of us but some of us, amul used to take that communication Primarily through outdoor hoardings. Now they are taking it Through the digital media. So they have understood that Okay, i need to adapt the medium of communication. So that has given a lot of flexibility also. So suppose if you do an outdoor oriented, that kind of Consistent communication. Outdoor requires a little bit more time to change. In digital you can change overnight. So it has given a flexibility. On the other hand it has met them on a kind of thing that it has Given them a flexibility. At the same time it has thrown a Challenge to them how to remain consistent Continuously. So that's the classic example of How to balance consistent and persistent. Using both the message content, the template of the Message is same but it changes. At the same time the medium And other challenges which have been thrown at to them. They are adapting to those kind of things. So that's basically a classic example of, and the Fundamentals of consistent and persistent is that you need a Strong insight and around that insight you start playing and Persistent is how to navigate around the challenges when you Deliver those insights as a communication capsule. I think that's a great example, amul. I think on digital they can have an amazing play on it. They can actually have creative for each sort of day and Depending on the regions they are existing in, using a Dali or chagipiti, they can actually generate this at scale Very, very quickly. Awesome. One of the things we were talking about is that earlier Insurance was sold but it was not bought. Policy has changed that. Would love to know your thoughts on what has gone about to Achieve that objective. Yeah, I think like I spoke earlier that insurance was always, I remember before policy bazaar I was in an Off-line insurance company and at that point of time Our sales had used to come and tell me that whatever We sell insurance, it's not bought. So it was always a very heart-wrenching movement for A market here. But i think to an extent it Was true because the category was pretty much a push Category and also when i was moving to policy bazaar Around eight and a half years back, i was also Question that what will you do as a marketer in a publisher Kind of a space. At that point of time it was that But i think there was a clear problem statement That we were solving in the consumers life Which is that if you go online, if you buy Online, if you compare, you will End up buying the right product. It's as simple as that Off-line people tend to sell the product that Is good for them, not for you. Whereas when you compare You buy the right product for yourself and somewhere we Kind of believe that it's absolutely in the interest Of consumer to buy themselves rather than being Pushed to buy. And that kind of that That entire mentality kind of changed the way That the category started behaving and the consumer Started behaving and initially we got a lot of traffic. But we also understood that at the end of the day what You get, like for example, my friends in the panel Have interesting brands. Like you go to McDonald's You like to click a selfie with it. Have you ever seen Someone clicking a selfie with an insurance policy document? I don't think anyone has ever done that. So the only consumer experience is the moment of truth. Which is if someone passes away or a health claim. So I think after being a portal where you can compare Very soon we felt that if we can't give a great Experience at the moment of truth, then the entire Product fails. So that's why we kind of pivoted Our entire energies in providing better Experience at maybe when a customer is at the hospital Like we have dedicated claims support team. We work along with insurers. But the face of the Dedicated claims support is P.B. Policy wizard guy. And same goes for any other product. So it's again if I have to weave this into Consistent and persistent debate. It's pretty much that How you are able to solve a consumer problem Consistently over a period of time. And be persistent with The fact that the truth of the product is. So that's pretty much the story here. I've sold insurance for 15 years and I remember how You treat us beginning when you generate leads Very condescendingly and then overall they became Dependent on the leads we generate. And the moment you Talk about is like I was told that if you really want to Understand what life ensures all about you have to go and Give the deliver the check when something has happened You're reimbursing a claim then you actually know the Difference you're making in somebody's life and that Changes the way you sell insurance because then you Know what the opposite life is. So awesome. So what do you say we can either talk more about what we Discussed earlier which i shut you off but we can also Talk about how do you build a long-term brand is what we Discussed earlier. No i think we just agree to disagree right. I mean that's where we left it. But coming back to the Other question which is what do we need for long-term Brand building right. See i'm a big believer of being Consistent could be because of the kind of brands i've Worked with the kind of you know people i've interacted with. But i do feel that consistency needs a lot of internal Persistency. i don't think being supremely persistent With your customers is a good idea right. If they associate with you if they like you right then Saying it a few times should land it if it's not landing Then either they're not the right customer or you're not Saying the right thing right. That's the hard part of not Being persistent because then you really need to figure out What will work. But if you want to be consistent As a brand as a product internal persistency is like a Non-negotiable thing. We sell a very conceptually Simple product called t. This category has existed for I don't know how many hundreds of years mammoth brands sitting In it and despite being a young brand we've been able to make A dent in the space. Why do we do that? Because the only thing we are super super obsessed about is The consistency of our product. You buy a turmeric tea from Me today by 12 months down the line by 24 months down the Line you will get the same cup of tea every morning Right. That's the promise and that's not easy to deliver In a category like ours because produce is changing every year Right. Your suppliers will have issue. Your factory will have humidity issues at times. So i think persistency in managing that. What we say as a brand we are super obsessed about being Consistent in every ad creative every messaging every banner Right. It gets annoying at times but i think that's the Hard part and i think that's where brands need to put The persistency focus and hence deliver a consistent Outcome to the consumer. So that's my take on it. So the thing is i'm going to follow up with all of you guys For a zoom demo of our platform and i'm going to be very persistent Because now i've learned we have to be persistent and there is a line Which i remember it says that money grows in the trees of persistence. So i think over to you Neha. I think working for Mahindra's I think the values culture play a very very critical role and You've seen consistency of building even a new brand like Rise where the whole organization identifies with it would love to know More about it of how it's influenced the whole group. Thank you for that question. So 78 years back The first ad that came out from Mahindra actually read Mahindra and Mohammed. This is a print ad that came out And it actually didn't talk about any product as such. It talked about the purpose of the organization. And clearly the purpose was that we're looking at hiring people Based on caliber and competency and we're open to hiring Hindus and Muslims and it was a long ad. It had lots of things. I'm just kind of giving you the Sense of what was in that first ad that came out. And i'm kind of fast forwarding it to today where our Purpose is together we rise. And the essence of the purpose Of together we rise is really when we help others Rise we will rise. That's the essence of our Purpose statement today. And i'm going to kind of go to A product that we recently launched and hoping this audience Knows the product XUV700. It's a big rage in the market And we're very proud of that. But just going back to the Genesis of that product. The purpose of that product Linked back to the purpose of the organization was How do we help the middle class rise to own a premium Luxury vehicle at a non premium cost. And so i'm just bringing back the consistency that every Product that Mahindra is putting out there has a very Clear consistent message that is attached to its purpose. And that's what brings in the trust. That's what brings In the authenticity. That's what brings in the numbers. So 50,000 bookings in three hours for XUV700 And over one lakh bookings in 30 minutes for the New scop UN. So just kind of building on how Trust and consistency and not just consistency in the Product offering but consistency in really how you're Creating that trust and multiple dimensions like we've All spoken about. And that becomes critical. However if we didn't have the other side of the coin The persistency. The messaging that we put out For XUV700. The whole tech focus. Bringing in a product that is tech focus within this Price segment within this category. And we went all out Very persistently on the digital front. Using personalization. Using other avenues. Leveraging multi-channel and a full funnel approach. We would not have achieved what we did. So it was really, you know, the trust and the relevance Playing a role together that we were able to. So I'm just kind of bringing this example as a live example On how both worked very, very well and helped us Achieve the success that we did. So just want to kind of. I'll just take one minute. See, I think consistency Also is the culture is a big factor of creating a Consistency. And I'll take what neha was Speaking about. And I don't know how many of you Noticed that she was telling XUV700, not 700. Okay. There's a reason for that. And correct me if I'm wrong. So all Mahindra successful Brands, it started from scorpio. So they had the o at the End, scorpio, bolero. Then if you ask any Mahindra guy He would not say XUV500. He would say XUV500. So culturally that o is so ingrained that not a single Mahindra guy would say that as a 700, 500 or 300 or 400. It's all o, o. That is correct. That is consistency also. Absolutely. You know, the brand language becomes extremely critical When we talk about consistency as well. So thank you so much for that. And the thing is I'm shifting from a Q7 to a 700. So, imagine that I already feel this is an upgrade. So over to you, deba. I think we are discussing that. How do you build a brand long-term and still stay Relevant, yet persistent. We have little less times, but We're going to keep at least two minutes for the audience. So a couple of minutes and a couple of minutes are when. Firstly on a lighter note, thank god I am from Tata Motors. I'm from Volta, so we'll talk about cooling and comfort. But yeah, very interesting thoughts, I think whatever I heard from all the panelists over here, I take back a lot. But I'll take a step back and I'll come back to the point of being consistent or being persistent. First and foremost, your business has to define what domain you want to occupy persistently. Because if you are into multiple businesses as a brand, it's all the more challenging for you to be persistent or be consistent, whichever you want to look at it. So for us, it was to do with the fact that we came through generations of multiple businesses as an organization, and organizations are also brands which you buy in. So we had to hive of many businesses to be consistent and to be persistent. We were into multiple distribution businesses, we were into multiple project businesses. But today, in the last two decades, we focused on three things, cooling, comfort, convenience. If we can satisfy our customers in these three aspects of their life, professional or personal, B2B or B2C, I think we have a business to talk about. So whatever we offer to our customers, revolve around these three things. The brand may have the strength to go much beyond these three C's, but we prefer to stick to these three C's. What we do is we try to innovate around these three C's. Innovation is also one aspect of being consistent in your approach, because if we don't innovate, you'll die and that's what we have heard from many panelists over here, you need to innovate. So I think consistency should go hand in hand with innovation, and give an example of our bread and butter business air conditioning. Perhaps you're sitting in this room and having the comfort of air conditioning because of the fact that somewhere, some of our technicians worked on this comfort for all of you guys. But coming to the end user air conditioning, it's a very passive product. You don't even touch that product, right? Your remote is the aspect which you go through when you reach that product. So we ask the consumers, what do you want from a conditioner? They said that can you do something more than cooling? So we made it a point to innovate and make their conditioner even heat for you, even keep you warm in winters, even keep you de-modified in monsoons. So we were consistent with our offering. We didn't go beyond our core promise of providing comfort, but we innovated through all of the AC's almost a decade back, and we reinvented the whole category of air conditioning. So these are the examples which I'm trying to showcase here, where being consistent and persistent has to come out of your business promise, has to come out of your business domain, which you occupy as a multifaceted business. Arvind, last question to you. I think especially with having quarterly pressures of being a listed company, how do you balance the short-term, long-term growth part of it? Well, I think it's a common problem for most marketeers, having to balance, you know, the resources are finite. But then how does one do brand-building at the same time deliver to this month's revenue or this quarter's revenue through various tactics like, for example, bottom funnel marketing? I think it's a question of balance, and it's about discovering the balance over time, because we can't make a case of one without the other, right? In the end, marketing has to deliver on the business. By building brands, there is no other way to go about doing it. Because if you don't deliver on a business with long-term strong brands, you're not building a sustainable business. You're there only for a few quarters. So how to discover that balance? I think a lot of experimentation. I think there's enough literature, for example. You know, others like Les Binet talk about 60-40 rule, 60% top funnel marketing, 40% bottom funnel marketing, but I think it varies from category to category. We at McDonald's did our own trial and error and discovered roughly about 50-50 rule, wherein 50% of our consumer-facing resources are all on pure brand-building, which is all about forging emotional connections with consumers. And nothing to do with buy this product today. Whereas the balance 50% is on what we call as menu marketing and sales-building activities, which is, let's say we have a spicy range, we have a cheesy range, and let's say we are talking about coffee. So this is how we have discovered a healthy balance between building long-term brands, as well as delivering on the business today. I think every marketer needs to experiment and find that sweet spot and be able to do both. I think we can just get one question from the audience. Anybody would like to ask? Yes, my friend. Can somebody pass on the mic? Since Vivek has passed me the mic, you know, maybe Vivek, this is a question on your behalf. Okay, so basically, I think, you know, this is an interesting discussion around persuasion and being consistent. I have one question for everyone on the panel. As we all know, marketing technologies, which we all deal with are constantly evolving and very rapidly. So from your perspective, if you say, you know, for the next year or maybe the next couple of years, which are the one or two new marketing technologies which probably you would like to pursue, the newer ones, which you probably feel can fuel your growth for the next couple of years? There is a technology called Profit Wheel. Vivek, this is not a plug. Let me plug it in for him. There is a technology called Profit Wheel, which we tried, which we are using at Bessar Bazaar. And I think it's pretty cool, and I think all of us should definitely try. Yeah, I must try that also, because we heard about that before we entered the panel. For us, it's going to be a seat. But for us, it's going to be a seat. But for us, it's going to be to answer your question for us, because we are a multifaceted distribution segment, right? We have distributors who go and sell to sub-dealers. We don't have much of a horizon for our end users many a times. 60% of consumers will sell through distribution many a times. And 40% sells through organized trade and modern retail and e-commerce and stuff like that. So for us, it's very important to tap the customer. So for us, the next level of imbibing technology would be the best or the ideal CDP platform, which is ever evolving today. And to get into a fair amount of segmentation, which is much more micro than macro. So that's where we stand as a category. I think for us, customer experience is absolutely critical and paramount. You know, and with the Teslas of the world coming in, that's kind of gone to another notch altogether. So how do we keep pace and the multiple technologies that we could look at? But AI, particularly, how do we embed AI across all our journey points? How do we bring in more data from an AI perspective? And possibly from a machine learning perspective, how do we respond more accurately? Without, I would say, over-indulging with the customer. Considering privacy and stuff, right, today. For us, I would say, you know, investments in ad fraud and brand safety is one of the key things. Given the investments on digital and given that roughly 30 to 40, 50% of digital spends are spent in questionable areas, how to improve the ROI from digital spends and investing in ad fraud, brand safety? I think it's a bit of a journey for us. We are reasonably there. But the quantum of fraud is huge and that's where, for me, the next set of investments would be. For us, it is brands that are D2C first. As they grow, the whole D2C versus Amazon versus offline attribution is always a tricky bit. And I don't think, I don't know if that solution exists in the market, but we have not figured that yet. So that's a big focus area. I think our problem is even bigger because we are a global brand. So we are not just trying to solve the channel problem. We are also solving the geography problem, right? I mean, a quick commerce in India looks very different from online platforms in the US versus the mom and pop shops in UK, right? So the complexity is different, but yes, this is, I think, one area where we as a business really want to get it right. So I think that's where we are. Okay, thanks, everyone. Can I have a round of applause for all the panelists, please?