 Alright, next dignitary has actually flown all the way from London to speak about the digital marketing, trifecta, data, intuition and effectiveness. She has been involved in all aspects of digital marketing throughout her career, from strategy to media to technical development and everything in between. Ladies and gentlemen, please put your hands together for the delightful Global Chief Digital Officer of MediaCon, Ms. Diadra, Maglation on stage, please. Thank you. A humble request to all our speakers, to stick to your time limit. You will get a lovely buzzer, which will remind you. Thank you. Alright, I promise. Thank you so much. It's wonderful to be here. As we said, we're here to talk about the digital marketing trifecta, which is data, intuition and effectiveness. And the reason we want to talk about that is because right now we are in the age of data. And as I brought it up, we have so much data, we tend to be quite obsessed with it. Think about what you see in the news, what you see in trade. We talk about how much there is. We talk about how big it is. We even talk about where it's stored, okay? The fact that Microsoft sank a data center into the middle of the ocean actually made news. So we are absolutely obsessed with data as a marketing community. But does that mean we've forgotten intuition? Because data is only half the story. If you think about it, data is only one half of our brain. It's the part that sits on the left. There's the whole other half of intuition. So I'll give away my own punchline. Very similar to people. What I'm going to be talking about is how do we bring these together? Why is it most powerful when we do? So let's first look at why we are so obsessed with data. Why we think it's king. Let's look at the definition of it. In computing, data information that's been translated into a form that is efficient for movement and processing. That means we take the data and make it into something that all parts of the system can recognize and all parts of the system, when they're looking at it, see the same thing. That's really powerful because you've normalized it. Every part of the system, everybody in the system is seeing the same thing. Now let's take a look at how it's visualized. This is actually a Google search. I did a Google image search on what does data look like? And this comes up. Ones and zeros, charts and graphs, lots of connectivity, nodes, modules. It looks very structured. It looks like the hard facts. It looks undeniable, irrefutable. It seems very solid. I think that's part of the reason we've fallen into this dream of data and this is why we consider it so important. Because if you look on the other side, let's look at the definition of intuition. It's a thing that one knows or considers likely from an instinctive feeling rather than conscious reasoning. Oh goodness, even in the definition, we've called intuition a feeling. We've actually opposed it to reasoning. Feels very soft, doesn't it? Images don't help. This is the Google image search on intuition. Look at it. Lots of pictures. You see dreaming, channeling, birds like trust your gut. In our mind's eye and oh goodness, we've even brought the zodiac into it. No wonder it feels to us very soft and fuzzy, less empirical, less hard, much less based on facts. But actually, let's look at what they have in common. They have a lot in common. These are the data inputs. If you think about what we're looking for as marketeers, we look at searches. We look at impressions, visits, clicks, page views, dwell time, duration, how many, how much, what's the quality of it. These are what we look at as data inputs and all parts of our system see the same thing. For the most part, a click is a click. A page view is a page view because a pixel is fired. An impression is an impression. But let's look at intuition and the inputs of intuition. They are your experience, your culture, what you experience, your societal norms, your background, your history, what other people have recommended to you. What you believe the reputation of the thing in front of you, be it a person or a product, is. All of these are inputs too. These are all inputs that we take and we process in milliseconds. That's what creates that instinctive feeling. It's not a feeling at all. It's our own interpretation of data. It just happens very, very quickly, but very importantly, it happens individually. The way I interpret these things, because my experience is slightly different than anybody else's here, than my colleagues and anybody else in the world, just like each of yours is individual, it's going to be slightly different. I think now, in this particular time and age, we not only see a lot of the issues that Anareg brought up earlier in terms of the dangers of digital marketing, but we also see at the same time a real push towards diversity. And I think that's why diversity is so important. Because this half of it, if you think about what is intuition in our world, what do those things bring about? It's what creative comes from. It's creativity in our industry. And that's why diversity of thinking leads to better work, because everybody's view of their data is slightly different, as will be your customers, as will be the consumers of your products. So ultimately, it's all information, and we have to bring it together. Because when we do, that's when we get to the true power of marketing in today's age. I agree with you, Paul. This is the most exciting time for us to be in this industry. As marketeers, we have more power, more technology. I wish I had a robot to show. Sorry, no robots. But we have robots. Come on. The jet packs haven't arrived, but the robots have. But it's so exciting. So we need to bring together data and creativity in order to make the right decisions to create the right things for our consumers, the right type of marketing. In a way, if you think about it, the pitfall of these days is with so much data and technology, that's the what we can do. With our intuition or creativity and understanding of people, behavior, society, that tells us whether or not it's the right thing to do. Those two things have to come together. That's why at MediaCom, we talk a lot about systems, not silos. For us, marketing should be a system. It's a system that includes the consumer. There shouldn't be any dead ends. And we can't think in silos. And silos include creative or data. So that's why it's so exciting. And that's why I wanted to give away the punch line because believe it or not, I'm going to say data and intuition or creativity brought together is the true power and digital marketing is the best because it's where we can really, really take advantage of it. In other mediums, we can take advantage of data and create beautiful things. But in digital, we have that extra element of interactivity. So, I'm going to take the next 30 or so minutes to talk about how we can use data and creativity to first create stories, secondly, to deliver stories. They're kind of intermixed, but as I said in the old days, we would have assumed that creatives create stories, data deliver stories. But actually, I think the best stories are created when you bring data into it. So this first case is a case from the UK and it's Tesco. Tesco is a grocery store in the UK. And what I'm going to do is I'm going to play the case studies and then I'm going to talk a little bit about each and what I think the good takeaways are when we think about it from a data and intuition standpoint. This is the story of a British retailing giant winning back its customers with a campaign that generated £679 million in revenue in only eight months. Tesco is the UK's leading supermarket with 3,500 stores nationwide. But they were facing a number of challenges in tough economic circumstances. So they put shoppers back at the heart of their communications. By not focusing on price, instead focusing on love. And food love stories was born. Celebrating the fact that people love to cook food for the people they love with a complex storytelling strategy reaching 99% of the UK with five key media ingredients. We reflected stories that celebrated food and the important role it plays in the lives of our customers in the leading brand building channels. With data, we personalised our stories to add meaning. To reinforce our quality perceptions in key regions, we localised by upwaiting outdoor and radio. In store, we used recipe cards and the Tesco magazine in new and innovative ways. The very best stories were singled out and rerun to improve the overall campaign profitability. You know how this story ends. £679 million of new revenue, a 49% increase in media driven sales, while Tesco's quality score has improved by one-fifth, three-quarters of which is attributable to food love stories alone. Brought to you by Tesco. And I love that example because it really shows how the whole system works. The system works with all of the different types of advertising as well as in the store. It was even on some of the packages. And if you think about it, telling stories about food and how much we love food, that doesn't seem like rocket science, right? That's kind of the intuition part of it. But using data to be able to personalise it, because my approach to food and my experience of food is going to be very different than say these here, anorags here, they're different because we're different and what we want is different. So being able to use the data to be able to tell a much more personal story, deliver a much more personal story to each person, I think is really powerful because I think there's nothing more personal than your relationship with food and what food brings to your life, what food brings to your family, what food brings to your friends. So I think that's an area where you can see, it would have been a great campaign without data. I mean, that's a great idea, right? Recipe cards, fantastic. You go in the store understanding that it's the quality of the food, the quality of what you're bringing your family. That's fantastic. But what data added to it was that personalisation element so that it was a more relevant story to everybody who saw it. So this next case I'm going to show is another one where that one is about how data improved the story in digital marketing. This one is very much about how data is the story. And this one's kind of fun. This one is from Australia and it's working with Snickers. Snickers launched an advertising campaign in Australia, a partnership with 7-Eleven that changes the price of the candy bar based on the mood of the internet. And when anger goes up, Snickers prices go down. Australia, get angry. Let's get those things down at three cents. It demonstrates the diversity and thought that I was talking about. This was done with us working very closely with the creative agency. Now, that's really important because the original question before this came about was a very simple question. Can we use mood to trigger the advertising? So when it started, it was very much in the delivery area, as opposed to the creation area. It's much more about understanding whether or not that could be used as a data signal to send out media when the whole nation is angry or angry. But then through the conversations, through working together, we were, you know, we said, yes, but we can do more with that information. And so working together, we developed the hunger rhythm. So had it been a blanket campaign that was creative, that was being delivered when the nation was angry, it would have been a good campaign. I think it would have been very solid. But being able to do a partnership with 7-Eleven to lower the price, the more angry the country got, made it an exceptional campaign, made it something truly special and something could only be delivered in the digital age. So that's why I love that particular example. It shows a different aspect of what we can do when we have that diversity, when we force it to happen. This next one comes from Russia. This is for TheraFlu. And this one to one of the questions earlier about artificial intelligence does bring in a bit of AI into it. Last year, we predicted where and when the fluid strike in the world's biggest and coldest country with 95 percent accuracy, creating record sales for TheraFlu. Introducing the world's first predictive flu map powered by artificial intelligence. Mother Russia is big, very big, and it can be excruciatingly cold. So flu season can last nine whole months. TheraFlu is our number one flu treatment and has helped millions. But new rivals were claiming to last longer. So while every other brand was reacting to the flu, we accurately predicted when and where it would strike by blending weather forecasts, category sales, social mentions and search requests. Artificial intelligence and machine learning boosted the accuracy of our map to 95 percent. And we made sure people saw the forecasts when the flu was about to hit their town or city, whether they were in St. Petersburg, Rostov-on-Don or Vladivostok. Customized ads launched just as the flu index started to rise. So they knew when to buy TheraFlu. Bespoke forecasts were displayed on Russia's biggest digital portals. Special widgets appeared on the country's most popular weather services. On TV, we partnered with Russia's number one TV channel with news hosts flagging up our flu index. Digital out of home in Moscow displayed our flu index in real time. And mobile Wi-Fi home screens at airports and stations made we caught people on the move. The result? Sales skyrocketed 12 percent year on year. TheraFlu grew five times faster than the category to earn its highest ever market share, 34 percent. Our map also allowed TheraFlu to better manage its stock distribution across Russia, improving profitability of our whole business. So in this particular case, as you can see, the data was used with a bit of technology to be predictive. Now, being able to predict flu season in a country where flu season is about nine months out of the year is actually, believe it or not, very useful. But also, I think if you think about that creativity and that marketing spin, the fact that we applied machine learning to it made it a bit sexier rather than just tracking the flu calendar. And so it made it more interesting for the consumer. And also it gave it legs when it came to PR, being able to be used in weather reports. But what I really love about this is also as a marketing initiative, we were also able to help the business by being predictive as to where the products should actually be. I think that's real magic when something that is useful to the business can also be used in the promotion of the business. I think we were seeing a lot of that previously as well with Peppa the Robot. Because, as you said, it wasn't about eliminating the humans. It was about making it easy, reliable, fast. But also, let's be honest, there's a robot. You're ordering from a robot. How cool is that? And so I think that's also we need to think about those things as well. What little things can we use that might be practical to us and practical to our businesses that actually also have a really good story to tell? We shouldn't chase technology for technology's sake. But it doesn't mean that technology can't also add a little X factor to the things that we're doing. So this next example here is going to, oopsie. Let's see. Let's go back to it. One more. There we go. This next one is about Bose. It was launched the line, their new line of fashion headsets. This is a couple of years old. Now, when you think about Bose, what do you think about? Normally, middle-aged business travelers, right? Don't we all own their noise-canceling headsets for the flights? That's normally what you think about. You certainly don't think about fashion headsets. You don't think about teenagers. So this is a really, really big challenge for them. So this was about understanding, once again, this is one where data becomes a story. But I think also for this one, there's another part of it as well, which is really understanding what drives people and also what the power of brands are. Remember what I was talking about? Reputation earlier and how reputation is an input into your intuition. This one really looks at reputation of brands around it. So I'll play it and then we'll talk a bit more about it. So headphones are suddenly all about fashion and color. But Bose has always been about superior sound quality. Their mantra is better sound through research. Part owned by MIT, Bose were more clever rather than cool. With Bose launching its first fashion headphones, how could we use a passion for research to connect with Bose's new millennial audience by creating relevant content through data? We teamed up with Spotify to tap into real audience listening data from around the world and uncovered burgeoning music scenes in the places you would least expect them to dance on in Japan. It's sexy, it's cool, but it's not just that. It's for independent, it's powerful and it's our expression. India, in Mexico. I think that people don't have idea that there is a good Indian scene in Mexico City. Electra, in India. We had no radio. We didn't have record stores. We used to have a few cassette stores where if you pay them enough money, they'll record 60 minutes worth of really cool music. Ambient and Antarctica. OK, we made that one up, probably. Fueled by listening data, we teamed up with Facebook and Vice, Science and Art, to create a breadth of compelling content to power the newsfeed of our audience. From documentary films of the uncovered music scenes to infographics of global listening data, from animated gifts to supporting playlists, content that cut through the newsfeed of our global audience, with each interaction directing viewers to a dedicated content hub. Videos have been watched 25 million times and counted, making them the most watched videos for Vice. Market share dramatically grew across all key markets. Bones, better sound through research, better content through data. I love that example because it shows the power of brands. So as you heard, Bose's strap is better sound through research. So, of course, mining data made a lot of sense to be part of the story. And I think that because of that, this belongs, this idea belongs to Bose, not with any other manufacturer. You can't really see that being a beat set, can you? Can't really see that being another company's ad. It's really rude in the Bose belief system. Added to that, we'll Spotify, of course. Who else would you mind? They've got global data and Spotify was fantastic. They were able to give us access to the artists, the playlists that they created, some of the sound, you know, some of the sound tags, they were fantastic, but they couldn't provide us AV. They offered to very kindly, but there wouldn't have been the authenticity there. Nobody goes to Spotify to look for the latest breaking videos. They go to hear things. And so thank them, but realized it wasn't part of their brand. But at the same time, Bose couldn't create that AV either, because it really isn't part of their brand. It's sort of be like dad dancing. You know what I mean? You take a really cool thing and kind of uncool it. So who is the best at breaking the underground above ground? Well, that's clearly vice. And so that's why we approached vice. And I think that's why vice was also so happy to do it and to provide the AV. But of course, that meant that they also needed to be willing to give us the AV to be played off their site as well as on their site. For the spread, of course, they were a good benefit for them as well. And Facebook, of course, was the most natural distribution partner at the time. So that to me makes it really powerful, because I think that you've taken the qualities of each of those brands, the reputation of each of those brands and brought it together to make something cumulatively that's more powerful than each of those individual brands. So when we think about using data to create stories and using how do we blend the two together? I think the things that we should all be thinking about in order to make truly powerful campaigns that are really effective. I hope you notice the effectiveness scores at the end of each that wasn't just cool stuff to be doing cool stuff, actually drove sales and actually drove business results. So I think the things we really need to be thinking about are how do we bring them together? How do we use technology, not for technology's sake, but to actually be a benefit to the consumer or to the business? How do we take the that instinctual feeling that we have about other brands and marry those together to make something more powerful? Because when you do that, you do less telling because people have more feeling. And finally, how do we really think about not just the first question we might ask about how they would work together, but how do we really explore how they could come together to make something more powerful, more than just delivering? Now, there's nothing wrong with delivery. I love delivery. Delivery is actually what we do. So for the second part, we're going to take a look at how data is used to deliver stories and maybe a slightly more unusual way. But again, in my mind, that can only be done that we have digital marketing. And now that we have these tools and capabilities in our hands. This first story is from Israel, and I'm going to warn everybody. I put it first and not last because it makes me cry every time. So tissue alert, everybody. It is a beautiful story. There is a sadness to it, but it is beautiful and it is very uplifting in the end. So I'm going to play it first. And then we're going to talk about why, to me, it kind of redefines our idea of second screening. Let's try it again. Take one. Half of us will get cancer in our lifetime and almost everyone who undergoes treatment loses their hair. Trust me, it could be devastating. You don't feel like a person anymore. You feel like a walking billboard for the disease. Last year, Pantane asked me to become part of beautiful links, the global charity that creates weeks for cancer sufferers and become a real billboard. Donations has dropped in Israel and we required hair donation to create weeks that were so desperately needed. We wanted to give hair loss sufferers the chance to feel normal again. But donating hair requires incredible generosity. We need untreated hair at least eight inches long. So I went on to the biggest billboards in the biggest cities across the country, asking women to donate their hair to get me off the billboards. We then followed people around the country, teaming up with ways to take over mobile screens with a video message from me. When people passed our billboards of many of our 500 participating hair salons creating a talking billboard. Within the salons, we reached almost 100,000 women every day. Israel's most popular TV channel gave us 51 free TV spots to show their support. Israel's most influential stars amplified our message across social media. In just two weeks, we reached 80% of Israel. One million waste users saw me within three days. 13% more people bought the special edition Pantane to support the campaign and hair donations shut up 30% year on year. Most importantly, we've changed lives. At the start of the campaign, I was suffering from bone cancer and dealing with losing my hair. Now I'm in remission and have been given the chance to live a normal life of a teenager. It's absolutely beautiful. But I love the use of ways as that second screen. We always think about, when we think about TV and mobile TV and tablet, how can the two work together? Well, I think this one's beautiful because they, you know where the billboards are, so they're able to trigger that. What I loved about it was they triggered a story. They triggered a living billboard, not just a banner ad, not just a video that was played, but something that was native to the device that got the attention that added to the story that you saw on the billboard. And I think that's a really lovely use of mobile marketing and location. Like we still are figuring out what advertising looks like in these tiny little devices. And I think that's a great example of that because it's really powerful, it is location-based, but also it's part of a much larger campaign that fits in other places. This one's very near and dear to me because both of my nieces had heard about this program of growing their hair and both of them had the same goal that on their ninth birthday they would donate their hair and so they spent their ages basically between five and nine growing out their hair. Very proud of them, they're both adorable. Both wonderful teenagers now. So I really love that story because it gets that story to many people, particularly young people. This next story here is about sometimes we need a little bit more data in order to be able to do something cool. And it might not be natural behavior just yet, that we're just, people don't quite know how to do it, but we have the opportunity to teach people how to do it. This is a case here, as you guys will recognize, Big Bazaar from our team here, about how they used other mediums to try to teach a bit of behavior that would benefit the consumers. This is the story of Big Bazaar, a traditional Indian retailer who took on the giants of online shopping without any e-commerce presence. We generated $620,000 revenue every month from just a $46,000 investment just by asking shoppers to add two simple words to their Google searches. In India, traditional retailers are struggling, being put out of business by e-commerce giants like Amazon and Flipkart, who always come out on top of consumer searches. Big Bazaar is bucking that trend by turning search into a weapon that drives traffic into its stores. We encouraged Indian shoppers to not just Google search, but to smart search. All consumers had to do was type Big Bazaar before what they wanted to buy, and they'd be rewarded with a coupon for this specific product, redeemable in the nearest Big Bazaar store. Appearing at the very top of search rankings and always cheaper than our online rivals, smart search was smart for consumers because products were cheaper and for Big Bazaar, allowing us to own key generic search terms at very low prices. Smart search ran only at the start of each month and most big purchases were made. We promoted it across the digital landscape. Educating India about the new way to find the best offers, our campaign was backed by a complex matrix of over 10,000 individual deals, each trackable via a unique URL and M coupon and retargeted with a click-to-call offer. $620,000 revenue every month from just a $46,000 investment. Goupa redemption rates of 32% and a 50% rise in searches for Big Bazaar on Google Maps. Now that's effective. Now in this one, as I said, we had to teach a new behavior, a new behavior of typing Big Bazaar. Now the one thing you probably all know that it's impossible to teach a behavior that doesn't have a need. And so this is a behavior that followed to service a need. We all have the need to get a good deal. We all also know that when the deal is a limited time offer, it makes it more interesting. It makes it more attractive. Makes you more likely to use it. So there was a good reward at the end for the consumer to change that behavior. I think this is a really good example of that trade-off that we have with consumers when we do marketing. We're asking for something from them. We're asking for their time. We're asking for a click. We're asking them to look at us. And if we ask them to do that, we need to make it worth their while. I mean, that's sort of the implicit understanding, the trade-off for marketing. And I think if we think more about that, what are we giving, what are we asking? If we're asking for just a look, make sure it's interesting. Click should lead to something good. But if you're trying to change behavior, if you're trying to get people to do something new, then it's got to be a pretty big payoff to do it. And I think if we keep that principle in mind, digital marketing, it won't be the doomsday that Adat Ragh talked about earlier. We are in a tough time right now, but I also think we are in a time where consumers do recognize and have a better understanding of what we're doing. And if we are very clear as to what and why and they get a benefit from it, I think it's gonna revitalize digital marketing because it's not hidden anymore. So I think it's a very exciting time now. As long as that trade-off is good enough, and we always have to think about that trade-off. The communication itself is almost, if you think about it as a product, what is it worth? How much time, how much money? This next case also comes back to, you might have the data, but should you use it? I loved the examples we showed earlier of all of those ads where there was a little too much data and too many complications. And so this case I will show you, I think just a little piece of data and how lovely it can be, as long as it fits with the brand. Coca-Cola presents the world's first fully personalized TV campaign. Everyone loved Share a Coke. Everyone wants to see their name in a bottle. In year two, we gave the 11 million viewers of the 4OD catch-up TV platform their wish. We used a tiny piece of data, people's 4OD sign-in name, to create a personalized TV ad for each viewer. In total, we created four million TV ads that called each individual viewer by name on the Share a Coke bottom. Four million ads that engaged and excited the viewers. We used a tiny piece of data to bring happiness to people's TV viewing, and people loved it. So much so that the social reach of Share a Coke peaked at 11 million. They didn't just tweet though. Campaign awareness was up 17%. Ad recall was 71%. Purchase intent increased 24%. Turns out addressing people by name, treating people as humans, works. That's how you use small data to spread big happiness. I think this also once again shows the power of the brand to keep you out of creepy valley. Using people's names in the ads could have gone catastrophically wrong. For like, how did you get my name? What information do you have on me? What does that mean? I don't know if you noticed, but every ad had a little button on it that said why is my name in lights? And that's when it explained to consumers that the name was just being used in the ad and it was all staying within that ecosystem. There was no data being captured. Once again, as I said, it could have been very, very creepy. I think this is the only brand that could have done that. Why? Because it's part of a larger system. It's part of a larger campaign. Coke has been doing this for a number of years now. It started out of Australia and now it is a global initiative for them, share a Coke. And two times a year, as you probably know, they put out cans and bottles with I think it's the 50 most common names in per country. And twice a year, people get excited about it. They go to the store. They're hoping their name made the cut this time. It's something that people anticipate. So to see their name in a video ad, they get excited. They're like, yes, finally Coke sees me. That's my name. That's me. Super exciting for them. I think one of the testaments that this is very suited to the brand didn't go into creepy valley is also the number of complaints that they received because any of you who've been to the UK, I have a friend who used to work in a call center for the BBC. There's one thing you keep the Brits like to do if they don't like something on the ad or if it's too, if it's before the watershed and it's got dirty language in it or anything, they'll call in and complain immediately. I think they have it on speed dial every single one of them. This one, fewer than three in the first week. And I think it's because it fit with the brand. People wanted it and also it was very clearly explained. So this is one I always show with a little bit of trepidation because I always want to make it very clear. You can't just start using calling people by name unless you have the reputation and authority to do that. And as the payoff once again has to be appropriate to that. Now the final one is also a mobile one. This one is from Norway. It talks about showrooming which I think many of our brands do suffer from. People go online, do a lot of research, get excited about it, go into the store and then think, oh, I can get that cheaper online. But I have to go to the store because I actually want to pick up the product. So this is a way, this is one that we did Norway to help combat that by actually taking advantage of that behavior. A worried mother does better research than the FBI and the investigation starts with the baby products. Expecting mothers are the most frequent showrooming users where seven out of 10 visit physical stores to gather product information and then search for retailers with better deals whilst in store. This is a huge challenge for Baby Shop which invite expecting mothers to their physical stores to get advice and assistance. Unfortunately, price-focused retailers are often depriving Baby Shop of sales through in-store search. So how could Baby Shop meet the rising challenge of showrooming? We created the first ever hyper-local search strategy which embraces showrooming. We utilized the Geo segmentation in Google and gave a special offer to mothers searching for our products while being in Baby Shops or competitors' physical stores. The search communication directed the mother to an individual coupon which gave the showroomer a 20% discount on that specific product but only if they bought within 24 hours. This really engaged the expecting mothers. The activity used only half a percent of the total search budget but produced 19% of the total revenue from paid search. This resulted in an ROI of 59 which is almost 2,500% higher than Baby Shop's average search, ROI of 2.3. Baby Shop's embrace of the engaged mother has proven that it's possible to utilize a perceived challenge and use it to their and the consumer's advantage. Once again, this was capitalizing on existing behavior. People do this already but I think what was also interesting is the information that they had on the consumer at the time was simply it says three minutes and 30 seconds, I'll wrap it up. They're at the bottom of the funnel, they're about to make the purchase. You do not go to a store to look at a product without being ready to make the purchase and so therefore it was worth it for them to give a coupon, for them to give a discount. They weren't discounting the whole store. They were just catching the people and saying you are a very valuable person to me at this moment and so therefore you are worth this. And so honestly, in summary, thank you very much. I hope that this has shown a little bit of how using data and creativity together does drive marketing effectiveness. That's really what we're all in it for is driving marketing effectiveness, helping our brand sell more products, helping build the reputation to consumers. Thank you. I'd like you to remain on stage with me because you got a small token of appreciation, a big thank you. Mr. Deepak Horana, co-founder and CEO, we serve on stage, please, sir. Come on, lady, don't feel shy. Come on, it's a gift. Your presentation, or should I say, storytelling had a lot of heart so I love that. And I really got touched by one of the videos that you showed as well. So thank you so much for that, for touching our souls. Give it up for ma'am please, ladies and gentlemen. And thank you, Deepak as well. Thank you.