 for our session, a huge, huge welcome, a very warm thing. And thank you so much for joining us today. Good evening, everyone. Looks like we have a meeting with a running team of change, a lot of aspects of how company is changing. And then we had, are we not talking about the ownership and content is changing. So speaking of the team, I'm going to talk about the five golden tools of the commerce. As you know, digital improvement and bigger growth that we're seeing is from the way the consumer is discovering products is changing. The consumer today is largely developed by product tax. And if you see the graph there, Amazon, which is a product giant, right, market-based giant, is almost immediately in the share of the media giants on digital, which is Google and Facebook. This trend of pricing product tax is globally changing how media is planned and also how consumer is buying. So e-commerce in this age has become a month, day and month, when a frontier for consumer product companies. Retail largely is, as of today, on e-commerce on 7%. And if you see more developed economies, like it was in UK, it's as high as 20% and 27%. So in the whole aspect of browsing and buying, it's very habit-forming. And this is going to continue to increase. In e-commerce itself, the larger categories are upper-end and consumer electronics. However, in terms of what is growing as of today, if you see beauty is massively on digital. So these trends are rapidly shifting. And if we have a look back at what is driving all this change. The biggest disruption of today's time is the internet of the entire century. So a very hard-run distribution power is now neutralized. Scale is no longer massive production, democracies and everything. A lot of insertion brands are in the market and challenging very well-established big brands. In these times, fortunes are made and lost, like never before. So how do we adapt in a time like this to the e-commerce world? So I'm going to talk about, this is our experience of having worked with many startups, research and new entrants in categories and also well-established brands and brands and how they're working with this journey of e-commerce. So here are the five important rules, basis of everything that we've done over the last four years in e-commerce. And I'm going to share this with you more as a table. And yeah, so they do know one, would be e-commerce has put the focus back on product. As I said, the whole aspect of distribution power stands neutralized to a large extent and most insertion brands, the way they approach e-commerce is like, let's say I own a bunch of brands today, I can do that with a very small capacity of 200, 500 units, launch it, and all I need to do is get my good product to the right customer. And the consumer is going to find me for the next cycle of growth. So I get to a thousand orders, get to a 5,000 orders, 20,000 orders, and then you are real speaking volumes right after, like I'm talking about like a 30 units and everything. So this is how a lot of new entrants are within and growing in this kind of environment. The consumer today is less emotional, more rational, and he's diminishing on the loyalty. So in this kind of world, the product features are given as important as brand loyalty. The rule of two, I would like to call on is best in line. Now, if we see how a lot of experiments I don't have to commission a very expensive market research today to be able to know what the consumer preferences are, at least for smart experiments, of course for industry growth and timing, I mean, these research reports are still very private. I'm talking about more product level or consumer appeal and salience. It is very much possible for us today to do even price elasticity studies over a very quick three day period to understand whether one internet product is going to sell better or from packaging size or from a bundle. Many aspects of this can be done in a very quick experiments to have longings and only if we act. So this changes the game, if you are very noble and you are able to continue to invent and know it with the same place as what all the firms and all the places do, it can change the game and that's the name of the game as such a game. The rule number three is something I want to just ask all of you to think about how many times when you're browsing, you just buy that product which has editor's choice with them on it, Amazon's choice, SLO's choice. The artist's care which all of these e-commerce companies are operating today, I mean in India we just have a job where it's just Amazon has been put as a client and they're at the massive scale that they operate. The volumes swing massively the day you get a best seller tag. So many of you put on e-commerce campaigns or very active on or listed on e-commerce and I think they would know how important being in the top 10 list of Amazon is. So the best seller tag can be as good as a celebrity endorsement. Rule number four, a holy confluence of sales and marketing. So of course I mean these forces have to come together to make a lot of successful launches and successful growth and everything but in a digital world there is no choice if you think about application of your status of integration. In a digital world you can do a discount and it can be a promo for the discount and rapidly liquidate. Rapidly liquidate in a span of three to five days if you have your station marketing teams are working hand in hand. So this again changes the game. And on the same lines a lot of things are not done jointly, marketing, virtual models and all of this. Rule number five, I think the ones again who are already listed on e-commerce would know how important is the consumer reviews. A buyer in Chennai, a customer of yours in Chennai is heavily influenced by somebody sitting in Kattam. You don't have thought of this happening in the earlier days, right? So it is the opinions and the volume of these opinions and the frequency of it is again heavily swinging how consumers is making the purchase position. So these are the five things that I thought or basis or experience are the big swingers in the moors and checkers kind of thing like which are changing the layout plan on e-commerce. There are many new entrants challenging well established brands or well established brands successfully launching new digital first brands. Sam also shared his number one advice today in his talk was be ready to launch digital first brands now so that we can be ready for the future. So I'm gonna take these five goals into practice with the history of the example or a hypothetical launch and how it happens. We have as an agency seen multiple launches now and this is pretty much how things you're getting to a virtuous cycle. So you launch, let's say it's week one, there is no organic sale. You have to spend somebody to see the entire cycle. So the whole minuscone of the target has to be a big brand launch to achieve a very high daily run rate. So with many of the brands that we have launched you're taking it from the zero to 500 units a day in a span of four weeks. So when you do that, you get a best seller tag in a short duration. So it could be a B since it could be a B12. That is all about how much, how the factory is and also how you plan, we are and everything. But the way you get the best seller tag, the organic units search. Now that again changes how the A cause is in words of ROI because A causes a very in how much that's picked up. So your ROI jumps, you know, because so we are related to high sales velocity, high sales velocity, got to a best seller tag, the best seller tag picked up the organic units. And that changes how the ROI changes, the ROI that gives you a lot of room for funding this growth. And that leads to a sustainable growth. So this is how the A cause change would be. Typically, one thing I do want to follow, you see at the time of the A cause is like 130%. I have seen brands launched with 100% A cause but eventually stabilized at 30% or I mean these are like if it is FNC reports, if it is uplances, of course it's in 5%, 6%. So a lot of planning. So this is actually, if you think about it, this is the armor on the scheme of large established brands because I start, I cannot think in many weeks ahead of time. For large brands, if they can assist the market sites and the ambition that they have for digital preparation and the mark, and you know, in a year's time, then they can actually fund this in a rapid way at a time of launch. Start from a higher A cause but have a target A cause which you would stabilize and for a positive GC. So this is how we typically take launches in the e-commerce world. Another thing is the NTB, a new brand. Digital is so rich with data, pretty much on an NTB basis, I can see what is my glance views, which is kind of proportional to, you know, SOV of the traditional media, right? So with the increase of glance views pretty much, I can plan it so kindly that, you know, we do payday cycles or, you know, Amazon also has this super-wide release in the first week of the month. So people buy offensive products for the first seven days of the month. I can rapidly increase my GB share during the seven days. And this is possible, unlike, you know, of course it's possible on digital, in e-commerce it also becomes extremely important to plan this. It's not just possible, it's very, very critical to plan it. So these are some aspects of how to use the kind of signals we get in the e-commerce platforms to secure, progress, all more, what are the pieces of objective of the brand at that point in time, and how to advance for the same. I'll take another example. So let's say you have done all of these things, and so will you enjoy the status of sustained growth and everything that you saw in the previous slide, there's a steady growth and not true. E-commerce is very dynamic every day. I mean, for the same reasons that we said that it's very easy to get into a virtuous cycle of growth. It's also very easy to get into a vicious cycle of decline. So on e-commerce, the task doesn't stop after we have grown or stabilized at a particular rate cost of not testing and recalibrating this candidate. I mean, it's not necessary to be always applied, but I'm saying this is the opportunity there. So we launched a product, I think the actual price was $199.49 or something of the price there. I mean, we launched a product with a very small discount, and because of the price parity, I mean, others go for price per language. Now, price per language is something that is discussed internally in the companies. For an e-commerce customer, it is basically on their platform, pretty much on price per human, price per grant. So it becomes a very rational decision of money, choice, and even the influence. They can choose to reject the influence like in the retail sector. So what happens is the moment there is a price discount, it is usually, I mean, the ones can price, but the experiment is that the one who price to the extent where I can fund the discount, right? And who I want to use a luxury product will never do this, but in a lot of mass consumption products, this might be highly relevant. And I can do this experiment in short period, as I said. And that gives a lot of power in how we do the product pricing, marketing, and then you have this. But there is also another way in which I'm so new to write this kind of e-commerce. I think the fund grant breakdown of audience cohorts, now Krashingi's talk was talking about how we can shift it to, you know, in terms of not just from the, not like, I think there is cohorts, right? It's more about often as an interest, you know, the type of content that comes from all of these signals. So, in this data, if I want to grow into new categories of new assessment markets, it's very predictable in terms of what is the size and how much can I grow. So this test is a lot of power in your hands, as to how you can operate in the e-commerce platform. I think the next phase, let's say you don't incorporate in your growing entity and everything. A typical thing for a market leader, this is a test of your market leader in a consumer electronics, not a market leader or a top three player in a consumer electronics state, as to how they perfect the same period, the Tivoli same period that happens on Amazon. So if you think about yourself and how you shop, you're in safe periods, let's say, usually we buy the high-value goods in the first few days. People add these products into the cart, almost take a week ahead of the sale. So Friday, say, opens at 12 in the night by a claim of huge amount of revenue is gross financing. This happens in the, they're almost moving to Black Friday in India now. So this particular consumer electronics company, which of course has items that are in the 10th, or 15th of the world, you know, kind of a range, and also, you know, it's the initial pre-buzz, a big spike in the first three, four days, and later, the top three best sellers that happened to be from this brand, which was previously not the number one, and even today it's not the market leader, but the top three best sellers on Econ during the very valuable October, November month, turned up to be from the same brand. So that boosted organic, and that, again, created the orchard cycle of high sales, and they had one of their most fantastic history sales in the last few years. How the competition share and brand share, even though India was not deployed even the over the month, it just stayed because the organic and the best seller boosted the share for the rest of the world. So these are the five rules applied on many, you know, in a large kind of a list for the market leader to foot rest, or to a challenger, you know, for a challenger brand and everything. So if you're doing all this right, and you're mastered the rules, what next? The digital performance has a lot more in store. So I don't know if there's a minute to talk about, and what about the imagination for you as to what more can be done. We have deployed an automated bidding engine for market leader, because coverage is a data FMCG brand for purchasing on the coverage. Coverage is the same as the, you know, you can assume it's very close to the SOE kind of a definition. So what it does is, it's initially like, such a question you see, the cost of CDM, the cost for regression was at a certain range, which was the steady rate of the market. And because the bidding engine could find these spots, which were extremely efficient to buy, and if you, at the prime time, you can have an equivalent, 10 or 12 per block, what does it do? And in the afternoon, when the competitors, you know, are the same as in Spencer's law, can I find out more impressions? Is it useful? And it takes multiple factors into consideration, and we could buy the impressions in an automated fashion, at a very sustainable price. I think there's a lot of inefficiencies, but like, our packs are still possible because it's a platform involving. And even the target sampling, I think the basket is sampling as an offering. Amazon has extremely average orbits for ASP analyzing, which can be treated as sampling, like other best-to-trial kind of aspect. So these are some things to look at, you know, for the future to dominate with data, which is available in real-time in massive volumes on e-commerce, which was never available otherwise. So with this, I end my talk, and thank you. Ladies and gentlemen, a huge round of applause for the brilliant energy in the room and the radio, each of which will provide the following how we'd like you to give away a memento, and thank you for joining us. We request the opportunity, a memento, to which we'll give away a model of 4.5x5.5x5.5.