 Atit, thank you so much for that talk. It was really inspiring to hear what Baiju's been doing. Echo fully your thought process on performance marketing. We can chat about it later. But after that, I think one of the things I wanted to talk about today is really the topic that we picked up is this area of transparency and the relevance of brands in the new world. And I think one of the things that got me thinking was, what are we talking about here? And what's really the new world? What's changed? And I want to start with the first thing that came to my mind is, what's the biggest con job that marketing has done in the last 50 to 100 years? And actually, if I had more time, I would have done a bit of a quiz around it. But the reality is the biggest con job that marketing did in the last 50 to 100 years was the story of sugar and sugar being nice for your kids and creating a whole host of world for fats and lipids being the real villain to be able to sell the entire confectionary industry, which was the biggest con job that the industry did for over 100 years. What's changed? And why is all this coming out in the future, is coming out and in the open and everyone's talking about it? And I think that's the important thing that I really want to talk about, which is really, I think the history of the world was all about information asymmetry. There's a few people who knew the information the rest of the world didn't. And they were dependent on marketers telling them. And I remember when I joined marketing, there was a very big belief that what marketers tell the consumers, the consumers parrot that back. It's the same thing, by the way, why we have a whole host of world of middlemen, agents, sales representatives, things, and people that really had a bit of semblance of information and spoke and made a commission out of selling to people who didn't. And that was the world we really belonged to. And that's where the marketing came from. And that's the world that's changed. And the whole digital revolution that we are all part of today has really removed this middle layer. Everyone has the power of information at the back of their hands. Everyone knows what the result is, what science is, what various different people across the globe are talking about research is done across the world. And people are getting more and more involved into any of these things. In fact, the role of marketers is what you say leads to even more bit of searching and researching into the areas that are really available across the globe. That's what marketing is leading to. And that's what pushes all of us as marketers to think differently about what we are doing as custodians of brands and what we take to do our brands forward. And that's something coming from a brand like Airtel. I think we've learned it the hard way. And I'm going to talk a little bit about our journey of how we are trying to really shift the brand that we had to a new age brand and do it in a different way. And that's what this story is all about today. What's happening to the consumers? Obviously, the consumers today are exceptionally vocal. Everything comes onto social media, Twitter, Facebook. All of it is out there. In service industry like ours, the consumer complaints and the call centers are loaded with feedback from the consumers, more and more digitally aware as something I spoke about. People are engaging now with brands offline, online, physical products, online presence, personas. All of that is now becoming one contiguous feel for the brand. And a lot of problems and resolutions are happening real time. It's all in the digital world. It's happening at scale. It's happening in the public eye. And I think that's the space and the environment that we have all moved into. And some examples of it, I'm saying what happened to United Airways and all the service failure they had. Everyone knows about these things. And many other case studies which come to mind of various places, cases that happened in various parts of the world to various brands. I think it's a case in point of saying this is a real threat and a real problem that all marketers really need to reset our thinking on the brand. You just cannot fool the consumer anymore. And I think that's the crux of what I'm going to talk about today. The other part which is very critical and what's changed is the audience are bored about being dragged to. I think there was a time when we used to put out and that once, I remember Nitin Paranjpayar, CEO of HUL, speak once saying, the biggest marketing that HUL used to do 30 years back was to find the 9 AM spot on Ramayana in 1988 and get the core main brand that needed to go there, just put it there, your job was done. The world's changed. People are not waiting for this one content. People are bored with content. Add avoidance is on the right. And really, there is a change in the way brands have to think about what they're doing today. And there's no longer what you have to say. There is a bit of say in what we're talking about. But there's a lot of brand do. And I think there are many great examples around us. I've just picked up a few. These are not necessarily the best. But just a few which came to my mind up front of brands who have done really great work in terms of the brand do leading to what the brand positioning was rather than the brand say. And I think this was some of the inspiration that started the Airtel journey. And this is not my journey. As I said, I'm very privileged to come here and present to all of you. But this is a journey that started four years back on this brand. I want to really talk about this journey of what Airtel started with. So Airtel, as we know, is a telecom brand. It was the first telecom brand which has stayed for the last 25 years now in the country. And it's gone through various phases where we spoke about relationships, connections, talking. A lot of storytelling was the history of this brand. Till in 2015, with the new technology of 4G coming in and a competitive context changing, Airtel actually went ahead and for the first time went into a very activist mode of advertising, trying to tell about what Airtel was really good at, which is delivering great 4G network. And that's the time when you guys became familiar with this face of the brand and some whole host of challenge format advertising which came into Airtel. I just am going to play one ad as a reference of just to jog everyone's memory back so that the rest of the story becomes clear. So Pratik, can we just have the ad, please? It's not a problem, it's 4G. Airtel 4G Challenge. If you get a faster network than this, then lifetime mobile bills free. And this was really the campaign around which a lot of rethink on the brand started happening. And the reason for that was the customer reality was very different from what was being advertised. And the reason for that was data was growing in this country and still continues to grow at a rate at which infrastructure just couldn't keep pace. And while we were the fastest network, and we have been the fastest network all this while, the actual user experience wasn't always great. And that was the biggest reality that we were facing with. Now there are various reasons. As I said, data prices were too low, growth was unprecedented, infrastructure was not able to keep track with. And all of this kind of advertising was leading to a lot more of credibility questioning from the user rather than a positive reaction. Although there were a lot of early adoption that happened with the ad. But that's what, over time, over a year of doing this kind of advertising really took us to. That's when, and all of this was happening in spite unprecedented network investments. This is like a graph of how much network investment went in. And the year after we put this campaign in, our network investments went up by 40%. But the quality of, because of this data surge that was happening, the data was growing at 200%, 300% analyzed growth in the country. No infrastructure was able to keep track of. And that's when there was a big, big shift. And we paused. And we really looked at ourselves and said, guys, what is it that we really are doing? And I think that's when one of the biggest thoughts within the organization came through, which was the thought of an open network. And we went ahead and put a manifesto for ourselves. I don't know how many of you can read it, but I'll just read it out for you, everyone. I think it's about open questions. Sometimes a big step starts with an open question. We asked ourselves, too, are we the best network we could possibly be? Honestly and humbly, no. Do we want to get there? Fervently and definitely yes. So for starters, we have decided to become India's first open network, which means you have open access to our tar maps, our internet strength, our strong signal zones, and our weak spots. Not just in your state or city, but right down to where you live. So please judge us, question us, tell us where we are going wrong, and partner us in getting it right. Because the truth is, you know what you need far better than we know what you need. And if we want you to open up to us, we have to start by opening up to you. So we are starting with two simple words, questions open. That was really our manifesto, which was really about partnering with customers to really set our network right. And the Airtel app had a tab of open network where you could just tack it. And on a Google Map kind of a platform, you could see everywhere where the tar is all the, sorry, the purple areas are where you have good network. The orange areas are where the network strength weak. And you will have call drops. And there were even intimations of saying, where are we planning to invest next? Where is our next tar coming in in few months? Network will become better on this. And to communicate to this, we then put out a campaign to the users to talk after having fixed all of this as a process. Because we realized that we wouldn't, a network in telecom in India is never going to be perfect. We'd always be imperfect, but we are trying and we are honest. And that's where open network came in. Pratik, can we have the film, please? I don't feel there's any difference whether I use this or that. They don't care. They don't care. They don't catch the network everywhere. They don't know where the network is or where it's not. This is the biggest secret. You sit and talk. Suddenly, a call drops. Where is your network? Tell me, all the questions, all the answers, I'll take them in front of you. The water of milk and water. Problem is, what are we hiding from us? We'll show you the guts. If you show us everything, what will you do? Show us. Open it. Show us. Where is your network? Where are your towers? We won't hide anything from you. Wow. That's why we have become the first open network in India. All answers would be given to us. All the towers. Their signal strength is on your mobile. I can see their house. I can see their house. I can see which towers are not there. I'll see all of this on my phone. At least you know there is no tower here. They are going to build a tower here. This is transparency. Because the best network is the one that makes the right mistake. So that was our big attempt at really changing the whole orientation of the way the brand would reach out to its customers. And lo and behold, this was one of the biggest successes that we had on the brand. All brand scores went up, trust, transparency, even perception of network quality while in reality nothing changed. But just the consumer acceptance of the network went up dramatically in the same phase as we went about this. And this, then we started building, and really there was a, we were all learning as we went through. It was not like one fine day we were all wise. But I think it was a three-year journey where we kept asking ourselves what next in terms of transparency? Next, in terms of being an honest brand. And then we went into this whole space of talking about our network through the consumer's lens. Through campaigns where we spoke about what the consumer actually speaks about us and telling them what we are doing to solve it. So Pratik, can we please have the next ad? That's a good one, that's a good one. So I said let's leave you alone. Let's check the best in India. So, what's the fastest network? So, Ukhla, the global leaders of speed test, they said it for the third time, India's fastest network. The first one, Airtel. So, back to Airtel. I was speaking with experience. You know what? You did it right. You should try everything. Only then you would face the right mistake. Why? Yes, I'm the one speaking. You should try everything. Only then you would face the right mistake. So we went about it and there were series of campaigns that kept coming. This is how we kept talking about our... And there were lots of themes that we picked up from the users having left us, have come back and so on and so forth. There was actually also a time when a very large set of users actually went out to try other networks for value, for price, for free data. As we went through this journey, we also started picking up all the consumer digital interactions. And that's something I think a lot of companies do. And started building all our marketing plans around what we were hearing from the consumers on social media. Our network planning moved to a transparent space. All our innovations started coming in from all the things we were hearing back from the consumers. And I think this was really transformative for the brand. Everybody in the organization, because the history of telecom was you put a tar, you had business. And therefore, the consumer was always left behind. And I think this was a big, big shift in the telecom world, which is everything was coming, what we were hearing back from consumers were going back to consumers with solutions. And lots of campaigns were also initiated by what consumers were telling us. And I'm just going to... And the brand in this phase really evoked a lot of interactions. We get 9 to 10,000 daily mentions on social media. And the biggest question we asked ourselves is we tried to do FGDs. We worked so hard with agencies for people to tell us generally what they feel about us. There are 10,000 of them telling us every day what they feel about us, what they want from us. And this became the crux of all the marketing that Airtel started doing. And I'm going to talk a little bit about... I think the biggest thing we did on the network was we really created this mega-center where we started tracking every piece of mapping social media, actual network feedback, actual network performance into looking at the entire country from where is the network performing, where it's not performing. There are many practical reasons why. And by the way, we get trolled on social media like nobody's business. I think telecom must be one of the most trolled categories on social media. But we mapped the social media feedback right back to our networks to do diagnostic on a real-time basis. That became one of the biggest actions we took internally, saying we cannot ignore what's happening here. The second thing we did was we started innovating as I spoke about, totally hearing what consumers had to tell us. I'm just going to pick up one idea which came out of what consumers were telling us. And here's an innovation we put in market which had humongous success for us on postpaid. Hi. You didn't do anything for your network? You used to pack data on a data pack every month? I did. Then how many GBs did you use? I did too. And the data you didn't use? I even paid for it and didn't use it. And what did your network do? Yeah. I think as we went about this we even went to the extent of using social media chatter to talk about our campaigns and I'm just trying to wrap this up but I really want to play this copy of the boldest copies we put out in the space of transparency. Dear Aytel, stop admiring and fix your network or else take your network and you won't be able to read it. You've written this on the internet. I don't believe it. What should I do? I mean, I was so shocked that I had honestly scolded you a few times. So, I'm sorry, but... Come on, sit in front of me. Give it to me. No, no, no. Give it to me. Earlier, the network has improved a lot. Actually, and you know, some people are saying that its speed is the best. Not just some people, even the leaders of speed test have said the same thing. Again, choose the same network that becomes better. Switch to Aytel. And I think therefore that was the whole pivot that we made on the business which was really to move towards a bit of honesty, transparency and service. We would never be perfect but we are trying to get better. And I think really the big question for marketers is what do consumers want? And I think the crux of what we started doing is saying what they really want is all out there. Is somebody willing to listen? And I think if you just start from there, I think everything else becomes clear in this world of transparency and relevance. Thank you so much. Could I please have you once again back on stage? We would like to present to you a token of gratitude for sharing the various marketing strategies, campaigns, innovations and its success stories. And I would like to invite Neeru Salat, the Zonal business head from the Hindu to please join us and present him a token of gratitude.