 Now, moving further, whatever we discussed today fundamentally all boils down to building a strong brand. And that's exactly the topic that we have our next speaker talking about to another strong entrepreneur lady. Let me welcome you on stage, Ms. Radhika Agarwal, who's the co-founder for shopclues.com. And just to tell you a little about Radhika, she's the co-founder and the chief business officer at Shop Clues. She's also the first Indian women co-founder to enter the prestigious echelons of the Unicorn Club as a driving force behind its go-to-market initiative. She has carefully nurtured the brand to make it a household name in less than five years now. Radhika has backed the Tech Women Entrepreneur of the Year Award at the Disruptive Tech and Innovation Awards for 2016 as well. Ladies and gentlemen, please welcome Ms. Agarwal. Can you all hear me? Great. So when you have to follow films that cover horror, emotion, comedy, and everything else, it's important to get your act together and I have to say I'm a little nervous doing that right now because every emotion was covered in all those films that we saw today. So when I was asked to come in and talk to you about building a strong brand in the digital era, there was a lot of thought that went into this, you know, talking to a room full of marketers, words like brand salience and brand manifesto are, I think, part of your day-to-day vocabulary. And what can I really tell you about that? So today I'm really going to tell you something about my industry and talk to you about how we have built Shop Clues from scratch. There are some films that I'll be covering as well, but that's not working. So there are some films that I'll be covering as well, if the clicker works, thank you. First and foremost, Shop Clues started in 2011 and our entire premise behind starting the company was that e-commerce in pretty much any country should resemble offline commerce strongly as well. And in India, the incumbents at that time resembled a mall more than the bazaars where most of India shopped and for us, the entire thought process was to get the bazaars, get the small, medium merchants online, and that was really the genesis of the business. Now, we know that we live in the digital era, yet digital seems to be the toughest part to crack when we build a brand. Even today, when we do marketing, we don't necessarily look at marketing as a wholesome strategy. We look at it as breaking up what is our strategy? What is our brand strategy? What is our performance strategy? Yet the fastest growing companies in today's era have figured out their brand promise far before they've invested a single dollar in brand marketing. Let's take a very simple example of Uber. Now, Uber is evolving the way the world moves. They started off with the tagline of everyone's private driver, and they've gone much beyond that. They're delivering pretty much on-demand flu vaccinations, Christmas trees, kittens, supercars, nannies, same-day shopping service. They've expanded themselves far beyond just getting a person from point A to point B. Now, because Uber defines itself as a global urban infrastructure and logistics company, they've been able to command a very hefty valuation. But that's where the branding comes in. You know, how do they actually brand themselves? They focus on user experience to scale growth and build a brand. But the fact of the matter is that brand building and scaling growth and at the same time building in the technical craft, that means that building out the product itself while you're creating the brand has become integral to building out any of the new brands at this time. Brian Chesky, who started Airbnb, said that a house is just a space, but a home is where you belong. And that's where the brand truth of Airbnb lies. I know you heard the Airbnb country director, Amarpreet, earlier. But it's very important to remember how they've been able to evolve from a technology company that really reverse engineered Craigslist into a lifestyle brand. That's what they are, a lifestyle brand. And again, without significant branding, spend very focused on building out the product itself. And that's really where I think modern products are. So modern products, modern products are really never complete. You know, they are connected, they are upgradable, they are trackable. But the fact is that they continue to add value and the brand has to continue to be very, very flexible as well. So again, let's go back to shop clues. When we started shop clues in 2011, we had a very clear position in mind. We believed that online commerce should be like offline commerce. And that's where the genesis was. The last six years have been an amazing roller coaster ride. Today, we have about 600,000 merchants on the platform. About 25 million customers have transacted with us. We ship out over 3 million units on a monthly basis. And I'm very proud to say that through all of it, we've been able to build a brand that is fundamentally strong. But building all of this was not easy. And more than that, it is an expensive proposition to build out any brand in India today. So when we launched our clues, we took a bunch of shortcuts into building out the brand and to do the marketing aspect of it. I want to talk about some of those today. One of the first things we did when we launched shop clues is that we took a page off the famous Gmail success story. In December 2011, Facebook, which is when we launched, Facebook was hugely popular. And anyone worth their salt who was online was available on Facebook. So we created a page on Facebook. And the only way you could access that page was to like the page. And when you accessed it, you could get a secret code that would take you to the site. So if you went to shopclues.com, you would not be able to access it. There was just a blank page that said that the site is not open for public consumption as yet. But if you went to Facebook, liked the page, and entered shop clues, you would use the access code and entered shop clues. You would be able to see amazing deals. And you would get 50 clues box, which were equivalent to cash at that time, and be able to make a purchase. What we also did was, and which was very important for us at that time, was that we had a huge selection of products which were between 50 to 100 rupees. Now, if we had just launched the product and gone out through Google or branding or any of the other things, our cost of customer acquisition would have been 350 rupees or more, which is typically how AdWords or social media, for all of you who are in digital marketing, that's how it typically ends up working. But this strategy worked very well for us. What really ended up happening was that people got to buy something on the very first visit. They were not just visitors, they were customers. We saw visits and transactions at the same time. They had an access to a site that was very popular, but the others couldn't access it. So huge virality, they were more likely to share it across message boards, et cetera. And overnight, we were in internet sensation. Everyone was sharing their purchases on social media, texting their friends, and honestly, who doesn't like to pat their own back? So we, with very, very little spend and just a little bit of smart marketing, we were able to get our name out to a large amount of audience who would have never been able to, who we would have never been able to reach with the kind of budget that we had. Now, there were two other additional business benefits to it. One of them being that the Clueswax that I talked about, you could use Clueswax only if you used a prepaid order. Now, as consumers, we all love COD, but if you talk to any of us in the internet space, you know, e-commerce space, you know that COD is really the bane of our life. The returns are very high. It's a very expensive proposition. And in spite of COD being the easier way, and that's how most of the companies were acquiring customers at that time, you could use the Clueswax on Shop Clues only if you placed a prepaid order. So even if they had to pay for 10 rupees, they had to put in their debit card or net banking. So not only did we convert the customers, push them down the funnel into the visitors, push them down the funnel into becoming customers, but they became the best kind of customers that we could have had. They became prepaid customers. And again, a very, very little spend in all of that. So the next time we tried to do marketing for our brand a couple of months down the line, and again, we quickly realized that we won't really be getting anywhere with the small budgets that we had in the big bad world of Google. And especially against the 800-pound gorillas in the room, there was Flipkart, and there was Jivong that had just launched. And they were aggressively marketing across television and digital everywhere else. So that is where, again, we decided we were just going to do things differently. We went back to the dining table. Yeah, we were operating out of our houses as yet. So the dining table was really the boardroom at that time. We went back to the dining table and brainstormed again on what would be the right thing for us to do at that time. Now, the first thing we wanted to be very clear on was what our objective is. Awareness, in many ways, we just wanted to be part of the consideration funnel. We were not being ambitious. Just being part of the awareness set would have been great for us. And it would have been a minor miracle if we would have been able to get some action out of it as well. And at that same time, we had some merchants walk in and they were showing us some of their products. And one of the merchants had these deodorants with him. He had about 10,000 Reebok deodorants. They were available for about 80 rupees. And my merchant counterpart was looking at those deodorants. And I was going through my numbers and I realized, you know, sorry, things were charged for a bigger customer acquisition, I have no idea how to do it. The merchant said he had, and this is a meeting that's going on parallelly two ends of the dining table. The merchant said he had about 10,000 deodorants. Now, a deodorant is, especially a Reebok deodorant, is an amazing product, guys. It's branded, it's aspirational. And the youth of India will buy dozens of it if they get it at the right price. We had a quick chat and we decided that we are going to use that deodorant as a hook product to get the customers online. So we listed it for nine rupees. Nine rupees plus nine rupees shipping. So we didn't want our customers getting hooked on to free shipping. But the catch was that this product could not be bought on COD. We wanted to make sure that the customers are engaged and they buy it on a prepaid way. We listed 10,000 products in a category, what we called in a merchandising property, what we call the jaw dropping property, jaw dropping deal. And we sold all of it in less than 20 minutes. So this is a time when getting traffic to the site was a huge challenge. We not only got traffic to the site, huge virality, we also got orders and we got orders from customers who were more likely to come back the next time. The repeats for customers who place an order using prepaid is about three times higher than a COD customer. It worked out beautifully for us. Customers who got it, who got the 10 rupee, nine rupee deodorant, they were again hugely vocal about it on message boards. If you remember, they used to be hugely popular at that time and on message boards and on social media and those who didn't get it kept coming back to the site again and again to partake in any other deal that comes up and they would just go ahead and buy other stuff from the site that was available. Easy, cheap way of getting the word out. We quickly realized that the best way for us to be able to build the brand to do the marketing had to be underlined by a strong element of virality. And this is where I'll go back to what I talked about over Airbnb earlier as well. The product itself has to be your biggest brand ambassador. And for us, merchandising on Shopcruise became our biggest brand ambassador. The next time around, the problem that we were trying to solve was that, and this is about late 2011, most of the people were accessing the site from work, from schools, from colleges. That means that the traffic would drop in the evening. The traffic would literally vanish on a Saturday, Sunday. Mobile phones were not as rampant as they are today and it was the office laptop which was being used to place most of the orders. Now, we saw the traffic go down and we really wanted traffic to come back up on a Sunday because that's really 48 hours that go down the drain. That is where we went back to the ethos of the brand. We wanted the bazaars to come online and for all of you who've grown up in India, we've all seen the Bengal bazaars and the Shani bazaars and for those of you who are from outside India, there's the whole concept of flea market there. So we launched what we call the Sunday flea market and basically there were products that were lined up from 23 rupees to 500 rupees. There were about 500 to 1,000 products there and the genesis of that was again one of our merchants who had a huge supply, Synthol was changing its packaging at that time. He had a huge supply of Synthol soaps that were the old packaging and they were available at a 50% discount. And we listed those and we listed about another 400 products. They were all flashlights for 100 rupees, a set of three skipping ropes for 90 rupees and the merchandising property itself had such huge virality that it took traffic to an absolutely different level. From us getting less than 5% of our orders on a Sunday, about 40% of weekly orders started coming on a Sunday. So for most of our customers, they've heard about us through our Sunday flea market. So most of these customers would hear their friends talk about, and they would come back and check us out on a Sunday. And we quickly realized that merchandising properties are really the right way for us to go. Now in a market where there is craziness all around and people have raised, I think a total of about 17, 18 billion dollars just in e-commerce itself. For a company like ours that is very focused on tier three, tier four, tier three, tier four consumers, very focused on small and medium enterprises and very, very, very focused on the unstructured categories. It's always been very important for our brand to get out in the right way. The first time we actually went out the traditional brand route was in 2014 and we wanted to make sure that the width of the products that we cover are covered in that. I'd love for you guys to take a peek at the first commercial that we ever did. And as all of you know, the first commercial is typically your baby. Lug a ke kanchi, udh gaya panchi. Ari bhajgai chhe aur chhe se chutti. Lug a ke kanchi, udh gaya panchi. Bhajgai chhe aur chhe se chutti. Chhe se chutti, jairi miri katthi. Chutti ho gai bhaag. Hello, Juhi, hello, John. Chhe se nauki, sale is on. Hello, Juhi, hello, John. Chhe se nauki, sale is on. Giddi ka ke sit pe gadke karne, muwai laon. Chhe se nauki, sale is on. Chhe se nauki, sale is on. Mubai laon, muwai laon. Shop clues besh karte hain, ghar wapsi sale. Har roze amare app pe surprise evening deals. Electronics, passion aur home items pe. Ding se leke tong, ding se leke tong. Sab kuch aur shop clues dot com. Thank you. Chhe se nauki, sale is on. We got the sequence wrong. This was the second ad that we did. But again, the genesis behind it is very similar to the Sunday flea market that we talked about. Six to nine, we saw a huge surge in traffic on the side because most of the people, if you're stuck in commute traffic, you know either you're on your phone or the person sitting next to you is on your phone. And this led to the traffic going up by about 5x and transactions going up about 10x on the mobile app. Mobile app downloads went double in the week that we ran this communication. The next one I want to show you is about the Sunday flea market that we talked about already. Bhai saab, Sunday ke Sunday pataani kya ho jaata hai na? Poore hafte toh theek rahetao. Par Sunday ko soobha ke khe baje nahi ki poora dinde aise hi behal ho jaata hai. Arre najane kaun? Sirf Sunday, Sunday ke Sunday aise hi non-stop hi, yaad karta hai. 31 in a month school driver, six fifty six in the morning. Oh, Bhai saab. Bikes crash-remover, 64 rupees me. Oh, Bhai saab. Terabyte mini speaker, 99 bucks. Oh, Bhai saab. Dual time watch, obi siri, Rs.199 rupees me. Oh, Bhai saab. Spy-pan camera, Rs.244 rupees me. So, while we built out our merchandising properties, we realized that our brand proposition was getting a little confusing. For the consumer, and the last one that I want to show you really talks about how we are different from the other players in the market. So guys, I think just to end it quickly, in today's day and era, when you're building out a digital brand, I think along with the consumer truth, the product truth is very, very important as well. Your product connection to the brand has to be literally built out much, with the consumer has to be built out much before the brand can be built out through any of the films that you're able to do. Thank you.