2020: Omnichannel presentation
Converting omnichannel customer touch points to ongoing business stories
Technology has become second nature. This is causing a shift in people’s expectations towards their needs being met anytime, anywhere, through any channel directly at their fingertips. In this session, we want to walk the audience through how a technology backbone can bring together sales, service, marketing, and commerce. We’ll also discuss how to integrate interactions across platforms and while still providing a single view of the customer, enabling a fully connected experience.
Focusing on the customer experience is the key for any business and this session will show you how to capture the moments that matter to the customer and change them into meaningful business stories.
What you’ll learn
- Why customer experience is the key to thriving through change in omnichannel strategies
- How the best companies embrace the customer, undergoing an immense shift at a rapid pace
- How to stay relevant, continuously innovate, and go to market faster
- How to be elastic enough to accommodate changes in a ‘pit- stop’
We've got partisans coming in. So. So please take note. All right. Thank you, Lodge. Thank you very much for introducing. So what are you going to talk about is essentially, you know, we are in a stage. This is one of the quote. That always comes to comes to me very handy, right? So every time we look at this, then yesterday's best practices are turning into this shortcoming. So we need continuously see the continue to invest in digital channels.
We continue to expand digital channels. We continue to add new more dimensions to our business. But we continue to see, you know, the previous started is getting getting older. So what we. So in today's world, when we look at the Corona White situation, this situation is even even getting very important because the pace of transformation, the way customers are accepting newer channels and moving onto digital channels is like it's it's almost 10 times than what we thought of before.
So it's absolutely the right time then we have to absolutely move on to the or expedite or speed up our process to move into digital channels and look at the standards that are starting to remain the same or not.
So we're going to talk about a story today. And this story is about offie and the flowers and and I'll talk about that in a bit. So this is about a tale of two companies that we have we have been partnering with and how they have started with their expedient journey, how they use different channels and different businesses to stitch together the new dimensions of experiences and how those newer experiences morphing into the business stories. Eventually. One of the example we've tried to bring in a little far variety into this, one of the example is to do with how B to be what it is, B, to see examples out there.
Then we also have examples of rather than X, one is expanding the channel to from digital to physical to whatever. And that example is to do with, you know, how different businesses or so many different dimensions of businesses or different brands coming together to create new experiences and helping grow the business.
In that sense, before we move on to that story and understand that story of coffee and the flowers, let's look at it. You know what's happening in the current situation. And I'm sure that this is something that we all have been going through as well. So first point here is we have seen a significant explosion in the number of channels that we see restarted. It's not just about one screen or one channel. When we talk about digital channels, we have the channels have been excluded using argument, reality or maybe voice or no, we are moving on to physical channels.
Different channels now also powered by new or new or different types of experiences that you can create with. So if you've seen the last couple of years, that is a significant explosion in a number of channels that we have. And that to these channels have been powered by Artificial intelligence, not to these artificial intelligence then put all the bundle together on the cloud. This is immensely powerful situation.
If you look in the future, I think Knaus was talking about some of the newer technologies that are coming up. And if we extrapolate those things and look at the future. No, it's too, too unpredictable today. Things are not very clear. But some of the things like, you know, 5G or we look at quantum computing, these things will actually expedite the process of moving into the newer channels and the way that you clearly would experience it, very, very, very different value process where you see the channel, where you see the experiences, where you you do your processing power moves for the back, supporting by the quantum computing and 5G can speed up the communication.
So it's not just now, but then. What it is leading to is leading to in chart form. We call it experience everywhere. So you can experience not just on a digital channel, but you can experience on physical channels or whatever device or things that you touch will actually lead to an experience. And absolutely every touch, every interaction that a human or a customer will do will matter to the business. That's extremely important going forward. And today in today's world, is that.
So we have seen, you know, there is definitely more channels getting created, new business models getting created. But then it is leading to a kind of silos that essentially mean even in you look at different functional division of your business or you look at different businesses or you look at different channels, different organizations, groups are trying to take that initiative that essentially mean everybody is trying to follow the trend.
It is very good to do, very important to follow the trend as well. But what it is doing is because this is happening in so much fragmented way. It is creating some of the XP in silos. That means that expedients that is created as part of. When I talk about functional, that means beat from marketing bill sales still support. There is a disconnect when it looks when you look at. Different channels. Then also you look at this from a very, very different angle, that different child providing very different experiences as.
So we call it noise and. And you can call it friction.
So essentially, there is there is no harmony between different systems and different channels that are going to create the next and most important.
Aspect. They look at the iceberg. The very, very important aspect for us going forward is to create an army that silence. What is that required to create?
That silence is very, very important to understand.
That essentially means we have to start looking in to connecting the dots. We have to start looking and do how can we how can we automate a lot of things? How can we create a single strategy? How can we transform the core processes in our system so that what do you see at the tip of the iceberg? That is something which is looks very silent, but actually there is a lot behind. So that that which is locked behind has to be done for most of the organizations, whoever.
I mean, most of organizations have tried to take a leap forward in terms of adopting newer channels, but there is a lot of work that has to be done in the background.
When we see what type of eco system that it should be, when we look at when we look at the experience everywhere, eco system. And that has to walk in silence. Essentially, as I said, this need to be connected, that channels need to be connected to each other. That means the individual functions need to be connected to each other. That means marketing need to speak to to the almost need to speak to the service. That means different branches of a single organization needs to come together.
That means not just your own brand, but your partner ecosystem. That means your vendors or your your customers who have further customers, specifically in the B2B case, they need to connect more and more. So the more you are connected, the better off. And then second important thing is this need to be intelligent. It would be human intelligence. It would be machine intelligence. You can you can use the AI or machine learning to make it more intelligent than that.
What machine learning and A.I. algorithms are doing is essentially making it much faster at the scale to to bring that intelligence. I mean, just I think in the previous session you've seen that how this has to be paired up with the human. So obviously that intelligence has to come. And if you are able to create the intelligence with connected systems, that's something that that should be an autonomous and an autonomous connected experience every day. So if we look at just to decode what all different steps and organizations should be taking.
So what I've done is listed down five different pillars. So first, Miller is holistic expert and started to do this is something which is extremely important. So what every organization should be doing. They should be picking up or setting a not start for themselves that what what is not start experience that you need to create. What is your starting to cross the channel that that has to be there? So you need to define the strategy and that strategy has to be independent of the channels that you are looking at.
Obviously, you need to think about the customer for strategy and you need to think about your brand strategies switching to this. But this need to be a holistic experience strategy across all channels, across all functions of your organization, across our brands and organization maintains. The second important thing is connecting the dots, connecting the channels, connecting the systems, connecting the functions. That's extremely, extremely important. I think this is something which is becoming the most important aspect of going forward, of creating the right experiences across.
The next important aspect is capturing the actionable insight. And then you say capturing the actionable insights. What does it mean is it's not just about capturing every transaction a customer is doing. It's about how and what type of actions that you are capturing and in what form and shape that you are capturing so that it makes sense. There is a lot of data out there. It's extremely important for us to stitch the actionable insight. According to the strategy that we are building and ensure that the structure of the actionable insight is stored and captured properly, you can apply intelligence artificial intelligence human intelligence.
Then you can create a lot of muscles using applied intelligence to create those expedients on the fly. But the first thing that you need to have is capture actionable insight so that your machine learning can work on it. And obviously that's the fourth pillar. Apply human intelligence and apply AI in expediencies eventually. What do you have to do is the final pillar is you need to create and innovate in your business model. So the new channels which are opening up is also opening up new opportunities.
Absolutely. New way of interaction, new way of engaging with the customer is not just doing, you know, a new way of engaging with the customer, but it's also helping us to create newer business models, new way to deliver the service, newer function, newer networks to sell. So with that, I think let's look into the two stories that we had. So with that, I'll hand it over to a huge sibutramine talk about the coffee challenge that we had and then talk about the flower story.
Or do you wish? Thank you. Good morning. Good afternoon, everyone. So, as you rightly said, experience everywhere. Each and every interaction matters, but there is something which matters even more. It is your last interaction. The brand has with their customers. So that last interaction will leave a lasting impression that will that that stays with with your customers. So this is the OmnichannelX era where you cannot ignore any channel at all. And that is what our story is all about today.
Your let's let's just imagine your last interaction with your with your with your vending machine coffee building machine. So maybe it might be time. No. A bag. Because we have not been using those machines in our offices for a few days. But this time I did not know the last. So let me just tell you what my excuse. I got pretty much go to the same machine. I tell that machine that does what I like. This is how I like it.
And every time I know it's a hit. Sometimes the machine is not working. Sometimes the consistency of the blue is not perfect. Or I know of and sometimes I'm lucky I get to what I want. So. So that this no, this problem is not just a consumer problem. This is the same frustration that we heard when we actually met the global dope vending machine, head of the winning visits and head of the global F.A.A. plan that you're looking at now.
This brand actually maintains a network of vending machines across offices, malls, the red stations. And if you see like, no, they are not really into any machine business. They were they are the S.A.G. brand. So they are there. They are providing the machines as as a way to increase their revenue off their brand and their corporate borrowers. So what's. Now, the frustration of the of the. Let's go him, Jack. So frustration of Jack was mostly just such a growthy area like no.
There are so many demands for many businesses every. But still mystery. What they're facing is decreasing the venue on. No coffee bar. It's been sales that they were expecting. You're not getting. And the reason that they kind of they were not able to control the group of of the well, the quality of the brew that that had been sold to the consumers. But also they found they were not able to find out whether the machines are misused by dispensing substitute products.
So they were they knew that there is a problem, but they don't know what was the problem. And then now I know their consumer engagement is also an opening, that they do have a lot of CRM applications on there. They were not able to engage with their customers. Then there were any problems which are like lost assets. These machines are distributed as an as an investment from the brand to know to create a new segment, but then not something these machines or the materials that they are providing some night.
No, there is a loss because of not being able to control the machines or not being able to continuously monitor the machine. So I know from there and obviously the the third challenge that they were facing was the whole operation was very inefficient. The band was finding itself in a constant cycle of machine breakdowns and bank. And you made it bad now, which is also leading to seeing missed athletes. No company was not able to attract coffee. And Munchy and then Nonno, their baby splitting too soon, not too late.
And then the machine itself is fading down there. The maintenance cost is very high. And so. So this is all about the challenges that we are facing. So we can now get up on what we did. And this is going back to what you said. This is the exact approach that we applied or there that we first started with. Then the. So what? What? So we just know we put the customer in the center of it.
What is it that we wanted to get out of this whole excites the though. And we come up with a very simple I know and everybody agreed. And I know the consumers. Everybody was into this into this. And I'm excited to find out. What did what was over in what is what is there. We will not stop. Where do we want to get. So we we come up with a very it's a very simple statement to say is a perfect through every dime everywhere for each customer.
So if you see there are four elements here. Perfect. Which is basically, you know, how do you ensure that the brew that you're serving to your customers is as. As to his No. Two is a kind of taste and no preferences. The second thing is every time like no. How do you ensure that they know that machine when you want it is. Is that working for you to actually serve you better than every batter? Is it possible to actually reach the places where they're not able to reach today because of whatever constraints of the logistic constraints that the company has not to know?
It is. It is for the customer. So it has to put customers on the center. The next thing, once we have once we knew what we are going to do, Bobi actually come up with the name of it to be. We anchored our comprehensive collaboration program. I would not see it as a is a project because it was a huge, you know, players were coming into the space to make this happen. So we and we brought together the IP platform providers, the embedded sensor providers, telecommunication providers and our own experts and digital technologies, the customary experts on industry spastics.
And we all together developed I know we did at the start of the state of the art solution. What we have done now that the machines are not equipped, equipped with no real time sensors that track 39 different dynamics. Now all this information that is coming, that has to give us actionable insights. And that's the key word here, actionable insights. So we always get these dashboards and all the data that you're capturing through all the sensors. But how do you make sure that that we have got the models, which gives us the deep know, the action, the insight, the joint action of and what with actionable?
What we really meant is that no. Of that we are that we are making sure that the machines are always full. Stop giving the customers a perfectly good coffee. So it's the same thing what we thought. So this is sort of the insights. What about and the insight that we were capturing was actually giving us the consumption patterns. Machine rotation patterns, misuse of low maintenance, tracking, all of those things like no. So in the end, no.
So that was the intelligent experience that we built out of this actionable insights that we were able to give those alerts checks. And does that? Well, that was the Clark Gable to enhance the experience every time the consumer thinks this machine. Finally, it was the expedients layer. How will the customers will experience all those things? And the result was to experience products, I would say. One was the service shop, which was primarily given to the service engineers or the field engineers will come and no.
Do we do this on the track? Practical. It is not like no, somebody will. It's not going to a central system where everything would be driven, but it would be given to up to a field agent will directly get the alerts and can reach up to the nearest coffee machine. Also, we mean this smart coffee machine. It's not just the smart coffee machines were very much personalized. They were able to figure out if I take dogs and or maybe associated with the other company security guards.
So when you put a protein into the machine, it is able to remember his preferences. And all those things that we were missing in the previous generation. OK. So we were able to deliver the approach with this approach. We were able to deliver the the outcomes that we were hoping that we will get next to. So what we got was a higher purpose. My services for the customers that done, all the consumers were able to quickly base and pay for their favorite drinks and no detachable car.
So those female was on. So. So this was just a platform that we created now just which can take the speed into the consumer to the next level. And obviously, the the the report, the false correction time has been reduced from eight to 12 hours to few hours. And sometimes it is like, oh, if you are within the vicinity, can be a few minutes ago. So this is all not because they weren't getting the alerts in time, they were able to plan their visits better and so on.
And then about all we have unlocked the value of data we have given that the older the customers of the brand, the information they were looking for. And right from the point of experience that the consumer is is experiencing that machines, they were able to track the cup down. So I know city management, everything finally. It all results in our always on machine for coffee any day. Hope you will come across one machine. Pretty soon. And with that, let's turn our attention to the story of flowers.
And for that, I will invite Amendment two to share this story. Thank you. Hello, everyone. Good morning. Good afternoon. My name is Minot Illness, I'm based out of Amsterdam and responsible for our e-commerce and platforms business in Europe, and we help many clients in the area of delivering better customer experiences. And now I'm going to talk about one example, which is the Dutch Flower Group. Next, please. And it was a Dutch flag group, right?
And in short, we call it DSG. It is a collection of privately owned companies in Netherlands which are globally active in the horticulture sector. And the total value of the sector is around nine point five billion euros, which makes it one of the largest export products of the Netherlands. And the DFT is the market leader in the sector. And the six companies together form the wholesale division of the Dutch FA group and other business groups. Is that fresh flowers and plants are purchased from auctions in Nowzad and Elsmere and on a daily basis, or they are purchased from international groceries that are part of the network directly.
And with those products that they buy, they actually sell that to other businesses that then later as a next step and sell to smaller businesses or directly to consumers. And think about the wedding planners, gardeners and boutiques, et cetera. And if you look at their business challenges, they're linked to being competitive in a highly margin driven market. And while their customers demands are changing in the area of better customer experience and each of these six companies, they are providing some form of an online experience.
However, the experiences were not up to par, what their customers are increasingly expecting. And so they wanted to improve the online ordering process across their six brands. And they want to have better harmony on the online experiences that they provide to their customers while leveraging harmony in business processes and also the technical foundation. They also wanted to have a better scalability of their online experience to be able to serve much more customers. And I would like to zoom into the customer demands of their changing.
So there's also we see that everywhere that more and more younger generations are company and we see that industry. We see the trends are being set not necessarily in the industry that you are in, but they are set by those people that are using Netflix. They are ordering Uber. They just purchased something on Amazon and they come to your site. And if they want to have that, there's a big experience gap. And so what we see is that other industries, other examples are actually setting the foundation for the customer expectations.
And it is really important also for the thus far to actually really move the needle and to be a leader in this sector. And what you see in the flower business is that typically it's the traditional business. So it is a business whereby at this moment or previously actually the main sales was done by our sales agents via physical phone calls about a sales agent, then determine the assortments, the pricing structure, et cetera, et cetera. But their customers are demanding much more.
They want to have much more flexibility. They don't have this ease of use at which they are used with Netflix and Uber. And they don't have 24/7 access. They don't want to be limited anymore in the selection that the sales provide to them. They want to go as broad or as deep as they want. And they want the expense to be really linked to how they want to do the business with, admittedly, the DFT. And while having that, it's how do you map that to a business which is also highly complex.
Think about in the flower sector, you have products that are actually living. A flower that you have now put online is not the same flower that is a flower. In five days from now, the flower is can grow. So how do you make sure that that that experience dealing with those complexities and the products that the DFT buys every day that they can go into the millions? And so every day millions of products need to be put online and they need to be available at a certain point in time.
And so it's exactly at a certain time in a day. And that those are the basic complexities that we have lost. Our starting points. Next, please. And the overall objective is, like I said, is to develop its own leading experience that can be leveraged across six brands. And the gold is comes off a couple of things. One is to double the online sales within two years and more than double and it the a of bullets from the existing customers by providing a better experience.
And also, of course, to attract new customers because of the experience. Word of mouth. And using also digital marketing to attract new customers to the online experience. And what is in this case, I think, quite unique is that we make their customers part an integral part of the specification design and testing process of the new experience that we are have delivered. And because it's is because of the previous experience, were more used more than more than a decade.
So how do you convince a very experienced team to completely think in the other way and to think from stock based products to customer experience based shopping experiences? So what we did is we invited the real customers of the bus Farago in as part of the specification design testing process, and we utilized techniques like design, thinking, interviewing. And we did surveys together with the customers, and we made them part of a better testing approach as part of the entity.
So we applied agile principles and defined an MVP approach whereby in the NDP a couple of data users were actually testing the system, providing feedback how it can be improved. And while doing that, we were actually rolling out the rest of the collateral to other businesses and to other customers. And with this approach of Abuzaid, as we decompose the complex challenge into manageable chunks and we made sure that the product before a full launch was a first time. Right.
And we enabled the FDA to actually transform to a truly customer experienced folks organization in a small bank next meets. And what you see here is, is the result on how it used to work and how it became. So if you look on the left, you see a plain list of all products that are directly purchased from the auction. Imagine the flour. There could be more as a buy. You see a full screen of just flowers by the customer.
Meltzer's for other products. They want to they don't want to search in batches, but they want it. There they are thinking from a product. I want to buy a product. How does it work? And then from there, be inspired to buy other products with actually completely transformed experience from a plain listing based experience to a customer experience. And with that, they actually unlock the unlock couple of things. He made it truly mobile friendly. So it works on all devices be enabled.
This is new experience enabled the DFT to make it better sales, better recommendations so that the sharable can increase and also enable. The second was really scalable and and inspiring as well in terms of content. If you look at the at the bottom, you see that with this new experience we are able to create the COLA theme based proposition's Valentine's Day and other kind of themes which are really important, which drive a lot more. A large part of the business for the year for our customer.
And in the end, what we did is we actually did the potential with this. We moved from an old platform to complete their experience, to actually unlock the lock it. And we actually removed all the barriers that you have normally from from a technical point of view of a laptop. So that from this moment, they can actually, you know, think forward and use a fantasy, actually, and imagination and vision to to deliver a new business models.
Next, please. And if will look at the key results so far is that it enabled 20 websites. Why twenty six businesses? Because the businesses that DSD serves also are able to serve their customers. So with our platform, they are able to sell B2B to be to their customers. And we enable it total 20 websites for six of their customers and with a truly seamless buy experience and enable the innovation. And and it is a highly scalable solution and a lot of our cases that we are that we are really proud of.
And thank you very much, Sanjay. Thank you very much. I think these were two different stories that we were talking about. One is about a very different channel creation and then using different channels. And how do we use different channels to get new businesses? The flower story of the Dutch lowest group story is more about how different businesses come together. They were in various different businesses, be it from absolutely hoppity culture to wholesaling and what not. How can so many different businesses come together and create a unified business experience for the B2B customers?
I think there are two examples of how experience is creating New Order business. So let's figure out what is what is that on bottom, which is constant. In between these two stories, which is coffee and the flowers.
So, again, going back to the same basic principle of these five setting up, you're not star connecting the dots. So if you look at setting of the North Star in case of coffee machine, we had already a clear strategy that would be under that. We wanted to have absolutely best doing coffee every time for an individual person and take that frustration out, but also created a lot of problems for the customer. Big business does. Well, take note for Dutch Flower.
The strategy was to bring different businesses together and in its base is experience connecting the dots again. In case of coffee, you had so many different businesses, so many different channels stitching together under a single started. And in the case of Dutch, so many businesses coming together, capturing the actionable insight. You look at how we use some of those dashboards and some of the predictive analytics to ensure what the customer want. Then, you know, capturing that intelligence and also applying Artificial intelligence to bring those murders.
When it comes to innovation, you want to product and models. Obviously, one of the best products they could see is in terms of coffee. You always get your personalized coffee the moment you go next to the coffee machine. That's the best experience you have and that's the value. But that's not it for the business. They have moved from coffee as a vending machine on a product to coffee as a service. So because they can now track every coffee which is being sold so they can actually do other than sending the machine itself or selling the product or selling the raw material, they can actually create coffee as a service and deploy that machine at different locations.
So that that has changed the complete dynamics of the business model. So how this builds can also help Dutch lower. I think that a lot of innovation unlocking happening there as well. We can talk about it. I'm just one of time. So. So speaking.
Speaking of times, I'm sorry. I just wanted to give you the the ten minute warning I saw in about five minutes. We want to go to Q&A. That's why no, we have kind of there already. Thank you notes for the for the morning. So where is that the value? So if you look at these different pillars and how these different pillars can help, obviously you can use either different channels are bringing things together that operational levers in case of connected coffee.
You already have huge amount of predictive analytics which can and your coffee machines can then itself place in order for the you know, if there is you already know that the supplies are getting or they can already place an order. So you have huge predictability, which brings down your working capital. I'm just giving you one example. But they can be a hundred examples that we've seen. And those examples have really helped, you know, reduce operational expenses and also increase the profit margin in that sense.
When we look at economies of growth, that means your sales team, but used to support, you know, they were busying taking orders and trying to do way convention business. So far, they are now free because your one is that you have a guaranteed business. You continue to take more business. But then the best part here is then you are able to deploy your workforce elsewhere. And in case off like a Dutch flower, if I give certain economies of the road or operational excellence, there are a lot of benefits that we have seen, which Mammoth's spoke about as well, that you know how those, you know, back office operations are optimized or how can if somebody's business is coming together, the economies of growth and operational excellence that you can create.
Now, the best part out of this entire staff is a connected ecosystem. That means when you see a connected ecosystem, you are not just connected within your organization. You can extend your connection to your vendors as well. That what do I mean by that is your vendor will also have real time analytics and information about how the things are happening, the stock levels and what not. So by doing so, you can not just sell your product as a product, but you can actually think about changing, orchestrating your business model and your methods.
You can you can create an ecosystem of an organization so your organization or your enterprise is not just limited to your own brand, but you can partner in realtime basis with your your vendors and your other ecosystem partners to create much better experience, for example, having any.
Now, if you pick up any forward example, a lot of a lot of brand, too, are trying to sell their products to stores they're not able to sell anymore. So what they're doing is if they don't have their logistics available today, they're trying to partner with their ecosystem partners as a connected and woman. And then they're offering as a single sort of a similar service as a single experiencing simple experience for the customers. And that's really helping them to sustain their revenue growth, newer business models and so on.
So that's all about. About the connected experience and hope you hope you you get well, what we would be trying to deliver here. And we can open up for question and answer after this. Thank you very much for getting us. I think there were already some questions popping up. Maybe we can. So mammoth, I think looks like there is a question for you. It's like while convincing to go to a customer focused experience. How did you find reaching customers?
Did somebody someone refused you speak with their customers? That's a very good question. Thank you for that. And so how is most of that? Because it's in this case would be to be organization. The relationships do exist by other sales reps. And like you always have, you have, you know, that of your customers are innovative and who are a little bit more traditional. Who are you close with? Why you're not close with. And we did this relationship building via the sales reps and they answered they identified you to reach out to and they actually invite them directly to our session.
OK. Any other questions? I don't see the questions. I think it looks honorable. Yeah, that's just waiting for any other questions. Come in. OK. All right. Well, are all three of you in the Lincoln Group as well? Yeah, we do. We do have are in Arlington Group as well as we are on Twitter. So please do send us questions. If you have any any questions you can get as well.
OK. Thank you. Nice. Like letters on the chat. I'm not sure. He was just saying thank you for your answer. We're struggling with this in their organization as well.
No problems. Feel free to reach out. We have, of course, a bit more details to share how to best approach it. India. It's about me. You're creating something cool, right? Something that adds value to your customers. And there is always a part of the customers that want to be front runner. So if you tell a story that really makes sure that they're part of creating something unique and that they are able to implement their product that they need, that they need to use it.
Definitely. Although there's a small part or there's some part of the customers, smaller, big, actually, that want to work with you and just want to participate. And please reach out if you have any other questions. More than happy to help you. Great. Thank you very much. OK. So before everybody goes, I've got one little thing to share with you. I'm a take over screen sharing.
I just wanted to I didn't get to play this video for you yesterday. A quick message from one of our sponsors, from Mary Ann Megan, who a lot of you saw yesterday. Oh, I don't think you getting sound. Again. There go. It's very. Going I have to do this in the next break. I think of. So thank you very much. We'll see you, we've got Kelly coming up and this time, yes, in about 10 minutes after that after the break.
So thank you very much. And please. Thank you. Thank you very much. Send your guys for your presentation. Thank you all for attending. And we'll see you shortly. Thank you. Thank you. This is.