Well, good morning to everyone again. And first, I want to thank the organizer for this very intriguing workshop. And I want to say that this is a very preliminary representation of some of the first suggestions that I have, just thinking about the connection that the Mediterranean can create in a very specific period. In fact, the Mediterranean sea now and in the past represents a strength of connections and interactions. People who lived close to the shoreline absorbed the constant flow of ideas at different levels. In the present paper, I selected one case study to deep analyze the implication of maritime contact, sorry, played during a specific period and region. The case study I selected is the early Bronze Age in South-Elevant. During this period, the area underwent to a parabolic development of the urban society. In fact, at the beginning of the early Bronze Age I period, around 3700 BC, the process of urbanization took place all over the region. And it lasted at the middle of the third millennium BC, when the general retraction of the urbanization began and went to an end only at the beginning of the second millennium BC in a period called early Bronze Age I first. Nowadays, it is generally accepted that the causes of such process have to be found mainly inside the society under study. Nevertheless, it is interesting to look also at the several impulses that this society received from the neighboring regions. This is the subject of several studies that have taken into consideration the different regions and periods. The contacts between the Levant and Egypt represent a well-debated subject. In fact, in the first imported elements found in Egypt are dated to the very beginning of the third millennium BC, attributed to the Calculative Horizon and are mainly related to the circulation of copper objects. Here, I put also images of some probably Celtic figurines that can be the evidence of this type of contacts, also in a symbolic way. During the early Bronze Age I, new economic impulses created new trade roads for the first time. It is possible to speak about a maritime connection. The coastal sites along the shorelines are now characterized by the presence of imported elements, among which there are tabular scraper, pottery vessels related to consumption and luxury goods. This new trade road along the shore continued developing during the EB-2 and the beginning of the EB-3, only at the beginning of the EB-4 when the urban development in southern Levant underwent an interruption. Also, the evidences of contact between the two regions seems to interrupt. At the same time, new interconnection now linked the Egypt with the Lebanese and Syrian coast. The aim of the present research is to look at the evidences of connection between coastal sites in a wider region, trying to define nature of maritime connection so that characterize the eastern Mediterranean Sea during the 1st and 3rd millennium BC. In the present paper, I decided to focus the attention on pottery because I believe that the creation and diffusion of ceramic vessels provide information regarding three aspects of the social life. On the one hand, the quantitative and special analysis of shapes indicates social practices of food behave from the storing to cooking and consuming of solid and liquids. Secondly, the recurrence of specific decorations or styles gives information regarding the fashion and the preferences expressed by people. Finally, the sharing of particular ways of doing in a wider area strongly determines the circulation of shared working practices. For this preliminary analysis, some case studies have been taken into consideration. Looking at the link between southern Levant and Egypt, the first is important to remember that the new accurate C14 analysis in both regions all the more secure chronological correlation between the two. As we have seen, the connection between these two regions is strong since the 1st millennium BC. Several imported vessels, from the delta to the Levantine coast and the Tversa, testified by petrographic as well as autoptic analysis. In some cases, the presence of proper Egyptian colonies dated back to the EB1A have been proposed by several scholars. So focusing on southern Levant, Brown distinguished between imported ceramic objects and Egyptianized objects, which means Egyptian morphology fashion of extremely coarse fabric with a significant quantity of vegetal inclusions. Among the imported vessels, he mentioned the fine ware ceramic bottles and cylindrical vessels, the wine jars, the lentiloid-shaped bottles, and the baking bowls. These types of vessels are particularly common in a lot of sites located along the southern Levant shoreline, such as Telerani and Bezor and Amazia. The Egyptianized objects are baking trays, like bread molds, lodges, bowls, granary jars. Brown suggested annihilotic foodways associated with at least some elements of the late EB1 population in southern Levant. And these ideas supported also by some roulette with Egyptian style. Looking at the type of imported vessels, most of which are small bottles, it is also possible to suggest a link with exchange of oils or fine exotic perfumes imported from Egypt, while food production is more related to locally produced vessels with Egyptian fashion. Also Ashkelon returned evidences of Egyptianized objects locally made and Egyptian-imported objects. Moreover, there are evidences of Nile perch and Nelotic shells as well as traces of Buddha from Lebanon that testify the presence of a net of commercial interaction related to this site. With about Egypt and Egyptian connection, looking at the materials from Buddha in the Delta region, Mazinska recognized a typical southern Levantan pottery dated to the late Arcolytic and EB1. In particular, thin wood pottery with sand tamper with painted or impressed decoration was found dated to Buddha's faith, first A, rather corresponding to Levantan late Arcolytic faith. This repertoire can be considered of southern Levantan region, o's for fabric, form, and decoration. During the following faiths I, B, and II, dated to the EB1 in southern Levant, locally made vessels with stylistic link and mixture of organic tamper became increasingly common while the use of turning devices typical for the Levantan production decreased. This development of Buddha Levantan pottery was interpreted by Falting in 2002 with the idea of Levantan immigrant groups that arrived at Buddha during the final phase of the late Arcolytic period and gradually developed a form of adaptation visible to the production of hybrid ceramic vessels. Nevertheless, it is interesting to note that the range of shapes changed between the two periods. In fact, the Buddha first A Levantan shapes are represented by boo-shaped bows, fenestrated bows, and the typical pea crust rim. They indicate a particular attention on the morphology. On the contrary, during the first B, second faith in Buddha, the Levantan pottery is represented by old-mouse jar, stored jars with white-painted vents, jars with cylindrical neck, simple rim, and oval body, with cream-colored surface and quartz tamper made with imported clay, as demonstrated by petrographic analysis. Flat bases of medium-sized jar with crushed goods as tamper. Moreover, handles and knobs typical of jars are also tested. Similar range of shapes is known also from the site of Mahadi, Eliopolis, and Minshat. Such a new range of shapes testify in units that have to be associated to exchange of goods. For this reason, it is difficult to believe that the same group of people that arrived at the very end of the late Calculated changed the random shapes that remember the origin. It is more probable that the pottery vessels of the vessels dated to the first A-phase at Buddha represents imported goods related to exchange of exotic style, prove the possible absence of a group of people that moved from the social Levant to Delta. To understand what happened during the EB-1, relevant is the petrographic analysis conducted by Para on a white sample from Buddha. Among others, she recognized a local pottery production with southern Levantine morphology, tampered with some elements that make the color of the fabric similar to that of the Levantine vessels, creamy and orange. Moreover, five samples have proved to be karnanite imports, being made with calcareous clay and tampered with well-sorted sand quartz and calcite. The presence of crushed limestone and calcite as tampered in Nile clay is also attested in Maadi and Hediopolis. The change in the way of production of some specific jars should be interpreted with particular needs. This evidence suggests the presence of a group of so-called immigrants from the South Early Levant that moved to the Delta and continue to produce vessels, and in particular jars, with their technical knowledge, even if they found easier to use the local clay. About Lebanon, during the early Bronze Age I, the archaeological evidence is dated to the first sensor, millennium BC, or Scanti, and scattered in the archaeological deposes, usually covered by impressive monumental architecture dated to the later period. Nevertheless, EB occupational levels are attested at Sidon, Tel Fadus Paravida, Biblos and Tel Arca. In these sites, the pottery repertoire shows a strong link between this area and South Early Levant time cost. In some cases, also Egyptian ceramic shares can provide information regarding the extension of Egyptian influence along the shoreline. Now, looking at the following stage of the early Bronze Age II and III, I decided to focus on a particular case study that is a so-called metallic combat wear. This production is well described by the recent work related to the Arcaine project in the First International series related to pottery. As highlighted by Thelman Esouda, the definition of Levantine combat wear is applied to a wide repertoire of medium-sized jars high-fired, characterized by an intense combing of the wall's surface. It is generally accepted that this wear was produced exclusively in the coastal area of the Levant and had a limited diffusion northward in the Amuk regions, as well as in the hinterland of Syria. Associated materials were found also in the elite tombs from the 4th and 6th dynasties. From a chronological point of view, this wear is attributed to the Edechu III context, where the end dated circa during the 2500 BC by the new C14 calibrated dates in South Early Levant. Unfortunately, the lack of petrographic analysis impacts the determination of the fabric, the origin of the clay, and the nature of the temper. Nevertheless, the accurate typological distinction proposed for the Arcaine project is worthy of note. It is based on both morphology of the vessels, way of combing, and capacity. The results show the presence of three distinct groups located in Egypt, South Early Levant, and North Early Levant. Strong similarity in the fashion of the vessels and their common function as storage and transportation vessels from solid food and liquids testify exchanges of idea of the type related to the same function. The differences in the way of production can be understood in a local organization of the manufacturer to conclude and summarize the data here described. Again, I want to highlight the very preliminary character of this type of analysis. The attention on pottery production can help in better define the different ways of interconnection between neighboring as well as distant regions. The contact between the Mediterranean coast during the war served millennium BC are proved by the presence of strong parallels that can be found in the pottery repertoire. Nevertheless, the multiple character of such parallels suggests a high variety of connections and a more complicated net of interrelation between people and how they lived along the eastern Mediterranean coast. I want to say that probably more attention and more dated in the whole China para-toir of the vessel of the ceramic production can also provide new and interesting data, especially in the way the pottery shaped the vessel that it would be, from my opinion, the next step that we have to consider. And thank you for your attention. Thank you. Thank you.


I've got another fantastic penny stock for you today. This is a penny stock that could explode. We'll go through all the information in this video. I've got to say I'm not a financial advisor. I am a business teacher in my day life, but I'm by no means an expert on the stock market. And we're going to get right into it to respect your time. If you appreciate that direct approach of getting right into the information, then do smash that like button as it helps support the channel and helps get us into the YouTube search results. Let's get right on it with Faberdo. What is this explosive penny stock? And why do I think that this has got a potential to five to 10X into the longer term? And stay till the end of the video to hear the full approach. First of all, you can see on screen right now, it is in an enterprise area, market area in terms of the workplace training market of $169 billion. It's also got a global online degree market forecasted by 2025 of $74 billion. It's also got a global online education market of $319 billion. This is in a emerging market where there's billions upon billions of dollars being spent in this market. It's got huge potential appeal with that. If they can capture even a small portion of this market size, it is going to be an incredibly successful business. This is an emerging industry that we're looking into. This company is highly disruptive. It provides disruptive technology. Let's go into it and all the information. But before that, if you do appreciate me bringing these penny stocks to you and these informations on these penny stocks, be sure to like the video, comment down below what you think of this penny stock. Subscribe because we're trying to reach to 15,000 subscribers by the end of this month and also smash the notification bell. Okay, let's get into the information again. Now, the stock that we're talking about today is called Amazide, ticker symbol AMST. Now, who are they? What do they do? What are they all about? So first of all, let's go through the investor highlights. What is the investor highlights for this company? So they've got a market opportunity addressing multi-billion dollar online learning markets in business and education. Unique model for transparent B2B business that creates an opportunity for growth and revenue for customers. It's got proven technology that scales. It's got successful products that customers love, strong focus on technology designed to create great user experiences. It's also got strong product differentiation in markets that urgently need technology to meet the demand for growth. So they've got these unique technology solutions and we'll go through what they are. But that's a really important point at the end there about differentiation because the way a company can create a competitive advantage over its competition is by being different. It's also by being better potentially but also by being different and standing out from the crowd. So going into this, what are they? So Amasight's cloud-based platform and content creation services provide fully managed, customized learning environments for businesses, universities and K-12 schools. It's a unique in its focus on the user experience for learning for instructors, administrators and learners. Stay right to the end because I'm going to give you my full price prediction approach and what I think in towards the end as well my thoughts on this. But it's an interesting company in the facts that it's involved in disruptive technology in the AI space, artificial intelligence and online learning sector in massive growing industry. Now, so they've got this, it's a solution for enterprises that scales as well. So not only can it be used in schools and universities but it also can be used as to train businesses as well and do training programs for their employees. So they've got delivering courses and programs to upskill flexibility and deliver wholesale solutions that meet L and D needs. So again, all sorts of different content and all sorts of branded content for within the business as well for their employee. So they've got AI-backed platforms. It's backed by artificial intelligence, okay? And it's about providing some learning platforms for that. Now, it's a 151 billion worldwide market and that's how much sales they expect to get by 2022 in terms of revenues. 73% of organizations will be using mostly SAAS solutions by 2021 and 93% of CIOs indicate they're already adopting or soon planning to adopt these solutions. So a lot of businesses are in the market for having solutions like this that what they can actually provide. Now, moving into it. Okay, also it can be in not just an enterprise, it can be in higher education as well. So they've got a solution for higher ed that drives revenue for universities. So they've got ecosystems for generating revenue and delivering experiences that build loyalty. And again, they've got courses, programs and certificates delivered on a fully managed platform enabling colleges to launch efficiently. AI backed platforms and create certifications that have an impact, massive stuff. And they've got here an interesting area where there's Wayne State University and what have they said about working with this particular company? So they said, we chose to partner with Amistite because they offer the most advanced online learning platform in the market today. The feedback from our students and instructors has been overwhelmingly positive. So a very interesting online learning platform backed by innovative AI technologies. They've also not just in universities, not just in businesses, but they're also in K-12 schools. And recently, Biden's announced policies with billions upon billions of funding for K-12 schools. Now, looking into this, they've got different, again, solutions for schools for online learning as well. Programs can be launched in 24 hours, 100% customer support, integrated content and best-in-class technology that offers all tools in one particular place. Skills hold curricula in 30 days, effectively and securely and it's 98% retention across all sectors. And the whole idea is also it can have summer programs that improve skills and gain back learning. So a very interesting area and you can see, 32% of student grade, three to nine use digital learning tools daily. So this is becoming more of a trend online learning, okay? And this is going to continue. It's just going to continue. 63% of US high school students use digital online learning tools daily here as well. So this is an area that is going to continue to grow and with that, this business will grow with this industry. Now, they've got uses for AI in improving learning. So they've got engagement with fresh, relevant content and analytics. So they've got analytical abilities there. It's got best-in-class code and architecture and design. It supports simple scalable designs that customers love as well. So very good stuff indeed in terms of being very innovative there. There's one area that I don't particularly like about this company and that's the earnings per share that has increased recently. Now, I'm hoping that that comes down. Now, what do I do? What do I like about the company though? I like the fact that it's in disruptive, innovative technology in a growing market, okay? And there is also a huge need for the products across all learning sectors as well. So your business, your schools, universities, there is a huge need for products like this to enhance learning and have that kind of extra approach there to the learning process. Now, it's currently at $6.45. Now, you may think that's quite expensive, but look at the market cap, $432 million as well. So you've got to kind of bear in mind the overall valuation in terms of it being $132.46 million, okay? Now, it has had a bit of a dip recently, okay? From its previous highs of $9, it's come down to $6.45. And I think as it comes down there, it's starting to present a buying opportunity. But I do think in the medium to long term, this has got the potential to five to 10X, okay? So I do think this is a potential medium to long term hold, okay? But I do see that this has got a lot of potential because this is in a growing industry and a growing market. Now, if you did enjoy this video, then leave a like on the video. If you found it interesting, then smash that like button and help it get up into the YouTube search results subscribe to the channel to help us out and also turn on that notification bell and I'll see everybody in the next one.


This study found that there are several barriers to effective TBHIV integration services in the Orr-Tambo District of South Africa. Patients reported a lack of health education about TB and HIV, insufficient counseling for HIV and ARVs, and poor quality of services from health care facilities. To address these issues, the district must strengthen its TBHIV integration efforts immediately. This article was authored by Ntendotso Glattu, Kalechi Elizabeth Aladimeji and Tikapalata.


What you see here is a culmination of events of riot control and utilization of firearms, non-lethal. We have Mossberg 500 shotguns out there with non-lethal rounds. We have M203s being utilized. All the skill sets we've learned with non-lethal, riot techniques, riot formations, they need to learn these techniques and then make it fluid as a team and as their squad, as their team, as their platoon and then all together as a company. With all that training, right here is your culminating event. These Marines are capable and they will be able to utilize all those weapons systems, all those non-lethal means to achieve the mission, which is most important.


Hi my name is Chris I'm going to talk to you today about alternatives to Docker and how you can replace Docker in your infrastructure and a few minutes ago when I was telling Sophia what I was talking about she asked why I hated Docker and that's not the case but you know alternatives are good and I thought I'd share some of these with you. So how many people, well yeah, how many people here are using containers in production? It's probably a lot now right? How many of you are using something other than Docker to run those containers in production? All right cool that's more than I thought there was gonna be here. So really quickly let's break down a little bit of what Docker does. Docker is a interacts with a runtime. It's a user interface and an API. It's used for building images and sharing images and it's generally it's a large demon that kind of handles a whole bunch of things right? To clarify real quick a container runtime is a low-level program that just creates runs and stops containers. The engine is the user interface that creates images and manages images and creates the definition of the container that the runtime uses to create it. Unfortunately people tend to use these two things interchangeably. So some example runtimes here. RunC is kind of the standard container runtime. It's actually used by Docker through its interface with container D but you can use it on its own. You can use it on the CLI itself or you can use it with a wrapper like a system D unit or just a bash script. Cata is another container runtime. It's used for running containers inside of virtual machines. These are tiny quick to start virtual machines that are great for a little bit of additional security and these come out of the Intel ClearContainer and HyperSH Hyper-V technology. Again container engines are the user interface in the image management portion. It's the piece that they're higher level applications and they're actually designed to be worked with by humans. Cryo is kind of the one of the de facto container engines now. This is what's used by the Kubernetes project. It works with the cry standard or container runtime interface and it talks to RunC down below. Podman is another potential container engine. It's originally was designed to debug and troubleshoot the cryo pods in Kubernetes but it can be used as a drop-in replacement for Docker. So like Podman run, Docker run, Podman build, Docker build. It'll just for almost everything just be a drop-in replacement. Rocket is a demonless engine that uses the default unit of an application or considers a Kubernetes pod the default unit of an application and it's got some really cool tools for process segregation or keeping processes away from one another. So you can go from a single process all the way up to confined within its own virtual machine. Singularity is a container engine that's used a lot for research in HPC and it's got really good robust GPU support for research workloads. It has its own image format but it also can use the Docker image format and they're working toward compatibility with the Kubernetes cry interface so someday Kubernetes can run Singularity containers for you. LexD is a container engine that's used for interacting with the LXC runtime in the canonical projects. They run full system containers or like a full operating system in the container and LexD is a user interface in an API that makes working with the runtime a little more simple. There are also a lot of tools that you can use to replace just small pieces of what Docker does. They generally follow the UNIX philosophy of doing one thing and doing it well. Scopio is an example of this. This is a project from the project atomic team. It's a command line tool for inspecting local and remote images and it can push and pull images to registries and repositories but that's all it does. It doesn't build images. It doesn't run containers. It just inspects and allows you to run or to move image container images back and forth. Build is probably one of my favorite tools and I talk about it a lot. It's a great way to build container images without using Docker. You can actually use whatever tools you want with or without a Docker file so you could build a container image with a Python script or a make file and whatever you would like to use to combine all those layers into a container image. And then when it comes to orchestration, really at the moment Kubernetes is the best option I think in my own opinion. There's not anything else that's really in the same ballpark at the moment so just use Kubernetes until we have more and better competing alternatives for container orchestration. And thank you very much. My name is Chris Collins and if you'd like to talk about containers or anything else, I'd love to talk to you. Thank you.


Well, ladies and gentlemen, it is time for me to call upon for a very engaging panel discussion, and today they'll be discussing about the power of cricket. India's unparalleled passion for cricket is not just one amongst the viewers, but also amongst the brands. And that has something which has redefined the world of television advertising in India. As we await a highly anticipated Tata IPA 2022, we discuss with an esteemed panel of marketers that have leveraged the Indian Premier League on broadcast, the power of associating with an event that is watched by 90% of TV households in India. Well, with a huge round of applause, I welcome on the screen right now, Anita Kottwani, C. Okhara, India. We've got Girish Higurani, the senior general manager in head marketing e-commerce and model trade, Blue Star Limited. We've got Sunit Singh, CMO, InfoEdge, India Limited, Naukri, 99 Acres, Jeevan Sathi, Shiksha and Naukri Gulf. We've got Vivek Srivastava, Srivastava, the head marketing sales and service strategy Tata passenger electric mobility and the session chair for this panel discussion is going to be Vani Gupta Dandya, the independent business consultant, Cherry Peach Plum Probe. Well, with this, I'd like to humbly welcome all our panelists and thank you so much for giving us your valuable time and welcome once again to our wonderful forum of the fourth edition of TV First. Vani, over to you to take it forth with your panel. Thank you for joining us. Thank you, Babna. And welcome everyone, all of my panelists, you can all unmute yourselves. Vivek, Girish, Anita and Sumit. So, you know, the first thing I want to say is that because we're talking about TV First and we're talking about the power of cricket, I think it's absolutely without debate, one can talk about, within cricket, IPL is the biggest property. And IPL I hear is so large that apparently 90% of all TV households have, you know, watched IPL in some way or the other. And it said, of course, IPL is an impact property. It is expensive, all right. But the reason why brands still choose to be on IPL, the reason why it has the highest number of brands on any one property aggregating on IPL is because IPL gives you the benefit of impact and attention. So much so that they say that IPL has over six and a half times the kind of attention that, you know, that it gets over and above any other top rated program on TV. So Anita can help me with some of the numbers over here. But I wanna open this floor to anyone on how do they see IPL as being the powerful property that they would like? Why does IPL even feature in your media plans? What do you see as the power of cricket and IPL specifically? Anyone? Okay, so I can share my views. Yes, go ahead, thank you. So I think, you know, we've been asked a lot of times, especially in the recent four or five years that most of our brands are all consumer internet, right? And a lot of our TG is actually digital. And then why would we use a property like IPL because we are established in our verticals, we are leaders, right? So we don't have an awareness problem nearly that we're trying to solve for. But I think there are two things. One is of course, for a brand like 99 Acres which we also have in our kitty, the male audience is a very, very important audience and is the primary TG. And there is no other program on TV that gives you this kind of reach. Secondly, IPL as you said, and we all know is something that actually is not a two week thing. It covers almost full two months of a year. High impact, great reach. Cricket anyways has engaged audiences, right? Whether IPL or any other cricket series, we know that nobody actually tunes out of a break. Yeah. You never know when the next over is going to start. So there's definitely more attentive viewing and engagement. And we've kind of always come from this space that if we have leader brands, right? It is great to also, you know, associate with a property that has a great equity. Because two pairs that come together with good equity, it's a positive rub off. So those are some of the reasons that we kind of go for it. So you talked about the large audiences. You talked about the power of IPL in being able to get large audiences together. Also about the equity rub off. Now, since you are here, Sumit and you took the bold step of starting first, I also want to ask you, you also have Jeevan Sathi on IPL. And I would imagine Jeevan Sathi is a primarily female audience and you still chose to take the gamble with IPL. But do you think IPL is also big with female audiences? What was the discussion internally? So we started it off as a pilot, right? We always knew that cricket is not big with women, right? And we as a brand are constantly writing on general entertainment movies, which are genres where you find more female eyeballs. But the pilot was successful. We took the Hindi language stream for the North. And we realized that though, obviously the number of females that you can reach out to via GEC or cricket, there is a difference. But there was a difference in the quality of eyeballs. So a little bit more metro audiences, females from metros. We also, when we went and spoke to a lot of females who maybe came onto the platform during that period, we also felt that it was attracting eyeballs on TV of females who usually are not watching anything else on TV. Right? Who could reach out to them, maybe through other digital platforms. But they chose to kind of watch IPL matches while maybe TV is not their main stay of entertainment any longer. So those are some of the things that we felt. So numbers are not large, but there's quality there, which is a little different. And I'm surprised you're talking about quality, Sumit, because one of the popular misconceptions, and I don't know if it's actually true when you tell me about this, is that because India has mostly single TV households, a lot of the female viewership is passive viewership. In the studies that you did subsequently, did you feel that that was true? Did you feel that your advertising was still being consumed in the way that you would have liked it to be consumed since you talked about quality of eyeballs? So when we... So if I look at two age groups, one being the secondary or the influencer TG for us, which is parents, because parents is who start pressure of getting married. So they also become very important as a secondary TG. So we thought a lot of mothers, for example, were viewing IPL for the same reasons as you stated. And I think when we talk to fathers, they are on serials for the same reasons as you stated, right? Right, okay. But we went when we spoke to younger profiles, right? And when we take IPL, we for the last two years started taking the entire piece, which is the connected households as well as TV, right? Both of them, because then you're covering everything. There is fragmentation. We felt that they were profiles that were actually watching this on TV, not necessarily because of a single household, right? Because they came from metros, mostly the NCCS A2 households and metros no longer are single TV households, right? And that is more our TG, right? So we kind of did not experience this that they were a passive audience. We actually, in the younger profile, it seemed to be a very, very active audience. An audience that knew about players was playing cricket games on all the apps and betting on the apps, et cetera. So all that I thought we saw. So in the younger TG, it was not passive. Yes, in the TG where we kind of had mothers engage, we did feel that they were more passive rather than active and watching it because the family is watching it. Fantastic. I think so much for that. If I may come in here just to kind of contextualize the viewership angle of females, it really was like Sumit said, the younger audience did come in well. So when we did a cut on 18 to, let's say the, 35 kind of number or 25 kind of number, you had more than 50% actually watching it. But 88% in the 18 to 39 actually landed up watching IPL, which is, and out of that, if you look at the numbers, 50% were watching most of the matches, which is literally half of them watching practically half of the tournament. And if the overall number was sitting at 200 million, which is what we were looking at in terms of female viewership, it actually, if you combine that, it's 27% higher than the top five GEC channels. So there is momentum on the females watching it. Even on brand lift studies when they've looked at, and we did some research work on it, they had 50% higher recalls. They were aware of the brands that were there on IPL. They were aware of the sponsors who were sponsoring the tournament. So I think the larger play around kids and females and the fact that they've really drawn in a lot of other audiences into the sport is very, very visible, may have not been there a few years back, but the numbers today are absolutely promising to figure out that this works across all segments. Fantastic, those are very, very large numbers, Anita. And this was very enlightening. So you said 88% viewership amongst a very large age band, you said more than 50% were watching most of the matches. You said in brand lift studies, more than 50% had higher recall for most of the ads. But tell me something, over the years, IPL has become one of the most coveted properties for all advertisers marketers. And there is a rapid increase in the number of brands that now advertise on IPL. Wouldn't the concern for any marketer also be that if I don't have a whole lot of money and if I am not able to get a whole number of spots, then chances are that I will get lost in all of this clutter. Because there are, I mean, how many brands do we have on IPL today? Do we have, I would safely assume that there will be more than 100 brands on IPL today. A hundred and thirty-three. A hundred and thirty-three. A hundred and thirty-three are the motors which has a whole lot of money and can afford to be the big sponsors. What does one do? So Vani, may I take that? Yes, go ahead. We've been on IPL since 2008. And you're right about the fact that, we have not, you know, at that time, there were just 28 brands on IPL. When they entered the first edition, we didn't know how to pan out and things like that. And we are still on IPL, even in the last edition that happened in 2021. And you're right about the fact that the number of matches that we could afford then, and despite our increased budgets, the number of matches that we can afford now are far lower.  But having said that, I think if we have good creative communication, if our planning is a little more intelligent and, you know, the commercial duration, we've realized that, you know, on IPL, maybe a shorter ACD works better because, you know, the objective is more about recall rather than telling a story as well at times, then you can integrate all your objectives even with the high clutter. And given the fact that, you know, there is no live event right now on television, which is as big as the IPL. And of course, for a brand like GlouStar, it comes in the peak of our season, which is the air conditioning, you know, peak. So obviously it makes real sense for us to be on IPL. We started in 2008 and we haven't lost out ever since. We've been on every edition of IPL since then. So obviously that just shows that we're still there. Of course, the concern of clutter is there, but we're trying our best to ensure that our creative communication stands up. Fantastic, very valuable point made Girish. So you talked about, yes, the number of matches one can afford is lower. However, the quality of the creative is very important. Go for shorter ACD, don't target, don't look at brand communication. Think about brand recall instead. So make sure that you are able to stick in the mind, make sure that you have, you know, an intelligent ad that allows people to remember. So that's very, very valuable. In fact, on this, I remember Anita also has a strong point of view on how you can break through the clutter. But before that, I'd like to pull in Vivek into this discussion. Vivek, tell us what was your primary driver? Why did you even look at IPL as being one of your largest investments? Yeah, thank you, Vani. So, you know, just lashing on to the points made by the other panelists, you know, in terms of reach, in terms of it becoming a complete media roadblock, the kind of homogeneous reach it gives in terms of geographies and demographics, I made a lot of sense.  We had a series of new launches coming up and we could time it. Usually, automotive launches are not more than one in a year. And we could use this opportunity as we internally call it a firecracker approach where you have, you know, every year a new launch and you time it around the IPL so that you get a really strong launch pad for each of the new brands that we've launched. That made sense. Obviously, while the discussion today is largely about media, we've kind of approached IPL in a, I would say, multimedia manner. So not only are we there on TV over the air, but we are also on-ground sponsors. We have the car displayed on the ground. We have several player tie-ups on digital. We have a lot of crowd engagement activities as well. So as a whole, all this work very well together. Obviously, we'll have the kind of orchestrate each of these activities so that, you know, they don't seem dissociated from each other, but each of them adds to the overall impact. And it's been working well for us. We've been associated with IPL since 2018 and continue to do so this year and probably next year as well. And happy to say that all the, every single brand that we've launched through the IPL have gone on to become very, very successful. So tell me, Vivek, when you spend as much money on a single property, this is one of your largest, you know, one of your largest media spends. Tell me, and you're doing this since 2018, internally, how do you evaluate whether this property is working or not working? I know you just mentioned that you used it as a launch pad for several brands. All of those brands have gone on to become very successful. But if you were to plow the same amount of money on, you know, on a broad spectrum media plan, otherwise, did you ever have this? I'm sure you would have had this debate internally as to why does it make sense to partner with IPL year after year? Why do you all together feel this money is worth spending? So it was a debate, in fact, for the first two years, but subsequently it was a proven case. But in the first two years, it was a little bit of a leap of faith. And that's when Star came on board initially. And apart from the numbers and, you know, anticipatory numbers, I would say thrown up by our media agency. What really worked for us was Star got into a lot of regional programming, you know, where we could get really high quality inroads into the regional markets, specifically the south of India.  And we thought that really makes sense. You know, any kind of traditional media wouldn't give that quality and that intensity of reach into the regional market. So that made a lot of sense. But in the end, in the first year, when you're going to spend this kind of money, it was a bit of a leap of faith. The numbers five years back were not as attractive as they are now. And we took a calculated call. What helped was, anyways, for a product launch, we spend a big bubble right upfront in terms of a launch. And it was just about a choice of medium rather than specific investment into IPL, you know? So that made it a little easier. To some extent, tongue-in-cheek, I can say that, you know, the gun was on my head, you know, in terms of making it a success or not. The money was there, so if I had to put it in the right place and I took a leap of faith and hopefully it worked. And it worked. Fantastic. You talked about regional programming. I want to pull in Anita over here. Anita, tell me a little about how can advertisers, marketers use the might of IPL with, you know, regional programming. And the fact that now IPL has, you know, commentators by markets, one can get regional feeds, one can get different language feeds. Has this been, you know, an important aspect of brands being able to partner even for specific geographies? Yeah, Vani, I think it takes into account two things, right? One is I am a regional player and I don't really want a national presence. So how can I efficiently spend the money that I am putting onto the spot? So it works in for those local advertisers into specific markets at one level to ride on a property which is that massive in nature, but it's restricted to their geography and hence he's still seen as a larger player in that market. The other way for, let's say portfolio of brands which really focus on the market prioritization standpoint whether South is an important market or West Bengal is an important market or Maharashtra is an important market. Then the regional feeds really, really help on two counts. I may be present at an overall level, but I may want to bum up certain of my inventory for specific markets with some additional investments as well. The other part is I can actually re-divide my creatives as well. So if I know, let's say a particular brand is very strong in a South market, these are with something else that's strong in let's say in an AP market, I can have two different communications to different brands itself, you know, coming onto it. So I think the way the network has thought through the flexibility of the deals right up from SD to HD to regional to premium to markets, it's actually this mega cast of multiple feeds and you have the opportunity to plug and play what really works for you as an advertiser and then they package that for you. I think that's the beauty about the way they've kind of structured the entire piece. Fantastic, since you mentioned HD, Sumit, have you ever, I would have imagined you certainly would have had this as part of your media plan. How do you look at the HD feed? You know, did you ever do a media plan that specifically only talked to the HD audiences and how did that do for you? You know, like Girish said, he actually started with the first season. I still remember the meeting we had when IPL started, it was with the Sony team and we just found it very risky because we felt the numbers they're quoting and all and we were very heavy on cricket. So for Naukri at that time and 99 acres, it was, you know, we used to do a lot of cricket and mostly all the famous teams playing in India and we kind of felt, no, this is too much money, you know, et cetera. But of course, I mean, the tournament was not at all as large as it is today but it did very well, right? So it was year three, season three that we actually got on. And that was also just after the financial meltdown companies were coming out in 2008 because 2008 Q3 onwards, there was a meltdown. So 2010, 11 is when we went and the first thing we did was we actually went with HD for 99 acres because we felt it was the right audience, you know and also it was affordability, you know because we did not want to kind of promise such a big outlay for SD plus HD. We were not very sure how it will work but it did wonders. We had great impact, you know, just going on the HD feed and for two years we actually rolled only on the HD feed and then we went on to actually the holistic, you know the SD plus HD feed. So it for brands which are actually targeting premium audiences at that time more male than female I think HD worked very well because it was also the same time where people were moving into smart TVs, HD TV yes, yes, yes, very well said, yes we were all upgrading our Tata Sky boxes to HD boxes. So I think both things went well and therefore viewership was growing on HD as well. But as marketeers it was a bet because numbers were not there. Yes, exactly. Exactly there. And that brings me to my next question. I wanted to bring in Anita and Fee Fee anybody who wants to join in, you know when I was at Pepsi a lot of times we used to have this discussion yes, IPL is a huge impact property it is but how does one measure impact and attention? I know everybody is watching IPL but it's a huge outlay, you know so we talked about managing monies between HD and SD and a lot of the HD decisions are also guided by affordability. So what does one do over here? Anita as a media planner, we used to have this discussion yes, impact is there but how much impact is there? You know, how much money will it give? So Wani you picked up one data point I think initially when you started 60% higher viewer attraction and the quality of this property, right? Yes. The second part is really about if you want to build memory structures this is the impact property that actually lands up doing there. So typically when you do research and you look at decay of advertising in terms of messaging and communication this particular cricket specifically in India because it is religion, it works the best. So the longevity of the base awareness in your consumer's mind stays longer when you're associated with a spot like IPL compared to any of the other GC or fiction shows. So all your noticeability studies the fact that when you do an on-air on-ground component of the spot itself all the 10 years of research pieces that you would have read about a lot of the IPL studies that came out working in for brand advertiser A, B or C it just showed you the delta. I think the other important part which we all really need to realize all these players whether you take the gaming category you take the crypto guys today that are there you take the telecom guys or even e-commerce themselves if it wasn't that big they would have not been there. Yes. They are there on this medium through and through because it delivers their business KPIs, it delivers their awareness targets it drives the downloads that they're looking at and if they're repeating it year on year and it is massive investment even if you don't know the numbers maybe they're not really sharing the larger numbers for you but on every case study presentation you will see the delta numbers on KPI deliveries and that is why this attraction to the spot. Very nice and in fact to that point it's not just the big guys who we know have loads of money it's even a lot of the new age internet brands that are choosing to launch on this platform. So obviously they're seeing the value of this platform. Now in that context Anitha tell me what kind of media innovations can one look at and I'd love to hear from Vivek and Girish as well in terms of the ad formats you know apart from a 30 second TVC what else? Girish talked about a shorter ACD and I'm a great fan of shorter ACD I say this to all my clients we should do 20 seconds or lesser but apart from that tell me what kind of media formats can one look at in terms of innovations where I have young clients who don't have bags of money but recognize the power of IPL what do they do? How can they be on this platform with a smaller kitty of money? So I think the way you know the smaller brands even the brands who are currently today sponsoring that event have very interestingly contextualized you know their communication whether it is through long format short format content whether it is through Aston bands and squeezed ups whether it is through contextual pieces take an example of Swiggy he wanted to talk about delivery and he took the fastest delivery of the match coming in and contextualizing it beautifully for linking it to the product benefit and proposition I think I'm going to leave it more to Girish and you know Vivek and team to talk about it because as advertisers they have used it in very very interesting and innovative ways and over to them to kind of add the flavor of the innovations that they have done on their businesses Thank you so much and we've not had really shitloads of money in that sense in West like bigger brands on IPL or on cricket but our experiences have been that you know if you can innovate and like Anita said if you contextualize it does make a big difference to give you an idea we like just like Swiggy mentioned we've been on cricket since 2001 and we were pretty strong on cricket we spend over 60% of our television budgets on cricket because we believe that there's a great connect and great association there but having said that you know we don't have that kind of money to invest in cricket like so many other big brands and therefore we chose a route of a weather report in the 2003 World Cup where you know there was a weather report people used to watch the weather report it was quite an event by itself you know how the weather is going to look like is it going to rain or you know things like that that helped us and even as recent as when we launched the water purifier business we didn't really have that kind of budgets that the air conditioning business would have and therefore we kind of created a drinks break so whenever the drinks break happen and water purifiers we had you know we had children in our ads and we had a five second ACD just five seconds just reminding in every drinks break fantastic about the kid and you know go have a drinks break or water purifier so get purity so things like that will make an impact is what we believe like I said it's all about creativity and you have Harsha that can join in later and you know they've also helped us in the journey to kind of break clutter and get there it's not about the money always it's about what impact you can make and creativity in my mind stands up right here and I remember Sumit you were talking to us earlier tell us about that what you did with Naukri way back I thought that was very cool so I think right from 2003 and we did that on the 2007 World Cup I think it was six or seven when the six was champions Trophy and I think seven was World Cup so what we did for Naukri at that time was we had the same problem we didn't have enough outlays to kind of build the right frequency because you also need the right frequency per match correct but we always rode on Prikit from when we started TV which was 2002-2003 and we actually started TV just because of Lawn Tennis and Prikit we never had a TVC we would just buy bands and squeeze up so you know things like that because we did not have a TVC but what we did was we innovated with the CV so every time a batsman would go out and a new batsman would come from the pavilion his CV because Naukri is about jobs and so we would kind of display all the information of the player in the format of a CV and that is a bit of a textual kind of a thing fantastic that's a great way of standing out I mean it's such an enduring way I mean yeah yeah I mean versus doing a 30 second TVC it's such a simple device and so intelligently done fantastic the other thing I wanted to talk about and over here I'd like to pull in Vivek again Vivek you know now we've got two new teams UP and Gujarat and these by the way even population-wise are huge markets I would imagine this in itself throws open a very huge opportunity to marketers to be able to reach these audiences because there would be a lot more interest from these states from these markets to now participate in IPL I mean I would imagine IPL viewership numbers should go up in these states with the introduction of these two teams what does this mean for you yeah firstly I think big opportunity to get really deep into these markets but they come with certain challenges you know I think the teams have been completely reshuffled this year so it's a little bit of an unknown entity in terms of how the emotional connects are going to go and also you have eight odd mature teams where you have a mature audience who have been following these teams for more than a decade and you have a couple of new markets which is just warming up to the idea of IPL so it's not going to be very straightforward I think we need to probably look at it as two different you know two different problems at hand is what I would advise we are not going to use the same yardstick across all the all these teams and all these markets I would say and these two you know the two new markets as well Gujarat and UP are extremely I would say specific markets you know they prefer certain kind of communication they like certain kind of brands so I think the marketers have to make a very informed choice on how to utilize this opportunity to the max and not just apply the same rule to these two new markets as well Anitha do you think the opening up of these two teams would actually offer an opportunity to regional brands to participate in IPL in a much bigger way so I do feel for example UP as a market usually has been considered like a media dark market relatively lower kind of a market to kind of impact out right so from that angle whether the numbers are going to really throw up in a big way one would try and evaluate and see what's happening in that market I think comparatively Gujarat would possibly definitely fare much better because anyway is the the Hindi belt set will have a whole host of people who must be watching and you know numbers on Gujarat market for IPL will be far far better are already there even today as we speak so my between the two if I had to punt on numbers and which will possibly do better would be Gujarat visa with UP UP itself because of the size of the market the relative number that will then kind of come in may show you percentage wise lower numbers but yeah the population size of that market is humongous so if it takes on in a big way if there are specific ideas that broadcasters are going to be looking at I don't know where the bojpuri could be an interesting way of trying to get a commentary going I have no clue how are they going to use those people of that market in an interesting manner how are they amplifying and ramping that up so for example previously when IPL used to happen those cities which really did not do very very well you did the IPL fan parks etc and all of that to get the excitement going in the market with the COVID situation etc those are also areas which are restricted in nature so how do you kind of evangelize the spot in that two states I think both the teams which have taken up the challenge of buying out the teams will obviously want to ensure that people start resonating with their team and team members very nice I have a point of view to add which is that IPL technically we might assume that in a particular state people would support that particular city or that particular state but it need not be for example at one point of time in Mumbai KKR had a much larger audience in Mumbai we saw that in all the readings that you know KKR match would have much larger viewership than Mumbai matches in Mumbai wow so it cuts across states because it's all about the leader it's about the captain and how he takes along so for example Virat Kohli and Bangalore has a very high rating in Delhi for example yeah my son also it cuts across geographies so for me I think it's not about UP Gujarat it's about the leaders of UP Gujarat the kind of fan following they have of course the local radio channels kind of create that fan of your own city and your own state and they kind of popularize that but my theory is IPL cuts across geographies you could be a fan of KKR sitting in Mumbai and you wouldn't care whether Mumbai wins or not that's true sort of ganguly to win you know in that sense in that way yeah I was saying that that in my house it's between my son and I we always root for the Bangalore team in which I'm sitting in Bombay and I always vote for Mumbai Indians okay back to you Girish I wanted to ask you apart from consumers as we traditionally of course we look at all media primarily for the consumption of consumers but our dealers like for me when I was on Kulkuri I used to always say that it's actually sales that determines whether your brand is going to be a success or not consumer is a lot easier to handle so do you also look at IPL as a property that helps you garner greater trade partner support you write about the fact that you know it's the channel partners who would finally need to first invest in your product you know before it reaches out to the consumers if you're not able to crack the chance so that that's a huge you know kind of filter in our mind whenever we're doing media planning and you know fortunately or you know sometimes IPL begins in March and that's where it helps us because you know it helps that you know pick up off the inventory of the products because consumer dealers then channel partners believe that they'll be pulled for the brand but when IPL begins sometime in April then it gets a little too late but it helps the deli markets so the north markets so you write about the fact that IPL as a property or cricket as a property when you associate with it it gets you a lot of premiumness because it's only the premium brands technically who can associate with cricket that's the kind of perception we've seen across consumers right so it gets you there and be it it has a huge impact on channel partners their you know assessment of if you're advertising in cricket and specifically the IPL during the summer season I'm likely to have a better ROI on booster products because there will be more pull for the brand there'll be more counter share so obviously that is something that we consider so it's not only about consumers it's even channel partners who are a big decision or you know a big kind of factor in our decision making very nice and the other important point that you made also was that the kind of property you associate with is also you know an indicator of your stature it also builds stature right just being on IPL in itself is a great you know structure is that you were right you know it's like that point with trade partners to be able to say well we are on IPL it suddenly lifts you as a brand and it gives a lot of confidence to the trade partners you also talked about premium brands on that I want to ask Vivek Tata Safari was launched on IPL is that right Vivek that's right and what was your experience of that do you think IPL would be you as an advertiser and marketer would you advocate that IPL be considered an important part of the mix for premium brand launches for sure I think you know the definition of premium can vary but if I have to just rephrase it slightly you know I think just being present on IPL thus lend a lot of gravitas to your organization and both from a dealer standpoint but more importantly from a customer standpoint I think in fact in internal debates I can share it here but we see the future of IPL going in fact the Superbowl wave where you know it's not about what you advertise it the news that you're going to be in Superbowl itself actually lends a lot of power to your brand the day is not going to be far I'm sure very soon in the coming years IPL is going to be out of our budgets and there's going to be new ways to be present there but to answer your question very specifically I think being in IPL that's held from a consumer point and if your product is premium by itself you have I would say much more enhanced chance of making it successful fantastic so on that note I think we can close we're already above time there is not just being on IPL just the news that I'm going to be on IPL is in itself news enough okay fantastic thank you so much guys E4M team do we have time for any more or would you recommend we close since we were supposed to close that took 50 sure no no absolutely thank you so much Mani for moderating this session so one absolutely glued to the screen throughout and such great insights done out from all our panelists so thank you once again thank you so much thank you thank you so much bye bye