Hello and welcome to the session. In this session we are going to discuss the following question which says that every 6 days Samuel receives 4 chocolates from his grandmother, explains the proportional relationship. Let us start with the solution. In this question we are given that Samuel receives 4 chocolates in every 6 days that is Samuel receives 4 chocolates in every 6 days that is after 6 days he has 4 chocolates and after every 6 days his chocolates increases by 4. So if we double the number of days the number of chocolates is also doubled. If we triple the number of days then the number of chocolates is also doubled and so on. It means the proportion of chocolates received is same and we get the following table which tells us that the number of chocolates that Samuel receives after 6 days will be 4 after 12 days will be 8 after 18 days will be 12 and after 24 days will be 16 and so on like this. And if we calculate the ratio of number of chocolates to number of days we get 4 by 6 which is equal to 8 by 12 and is equal to 12 by 18 which is equal to 16 by 24 and we see that each ratio is equal to 2 upon 3 so Samuel receives 2 by 3 number of chocolates double and we see that 2 by 3 is constant of proportionality. This completes our session hope you enjoyed this session.


What he represents is patriarchy. We're here to do work as men, as patriars. There's nothing more natural than being a farmer. Welcome back to the 21 Convention 2019 Special Patriarch Edition in Orlando, Florida. Our next speaker is a returning speaker to the 21 Convention. He is a legendary talk radio host. He is the co-host of the Red Pill 101 with Rolla Tomasi.  Please let me welcome Pat Campbell to the stage. Thank you, sir. Appreciate it, buddy. Good morning. How are yous, everybody? For those of you that aren't familiar with me, I'm a radio talk show host currently in Tulsa, Oklahoma. I've been living there for about 11 years. I'm married. I've been married for 27 years. I've got five kids raging in age from 26 to 16. My baby just turned 16. I've got two boys, three girls, so I know a little something about raising kids, especially in this day and age. And I've learned a lot along the way, and hopefully I can share some of that information with fathers that are here or fathers to be that are here as well. And I'm also a recovering trad con, thanks to Rolla Tomasi. About two years ago now, I read the book. I picked up the book. I started reading his blog or his website, The Rational Mail. Some of his articles. I went and got the Audible book. I liked it. I bought the book. I can't tell you how many times I've read the book, how many copies of the book I've given away, and how many times I've listened to Audible and the other two books, and I can't wait for the fourth book to come out, which I'm writing the forward to, which is about religion. And that's where guys like me come in. I'm the goon squad for the religious, okay? The trad con. I finally woke up one day and realized, you've been played. You've been played. People like me are the guys that keep the other guys in line. And I want to wake everybody up to that today because it woke me up. So the title of my talk today is, What is the role of the husband and the father?  I'm your father. From day one, when my kids are very little, I've told all of them. Bridget, Rachel, Michael, David, Sarah. I'm not your friend. I don't want to be your friend. I'm your dad. And the dad has very... Nobody else can do the job I've got to do. I've got very special duties and responsibilities as your father. You see, in this day and age, there's a lot of parents, if you're lucky enough to be in a two-parent intact household, chances are both mommy and daddy are working. And you don't have a lot of time with the kids. And I think moms intuitively want to be friends with their daughters more than guys want to be friends with their kids. But nobody wants to play the heavy. Nobody wants to be the bad guy and I've only got such a little time with the child. You feel, I don't know, you feel guilty. So you go easy. And you want to be their friend. Anybody can be your friend. Rolo and I have been talking about this friend thing for a while. I'm going to give you two examples. Anybody can be my friend. My dog can be my friend. Dogs are a man's best friend, right? Anybody can be your friend. But not anybody can be your dad. Not anybody can be your mom. And we see this in marriages too. I was at a Catholic cathedral. I'm Catholic. As if that comes as a big surprise, right? Five kids. I'm at a Catholic cathedral. Oh, gosh. It was before Easter. And the bishop was giving the sermon that day. The gospel was on the transfiguration. And I'm seeing everything through my red-pill eyes now. Stuff that I didn't see before. And he's telling the crowd that when Jesus went up with some of his apostles, he revealed his true self to the apostles. And that we, we, the people in the pews, need to reveal our true selves, our total selves to some special friend. And then he goes, and if you're married, that's your spouse. I'm sitting in the back watching this and I'm going, whoa, slow down there, tiger. I'm not buying this, okay? And here's the reason why. I can be a friend with anybody. But in that marital relationship, I'm the husband. She's the wife. When you say friend, and I'm not saying you can't be a good friend with your wife, or a best friend with your wife, okay? But first and foremost, your husband and wife. And that comes with, by just reducing it to a friendship, it degrades it. You see what I'm saying? It's the same with the parent-child. Dad's just my friend. It degrades it. And there's a saying, familiarity breeds contempt, okay? And there's, I was talking with Rolo about the husband-wife thing. And why you shouldn't tell all your darkest secrets or everything to your wife. You have a role as a husband to, and it's an intuitive protective role to protect her. You know, I don't want to burden my wife with financial things or things that are going on at work. She's got plenty to do at home with the kids. So you don't have to put everything out there. Also, with the reality of divorce in this day and age, the more the wife knows about you, okay? If things go bad, or as if Rolo likes to say she goes feral, you can bet your bottom dollar that every one of those dirty little secrets will come up in divorce court. We had a, I can't believe this story still. There was an elected official back in Oklahoma. I won't name him, okay? But he was one of these guys, he was like in two different worlds. He was a player, but he also wanted to be the, you know, Jesus guy and a married kind of guy. And he had been convinced to write down or keep a journal of his sins. Which let me tell you, anybody ever tells you that? No way. There's no way on God's little green earth you should ever write down. I don't care if you've got it in a Liberty safe, okay? Write down every little thing you've done wrong. Well, his marriage fell apart. And I'm there like, don't tell me. I said, where did you leave it? He left it under the bed. When they went to divorce court, that was entered into the court records. Every, you know, his pornography problems, all that stuff came out in court. So you have to be measured in what you share with other people. And that includes your spouse. Not just because it can be used against you, but like I said, you as a guy, as a patriarch in the family, you don't want to burden her with guy stuff. If that makes sense to you. Let me roll through a couple of these. I'll give myself some water here too. By the way, how many of you are familiar with Bishop T.D. Jakes? Raise your hands. Do you ever see the guy you know who I'm talking about? He likes to sweat on TV. I can sweat more than him. So I may be putting on a show for you today. All right, let's get to the, what to look for in a wife? The vetting process. In fact, we just did Red Pill 101 Episode 25 on vetting. Especially for a long-term relationship if you're looking for something like that. So her family, what are the dynamics? I've talked about the fact that I was never worried about meeting the dad. Dad's a pushover. I want to meet mom, and I want to meet mom as soon as possible if I'm seriously looking at somebody to marry down the road. The reason is she's going to tell me what the next 20 years of my life are going to look like. I want to know what the house is set up like. I want to know if dad's an alpha. If dad's an alpha, this is going to make her more attractive to me because she's coming from that kind of a situation. Is dad a beta? Is mom really in charge of the family? Is mom a nag? If mom's a nag, guess what?  Is mom a clean freak? I'd like a clean freak, okay? Is the house messy? Is mom a hoarder? Those are all things that can come back to haunt you. A lot of people say, take a look at the mother because that's what your wife's going to look like in 20 years. Sometimes yes, sometimes no. But her behavior, her behavior will be what you're looking at dealing with down the road. You want to know what the future wife's relationship was with her dad. Does she look up to her dad? Is her dad distant? What's her relationship like with her mother? All sorts of things you want to look for. And I think I hit number two there. Lots of me to the relationship with. More important is strong alpha. Okay, so mom's the one you need to take the hardest look at, not just physically. Okay, slob, I went through all those. The lie that your wife should be your best friend and know all your secrets. That's what I touched on there with that sermon from the bishop back in Tolstoy. And it was funny because I like to sit in the back of the church to watch the reaction. And all of these couples looking at each other, they guys just like beat down. Totally not. I'm really like shaking my head. You can be friends with your wife. She can be your best friend, but it's more than that. She's your wife. You're the husband. And with those, you know, what's the line from Spider-Man? With great power comes great responsibility. And when you boil it down just to a friendship, it devalues the relationship. As I said before, anybody, anybody, could be your friend. Anybody. Trying to think with other things I had on the wife that I wanted to bring up with you. Now, let me go on to the next slide here because I'll jump around a bit too. Oh, what does she bring to the relationship? How does she add value? Let me share something with you here. I got into a pretty interesting Twitter exchange earlier this week with a lady. I'm not going to mention her name per se, but Rollo talks a lot about sexual market value. And when he's on my program in Tulsa, women hear it and here's what they hear. Women are only good for one thing, sex and their physical appearance. And without those, you know, once that starts to fade, once that starts to fade, what do you do? Do you take it to the glue factory? Do you trade her in? What do you do? What do you do? Now, of course, that's not what Rollo's saying, but that's what they hear. One of the things that has frustrated me as a radio talk show host for years is, I can control what I say. I've got a very elaborate vocabulary, but I can't control what people hear or think they hear. But that's what women, some women, not all hear when Rollo's on the program. So it's all about women.  Men, men, when properly developed, are success objects. The girls aren't the prize. You're the prize. That's a complete reversal. That's a 180 on probably everything you've been taught along the way.  You make yourself attractive. You're the prize. They're going to want you. And a lot of guys, when they're in maybe teenage years, even 20s, maybe late 20s, find that women, it's not easy to find women, date women, get women, if you want to use that language, right? But I was telling Rollo, somewhere along the age of, I don't know, 28, I'd never really had a problem dating girls, but when I hit like 28, all of a sudden you got the pick of the litter. And the reason is the herd's thinning, that sexual market value was starting to decline. They're going into their epiphany phase. They know they've got to take action and they've got to take action now. Somebody who wouldn't have looked at you at 22 all of a sudden now at 28, you're looking pretty good.   And depending on what age you marry her, it could be shorter. Some can be a little bit longer. What's left after that? And guys, when we're out there, when we're out there dating, especially if you're sexually active with the girl, you're not thinking about that. You're all caught up in the moment.  Nowadays that seems crazy, right? But there was actually, other than the biblical reasoning behind it, there was something there that really does make sense, because the minute, and every guy in here who has had sex with a woman, you know exactly what I'm talking about.  You're now thinking emotionally. You're not thinking you're feeling.  You're feeling that you're in love with that woman. And when you're feeling, and I see this on Capitol Hill right now, you may have noticed we've got a number of new female legislators in Congress, and they're very dramatic when they want to push or promote legislation. In fact, they'll cry a lot. And I don't know that the crying is necessarily phony. Some of it may be real. But here's what women know. Women know that crying is a powerful tool. And crying impacts men more than women. Every guy in here, when you see a woman cry intuitively, you go, what's wrong? How can I help? And they know that by tugging at your heartstrings, which is what these legislators are doing, they're going to be able to get through whatever legislation they want to. When you start to legislate or make decisions based on feelings, it never ends in a good place, ever.  You're not thinking like a guy. I'm not telling you to abstain. I'm just giving you the reality. The reality of what happens. Rolo's dad, who was divorced from his mother, had a great line Rolo shared on the program the other day. Rolo had asked his father before he passed away, why do you marry mom? He said it seemed like a good thing to do at the time. I had a guy calling in my program last week. He's been married for 30 years. He's got three kids. He said, this is not what I signed up for. Because guys, when you get married, we don't think long term. You're getting married for life.  You don't enter into a mortgage for life, but you're getting married for life. And we don't think life. We think about instant gratification because we live in a very hedonistic society. All of us, myself included. I want mine and I want it now. And they don't think about what it's going to look like five, 10, 15, 20 years down the road. What's left? So back to this tweet I put out and I asked the lady, I said, serious question. I said, not to be a smartass. I said, aside from the sex, what is it that you bring or offer that adds value? I said, every woman should answer that question for themselves. I said, the answer is me surprise you. And I really didn't expect her to respond. I didn't expect her to block me. But she actually gave a really good response. She said the whole package, support, adoration. I don't need adoration. Respect that I need. Loyalty. Loyalty, I'm a big fan of Donald Trump's. I don't apologize for that. I voted for Donald Trump. The thing I dig the most about Donald Trump, he's like a mob boss. Loyalty is the most important thing. You're loyal to Donald Trump. He'll buy you the moon. You betray him. He will slit your throat. And you know what I'm talking about. That's the way Trump operates. He's like the Gambino crime boss or something, right? But loyalty, loyalty, loyalty in a marriage. And I'm just talking about fidelity, loyalty to the husband. That is sacrosanct. That's sacred. It's critical. You have to have that. Back to the list she put together here. Loyalty, cleaning, cooking. Now you put those out there nowadays. Oh, they want to go back to the 1950s. No, no. Affection. Massages. Don't fall for the massages. I fell for that. And I think maybe after four times with my wife trying to rub my traps, she said their heart is rock. That was it. We were done with that. Consideration. Great sex. Can I get that in writing and notarized, please? Love, touch, attention, excitement. Here you go. This one's a little different. Financial contribution. That's interesting. Creativity, joy, family, consistency, inspiration, beauty, fun. And then she goes on with one more here. An organizer, a confidant. And again, we'll get back to, you have to be careful what you tell your wife. There's something she doesn't need to know. You don't need to unnecessarily worry her.  How many guys do you know who have been zeroed out, betrayed, right? You have to be careful what you tell people. I had a friend of mine who was involved in real estate down in Florida. Well, I'm in Florida. In fact, he was in the Orlando area. And he was very successful. And right around the time the market crashed, he looked like what we would call a Tradcon family. Mom was the stay-at-home mom. They had four kids. They homeschooled them. Everything was beautiful until the market crashed. And my friend, who I won't identify, obviously, I guess in a moment of weakness, was crying and confided in his wife that he had been molested by a priest when he was 14. And I'm there like, dude, why did you tell her that? Seriously, why would you possibly tell her that? Even if that's true, why would you give that away? Well, that, you know, she's already, and Rolo says it, it's true. Every, and don't fool yourself. Every woman has a B plan. This chick had a B plan. And this was her gateway right here. When she saw him as not competent, he's not the breadwinner. He's weak. He's molested by a priest. Gee, I wonder if he's been molested by our kids. This whole thing came unglued and got so ugly you wouldn't believe it. And somehow she got an annulment from the church and she's on to her B plan. And he's a broken man. I'm surprised he didn't pull an Anthony Bourdain. But it's because he confided something he should not have confided in his wife. I said, what did you possibly think you were going to get out of that? You don't know. Well, you saw what you got out of it. Back to this, confident, a great listener. A great listener. That's like the number one criticism guys get. You don't listen. You don't listen to me. But this lady's promising to be a great listener. Here's someone who boosts your ego. I guess some guys need that. I don't. It's a very leery of false praise.  Kind of a deal. So maybe some people need that. I don't. Let's see, boost your ego and makes you a better version of yourself who supports your goals. That's important. How many guys have I talked to, you know, 40, 50, 60 years old, always wanted to do something, but she wouldn't let me. She wouldn't let me. Well, guess who's in charge of that household? The list goes on and on. Okay, so actually this thing here, this sounds too good to be true. In fact, a couple of people commented, you sold me. Where do I go? Where do I get my unicorn? I want my unicorn now. But those are qualities that you should be looking for in a woman. In a lot of those qualities there, women are taught nowadays, you don't do that. You don't bow to a man. I did a program with Rolo on Friday, my local program. And a quick story here. Had to do with... I won't use her name. Had to do with the superintendent of the public school district where I live. She's 52, 53 years old. I have a picture of her at a party in an outfit that I wouldn't let my 21-year-old daughter walk out of the house with. It's like either you're going to... Because the boots in particular she had on, I wish I could show you the picture. It's like Gene Simmons called, he wants his shoes back from kiss. And the outfit, she was crouched down, the boobs were just hanging out. And a couple of parents, women mind you, on a Facebook page and we're taking issue with it. Is this the way the leader of the school district should look? Or is this the message we want to send to kids? Okay. That lasted maybe about eight comments. Then all of a sudden her girlfriends jumped in. And it was, I mean, it was a cat fight like you've never seen. You're just jealous. You know, you're fat. You're just jealous. I figure, you go girl. You go girl. No woman should ever dress for a man. Anybody that took issue with the way she was dressed, you're automatically slut-shaming. And they're like, wait a minute. You can't slut-shame unless the person is a slut or looks like a slut, right? But that's what they were accused of, slut-shaming. And we did a whole program this week on my local show with Rolo about how a woman dresses.  No, that doesn't make you look fat.  But, of course, yeah, all right. But we got into a bigger issue about whether or not a husband should tell a woman, his wife, what to wear. I've got no problem doing it with my daughters.  If it doesn't pass muster, you go back upstairs and you don't go out. But when it comes to the wife, nowadays, it's like the feminine imperative has taught people that you should never submit to a man. A man should never dictate what you wear, how you look. Now, if you find the right one, and I'm not going one-itis on you, but the ideal woman is going to want to dress to please you, the ideal woman is going to want to dress to compliment you, to make you look good. I got a buddy of mine, his wife is a pediatrician at a hospital and they went to a like a Gala fundraiser.  Now, he would like to go in his cargo pants or cargo shorts and his flip-flops in a baseball cap, but that would make her look bad. So, of course, he dressed up in a tuxedo, right?   But the ideal woman, if you're finding her or looking for her, is going to be somebody who wants to dress to please you. Now, that doesn't necessarily mean modestly, sometimes I know guys, they got a smoking hot wife, they want her to look hot when they go out, they're showing her off. But the woman is dressing to please him, not the other way around. Oh, okay, so how does she add value? We did that predominantly. I'm just telling you, so many guys, so many guys. She looked great. The sex was fantastic. The minute you put the ring on, you say I do, all of that slowly dissipates because you've now lost control of the frame, you've lost control of the narrative. She is now in control. Roll those, roll those guidelines for men getting married. And I've conveyed this to my two sons. My son, Michael, 21's in the Marine Corps, just got back from tour duty in Syria. My other son, David's 20, he's in college. I totally agree with this. Guys, you should not even think about getting married until you're at least 30. Why? You're not ready. Why? You're still in the embryonic stage. You're not fully developed. Why? You don't have enough life experience. What am I supposed to do between 20 and 30? Work on yourself. Get that life experience. You have to have had multiple relationships. I'm not saying to bed everybody. But if you've only ever been with one woman, you don't know what else is out there. You have nothing to compare her to. You need to have had a variety of experiences so that you know what's going to be right for you and your situation down the road. That's solid advice. Not getting married before the age of 30. He goes up to 35. Ideally, you want the woman to be 5 to 7 years younger than you. And I'm going to go even further. I'm going to say 10. And I'll tell you why in a minute. But 5 to 7, that's exactly what I did, by the way. This is before the rational male. I got married at 30. My wife was in that 5 to 7 year range. It worked out well for us. She's somebody that looks up to me. This is this idea of equality or an egotarian relationship. If you're equal, you're eye to eye. You're eye to eye. You cannot look up to the man if you're equal. Or if you're superior, you're looking down on the guy. Marriage, Rolo says all the time, is equality. We're better together than we are apart. The 10-year thing here, I'm going to put this in and I'll tell you why. Especially when you get to be about my age. You're going to notice that a guy, if you take care of yourself, if you're in good shape, you exercise regularly, you don't have diabetes, you don't smoke, all those things, you're not overweight.   There's guys, Anthony Quinn got his wife pregnant when he was 82. He's still knocking it out of the park. Women, there's a biological clock when menopause. It can come early for some women. It can come later for others. But right around that 45, maybe to 53 window is when things start slowing down. She's not going to have the interest. In fact, I was watching some British lady, she's like their version of Joyce Myers. She was talking to, this was on like a TED talk or a YouTube video. She was talking to women about how to get that desire back. She seemed to be talking to a crowd that was around that 40 to 50 age. It's the funniest thing too because I busted up with my wife. She goes, ladies, you need to get that canoe back in the water and just start paddling. I got a charge out of that. But the hormone replacement therapy, let me talk a little bit about that because it's something I know about.  And they do it by themselves. That is a prescription for disaster. If you're going to, if you're married, you're going to look into hormone replacement therapy, it needs to be a joint effort for both the husband and the wife. Because otherwise, those ships are going in different directions and they're never going to pass. And I've seen guys that go on TRT and their wives are going into menopause and it's like they're just their bodies are just moving in very different directions. Don't listen to what she says but rather watch what she does. This is one of my, if you've been to my Twitter page, or my Twitter account on the top, I've got, and it's at twitter.com. This is a universal truth. Universal truth. Don't listen to what people say. Watch what they do. Why? Because their actions always betray them. That applies to you. It applies to me. It applies to women. Don't listen to what people say. Watch what they do. Their actions always betray them. I love you. Well, what do your actions say? Watch. Don't listen to what she says to you. And especially during the dating process, if you haven't signed the dotted line, that's the time to do all of this discerning. And this is the kind of discerning that comes with experience. Don't listen to what she says but rather watch what she does. Her actions will always give her away. Always without fail. I'm looking at my clock down there. I've got to jump around a couple things here. Hold on. Oops. I'm having a little trouble with this. I should be going on to the next one. George, anybody? Anybody? Maybe I did something. There's a woman right in the relationship. Can we flip it to the next screen? Please. Let me if I pause it or what. Perfect, perfect. What is my mission, my goal, my objective is the father, the dad. I get this from I used to get this from my kids until I explained what it was about. A lot of people, they see me, I'm strong, I'm overbearing, perhaps. I'm a control freak, perhaps. But they think that you want to control their lives. I don't want to control anybody's life. I don't want to control my wife's life. I don't want to control my kids' life. But sometimes it feels like that from their perspective. Here's what I do have to do. I have a duty. If your patriarch's here, you have a duty. I'm going to say it, a God-given duty. You have a duty to set boundaries for your children. They intuitively thirst for that. They may, you know, I want to do it because their friends are doing it. Like my daughter, my daughter had a dress that she wanted to wear to homecoming. And I took a look at it. Baby, that's not happening. We're taking that back to the store. But this is what everybody else wears. Everybody else is not my daughter. I don't care about anybody else's kids. The only kids I care about are mine. And you are up against a society that is just pushing it, pushing it, pushing it. I think it was Hunter maybe a week or two ago was talking about cell phones. Cell phones and, you know, computers for kids. Kids, I see kids five, six years old with cell phones. Ten years old with cell phones. They need a cell phone. What do you need an iPhone for? Ten years old? Seriously. Well, so I can call mom. I'm talking with full access to the internet. Everybody in here knows what that means, what that entails. And then they'll tell you all their friends do it. I don't care about your friends. You're my responsibility. You're my duty. There's a reason for this, too. The long-term reason is teaching them self-control.  If I do my job right when my kids out of the house, my daughters, my sons are out of the house, I want them to make good decisions. I want them to make the right decisions. Not because daddy told them to or daddy made them to, but because I taught them how to make those decisions. If that happens, and I'm not necessarily going to agree with every decision they make, okay? That's not the point. But if I'm able to do that, it's mission accomplished. That's really the role of the mother and the father, but the dad in particular. The dad has a headship role, a leadership role, and it's not popular, it's not politically correct nowadays to say it, but I don't care. Disciplining children, how, and why. I think it was Hunter. There was something that was up either on one of the patriarch podcast or some Twitter discussion. Corporal punishment spanking, okay? I look like a guy that might be a spanker, right? Pretty intimidating. I've never hit my kids. Never. The only possible exception is when one of the girls was little and ran out in the street and smacked her on the butt. I'm of the belief that if I've got to get physical with my children, I got a problem. I got a problem. And a lot of times, when I see people getting physical, it's because they waited too long to get involved with the child. Or they do it out of frustration, or they do it because they don't have the tools, they don't have the coping tools. Now, when I was growing up, I did get spanked. Not a lot. I got the belt from my father, but for every time that I got it, I deserved it. I'm the kind of guy that was the only way I was going to learn. But I've never struck or hit any of my kids in anger. And I don't think it's a good thing for dads to do. Because I've dealt with a lot of people over the years and I've seen the scars, the hurt. And it does send a message. And this is where the feminists will pick up on us and they'll talk about toxic masculinity. There they go, beating their kids, right? They've given them the ammunition to use against me. I got all sorts of tricks when it comes to getting my kids on board. I'm pretty clever. Here's another thing, too. Disciplining children. How, when, where, and why. Any time I've had a problem with any of my children and or my wife, I handle that privately with the kids. I bring them back to my office. I talk with them one-on-one. There's a reason for that. When I was 13, and I saw what happened when other children got disciplined in front of the other kids. And I didn't want that to happen with my kids. So, when I, when I discipline a child, no matter how big or how small, I bring them back to my office. I talk to them. We, we, we hopefully rectify the situation. It's between him and me or her and me. Sometimes I don't even share it with mom. And it certainly doesn't get shared with the other children and Michael. None of your business. What happened to Bridget? None of your business. This idea that everybody has to know everything going on in the household is nonsense, especially when it comes to discipline. Discipline is something I'm, I'm very, uh, careful about. Now I, I mentioned I grew up in a really large house. I never saw my mom and dad fight. Ever. Not even argue. I'm sure they did, but I don't know when. But that also put me at a disadvantage. Because I didn't learn how to do it, right? Stop and think about that for a minute. So parents can have disagreements, not big ones in front of the kids, but you can have disagreements and show you're actually mentoring your children. Showing them how to peacefully resolve issues. Without slamming doors and stomping out of the house. Okay. From a very early age stress the importance of trust and loyalty. Those are two of my biggest things. Trust and loyalty. And let the child know why they're so critical. Even when they're little, I remember my son Michael telling him when he was like five years old, Mike, I have to be able to trust you. I always tell me the truth. Always tell me the truth. I have to be able to trust you because someday you might need me to go to bat for you. And I said, I gotta know you're telling me the truth. Now here's the problem.  And that can backfire. As I look back in retrospect, that, you know, is it better to be feared or respected? Like from Iron Man, right? Is it too much to ask for both? Tony Stark, right? I don't want to be feared by my children. I want to be respected by my children. And you earn their respect by the way you behave as the father.  In fact, there's a guy, Brian Tracy who's written a number of books. He's sort of a goal guy.  If you lie to me, I will. That's something, and again, with all this talk nowadays about toxic masculinity, that's something that really needs to be stressed. The trust and the loyalty. Oh, the peer group. Gotta get into this. This is where mommy comes in. Mommy comes in. Oldest of 13. I got two brothers. One I refer to as the black sheep. Both brothers went off the rail and it had to do with their peer groups in those critical teen years. 13, 14, 15, 16. I almost went down the same path they did but by some sort of divine intervention the group I was hanging around with at the time all of a sudden banished. And I was out there by myself and I had to reinvent myself at about 15, 16 years old and at that time I found Rocky the movie and I got into boxing and I loved that. I loved that. But the peer group that your kids are around and this is where mom comes in and this is why mom plays such a critical role and you do too. You need to know who your children's friends are. Especially girls but boys too. You need to know who they're hanging around with because that group especially during the teenage years is going to have so much influence over the course of your child's life. It's critical that you be involved. You can't be AWOL there. But that's an area in particular where mom's mom seemed to have a much better understanding of what's going on with their kids. Especially the girls who they're hanging around with, who their friends are. Moms will talk with other moms. So that's a big one to concentrate on as well. How much time do I have here? I've got about five. I want to get into the story of Michael here, my son. All right. What's my goal as dad? Give them the tools. Give them the foundation. Give them the formula for success. So I talk about my son Michael here who's in the Marine Corps. And when Mike was about... Mike was a little bit of a runt growing up. He wanted to play football, all those kind of things. And he was around 14, 15. He wanted to start going to the gym with me. So I had some success as a power lifter in the 242 pound class. My best ever lifts were let's see, the one meet I wanted in 95. I did a 725 squat 470 bench and a 725 deadlift. That should come out to 1920. I never got the 2000 limit I wanted but I learned a lot from power lifting that I was able to apply to life. So I got Mike into lifting and it wasn't because I wanted him to win trophies. Although I did want him to experience the feeling of being a winner. But more importantly I took him from I think 150 pounds, no 160 pounds when he was 14, 15. Up to 220 when he was a senior. And then that summer he was a senior, we had to get him back down to 175 to go into Marine Corps boot camp. Because at 220 that ain't going to work, right? And you find I could do a lot more chin-ups at 175. But what I did with him is I put a plan down. I put an eating plan down for him. I put a training plan down with him. And we spent time together so we bonded his father and son. You need to find an activity as dad. You need to find an activity that you can use with every child in your family. Now power lifting isn't going to be it for everybody. Some of my daughters wanted to go lift. I brought him to lift with me. My one son David he's not into that. He went a couple times he liked it but not like Michael liked it. So I had to find something else to do with him. You as a dad you have a duty a duty a responsibility to find something you can bond with your children on. Maybe it's going to movies. I don't know what it's going to be. You know your kids better than I do. But you have a duty a responsibility to do that. But the reason I taught him that was that he understood that if you have a plan and you have a way to measure things you will be successful. I wanted him to learn the lesson I learned from power lifting. Because I went out and I got myself a coach. When I wanted to go up to the next level. And he's been able to convey that into other parts of his life. Another thing funny I just had a conversation with him the other day and he was telling me about one of his buddies that got his girlfriend knocked up and he says I find myself giving more and more of your advice. I said what do you mean? He says well I told him he says you know somebody else has gone through what you're going through right now and has written a book about it. He says all you need to do is find that book. I said you better make sure he finds the right book. But he gets it and there's a great deal of truth to that. A great deal of truth to that. So the ultimate objective I guess as I wrap things up here this is how you're going to when you're 75 you're sitting in your rocking chair. On that porch looking back on your life. Ultimate objective I want to make I want my children to make good decisions the right decisions on their own without me telling them or forcing them. If I've done that as a dad it's mission accomplished mission accomplished. I hope this has been of some help. Thank you. What he represents is patriarchy. We're here to do work as men as patriarchy. There's nothing more natural than being a father.


اسلام علیکم خواتینہ حضرات، وصیم ایم ایساً ویلکم سیو، لیکٹر نمبر 40 of Brand Management MKT624 at the virtual University of Pakistan. We are covering the area of measuring the brand's performance. I started talking about this topic in the previous lecture and I'm going to pick up things where I left. You will recall that I emphasized on the need for having some strategic measures along with the financial measures which every company always has. And those measures are sales revenues returns on sales returns on investments and so on and so forth. And those are the numbers which really give you a very clear picture of where the company stands. But then at the same time we need to have certain measures which are the very strategic in nature. A strategic in the sense that those really stem from all those strategies and those factors which cause the financial results companies to achieve. So therefore there's a need for those strategic factors to be measured in order to make sure that they really supplement the results that we see in terms of financials. And also you will recall that I emphasized on the need for this kind of measurement because we like to preempt so many different factors that could have been negative and that may cause drastic changes in terms of the financial results. So in order to make sure that these strategies that we employed and that we are in the process of executing are just about the right strategies and the execution in particular is on the right path. And if there are any changes or corrective actions desired we take those immediately at the time they occur and make sure that the path toward achievement of the financial results is free of any troubles. I talked about four different factors or dimensions that have to be the basis of measuring the strategic changes and those are differentiation, the relevance, esteem and knowledge. And you will also recall that there are so many different variables or offshoot to all these four dimensions. Differentiation has like three, relevance has six and esteem and knowledge which I'm going to talk about also has a couple of variables to themselves. And this is not to say that the list is limited to the number that I'm talking about. The list is pretty long and there are no hard and fast rules as to which should be or must be the variables as the divisions and subdivisions of the basic four fundamental dimensions. We need to divide these dimensions into all those strategic factors which we think are responsible to drive the growth of our brand. And therefore those could be the same factors which also can cause some negative changes. And therefore any factors which are not going to be covered or which may pop into your mind as being a bit relevant. You also can add those to the list of the ones I'm talking about as long as you really can make sure that those factors, the ones made part of the research model are going to lead toward accurate responses which will further help you in enhancing your understanding of the whole strategic and execution process. Okay. So having already talked about the two major dimensions meaning differentiation and relevance. Let's now start talking about these factors on the esteem dimension. As the terminology or the word means we under this measure like to measure how many people are there or customers are there who are consistent in terms of buying our brand. And we like to make sure through this measure how consistent those customers are. The meaning do they really come back to the brand over and over again and buy it. How long they have been buying the brand. So once you have the positive findings about the consistency of your customers in terms of their buying behavior you really can make projections about the times to come. You know how satisfied those customers are because consistent customers are loyal customers and loyal customers are the ones who are going to stick to the brand and they are the ones who also are going to get into referrals and because of that the brand is going to gain new customers. So getting into projections for the future numbers also becomes easy with the help of this measure. Easy in the sense that you can work with the projections with a lot of confidence. One more thing this measure lets you look into is those customers who would have left the brand if you did not have the right branding strategies. What does that mean? Let me explain this with the help of an illustration. If your customers are responding to questions which relate to your communication strategies or relate your pricing strategies and the responses elicit things which really testify the accuracy of those strategies then you will know that this particular customer really stuck to the brand because of the communication that is taking place. So you will know that the communication which you kicked off is effective and you are talking about the right most elements of the brand character and the promise and the positioning in other words which you really want to create in the minds of the customers and as long as you get a testimony to that fact your strategy or your strategies are in place. You also can look into the pricing strategy with the sense of confidence if you think that many of your customers are responding very positively to the pricing strategy. If they approve of the price you again are very confident about whatever you have in place and that is going to give you further insights into what should happen in future times. You also can look into another area which is if customers are so consistent and they are sticking with your brand why is it that they are sticking with this brand like is it because of the pricing strategy is it because of the communication strategy or is it because of the product features meaning the benefits and if you think there are certain benefits which really are very compatible with the list of drivers for the loyalty factor then you can talk about those drivers and depending upon their importance like I said earlier you can design your questionnaire accordingly. If you think that the performance factor in terms of your product is right on top and it should be on top you should go out to test that and if the test is positive that is a testimony to the fact that the strategy is just about the right strategy. You can look into this fact from so many different angles just to make sure why is it that your customers are staying loyal to the brand and why they are sticking to the brand. Another thing you should look into another question that you should ask your respondents should be what competitive brands they considered before making the final decision of buying your brand yet another time because they are consistent because they are loyal so they are buying your brand again and again. So what is it that really makes your customers buy your brand in preference to the competition? What are the competitive brands because they considered before making the final decision of buying your brand so in other words what are the competitive brands because they in a way rejected and what are the factors which are so positive about your brand that really makes them buy it again and again so in other words not only that you really can't determine because all those factors are relating the benefits which your brand offers you also will know the competitive brands that entered the decision set of your customers and that I think is something very important to know because that way you really can determine how to gauge your brand in relation to competition and how your brand in other words stacks up against competition. All the questions that you ask your respondents are going to give you answers which will testify the accuracy of your strategies and in case the answers do not testify your strategies being right then of course there is a gap and it is because of that particular factor that you get into this kind of measurement just to make sure that everything that is taking place is taking place in the right most manner and fashion and if there are corrections or adjustments to be made you make those. Another variable on this dimension of the esteem is what you may call price premium the price premium being one of the strategic elements of the whole branding process also becomes an important variable which you have to measure and test so this measure lets you determine why your customers are willing to pay you a premium in comparison with other brands or other products not only why they are willing to pay premium it also lets you look into what should be the right premium in case you are not charging the right price you still have a chance to make adjustments and you can move the price upwards moving the price downwards generally is not a good decision but here we are talking basically in the context of price premium and the better margins by asking your customers right questions about the pricing strategy in particular you really can lead them to give you answers which are based on objectivity and honesty so that you really can gauge the efficacy of your pricing strategy you compare your brand against the competition and again you know can stack it up in relation to the pricing patterns in the market place and any adjustments which you think have got to be made should be made so this measurement lets you increase the price if you think and increase should come forward and it also lets you feel very confident if the price premium charged by you is just about the right premium and you maintain that price so the pricing being a very important strategic factor you've got to measure this and this measurement will lead towards some very convincing answers whether you have the right margins to yourselves or not and the name of the game is going to be margins because the margins are going to lead to net profitability and so on and so forth so the whole branding effort is the gear toward that and the pricing is one of the prime prime drivers of all those financial elements another variable on the dimension of esteem is the lifetime the value of your customers this sounds very interesting and this really is an interesting measure to what extent this really gives you the very incisive insights is something that remains to be seen but basically this measure deals with working out the lifetime the worth of your customers and how you work that out well it is based upon the loyalty and consistency of your customers in relation to their buying behavior what you do is you work with a certain body of your customers meaning in terms of number and you multiply that with the value of the brand or the price that you charge and then multiply that with the number of times which customers are going to buy that brand over and over again and come up with a certain value which you think is going to be the average value or an average value for an average customer in relation to purchase of your brand this is an interesting measure which it may give you the certain leads and certain insights into the branding process but this may not be as significant as the one I just talked about in relation to pricing let us now get on to the fourth dimension which deals with the knowledge and you are not to the loose side of the fact that the dimensions I am talking about today form the construct number two which is about the brand's stature I just finished talking about a steam and now I am getting on to the knowledge dimension and the very first variable of the knowledge dimension is about positioning positioning pops up every now and then and the fact is that the whole game of the branding is all about positioning and positioning being a function of the segmentation and the differentiation all the marketing strategies the drive out of the concept of the positioning or the positioning strategy and therefore it is of the utmost importance that we go for this measure whether the positioning that we have try to create for our customers in other words the position that we are wanting to occupy into the minds of our customers is it the one which is being perceived so by the customers meaning the message that we are conveying does that have similarities with the way they perceive it because if there are any gaps it means that the positioning of the brand is not 100% correct so in other words any communication that takes place from the company side and is intended for your customers or consumers it has to be on the same wavelength and there must not be any gaps if there are no gaps that really is a testimony to the fact that the communication is on the same wavelength the strategy is just about right and the message that you are delivering is being received exactly like that by your customers and therefore the strategy is working to leverage your brand another important factor which makes measuring this strategy the very important is the strategies of segmentation and differentiation and you will recall that the strategies of segmentation and differentiation have really come to life with the help of positioning so therefore it is of utmost importance that we measure our positioning strategy because that really is going to give us a lot of confidence into whatever we are doing to achieve all the strategic goals to what extent your customers really understand and then own it can be explained with the help of one example and let me give you this example for the sake of clarity the position has got to be so clear in the minds of the consumers that they should start owning it now when I say they should start owning it it doesn't really mean that your customers will tell you that this is the position that you created and we own it but notice that your customers will always think of your brand as the first brand which will come to their minds and they will not think of any other brand and even if they think of other brands which they may form part of their decision set like I referred to in the previous variable then at least you have the confidence that all those brands will reject it your positioning it happens to be so strong that the final decision was taken in favor of your brand back to the example you have the position of your brand from the taste and quality platform so in other words what you are communicating to your the target market is that the quality of your brand is the second to none and the taste is really very good meaning it's full of taste and naturally you would like your customers to perceive your brand in those terms now what happens if the customers start perceiving your brand as a brand which is very price friendly if there is a finding then there is something wrong with the way you are trying to position your brand maybe the platform of positioning is right position strategy is not right there has to be something which has generated this kind of a feeling in the minds of your consumers that they look upon your brand or whenever they think of your brand they think of your brand in terms of it being very price friendly now this is not the position you like to create in the minds of your consumers you never intended that your customers should ever think about the pricing because you have created for them something full of quality and full of taste which means it must demand a premium price and if the customers could have a position which is contrary to the concept of your positioning then it is going to be awfully difficult for you to dislodge that position from their minds because they have this perception that the price of this brand is never going to be out of their range of perception you have to control the damage then and there and they must make sure that you never run into that kind of a constraint it really is a constraint because you cannot go for the price increase in other words since the positioning has lot to do with communication and it comes to life only because of communication there has to be something wrong with the way you are communicating the brand's personality or the brand's promise with your customers and therefore whatever is required to take the corrective action you've got to take that and make sure that your positioning strategy is back on track and in case that there is no gap of their perception meaning customers' perception where the word was intended while we created the position then everything is fine and your positioning strategy stands testified that it is the right strategy there is a very strong relationship between quality of any brand and the price premium that you charge and therefore you've got to make sure positioning which is created from the standpoint of quality does get registered in the same way as it was intended and you gain the benefits of the price premiums and the margins and the better profitability not only that you gain the customers who become very consistent because of a very consistent positioning of the brand and because of the benefits that you're offering and also because of the fact that the benefits that you're offering you have positioned those so beautifully and you're communicating those to your customers so effectively the brand again and again so what here is the most important and fundamental factor is the way that you design your questionnaire you've got to ask the right questions to your customers so that you get the right most and the honest most answers in relation to your positioning that is the lesson here and it goes without saying that the complete understanding on the part of your customers is of the utmost importance and that is what you have to test and measure that they do have that level of understanding meaning complete the 100% understanding and they must own the position so that they become consistent and loyal customers and so that they get into referrals and bring more and more customers the last of the variable on the four dimensions or for that matter the second of the variable on the dimension of knowledge after positioning is the referral index this in itself can be a measure although I talked about the referrals a lot of times in relation to positioning and also in relation to customer loyalty test you can get into this measure independently of customer loyalty and positioning and then determine how many customers are there or what approximately is the size of the population of those customers who really voluntarily get into the exercise of referring your brands to potential customers now this is a function of consistency for the brand loyalty and good positioning and acceptance of price and the benefits that you're offering through differentiation and so on and so forth so when it comes to the designing the questionnaire in relation to referrals you've got to ask so many different questions but all those questions they've got to be very pertinent in this particular context any questions which you already have asked in relation to other variables may not be repeated and if there is a dire need to repeat any questions there has to be a strong logic and rationale for that the objective still remains that you are out there in the market to testify that all the strategic factors which are responsible for your brand growth and for your brands leveraging are fully in place and they are working very effectively in coordination with each other and in close relationship with each other so that you really can derive the optimal level of leveraging that basically is the lesson of measuring your brand before I and discussion on these variables let me tell you that the list of the variables could be very long and I did point out this factor at the start of my lecture the list has got to be in relation to your particular situation and circumstances and the list and that you have to measure your brand on all the variables that you can think of this is very important because you have to look at the resource constraint you do not have all the time in the world to get into an exercise which may take time at the cost of other strategic moves so therefore what is very important to remember in relation to these variables is you should pick up those variables maybe just four or maybe just six or at the most eight I would say which really can give you the insights with confidence that whatever you are doing is right and you are on the right path and if there are any corrections to be made those should be made in a well structured strategic way having talked about all that I would like now to summarize the benefits of these variables in relation to the dimensions from where they stem it is very important to go for these measures because whether you go for just about four measures or six measures or eight measures say the ones in a year it is very important to undertake these measures and you know the importance why let me talk about that also as part of the summary but what is very important to keep in mind is that in adversity you really start realizing that the importance of these strategic factors is of paramount importance now just look at this from the standpoint of not getting into this kind of exercise what happens is all of a sudden sales start slipping and your share of the market start eroding and you get into the kind of a situation which is a reflection of total desperation and all you do at that time is make some desperate decisions bring your brand back on track and it is at that moment that you start realizing the importance of measuring these strategic factors I wish I had undertaken certain strategic measures and if I had undertaken those measures I would have known what has gone wrong and what really has caused this negative situation to surface another set of circumstances under which the importance of the measurement makes itself felt is the situation which may not be the very adverse but which definitely is the one under which you find your brand not really fully exploiting its potential the meaning that you start realizing that the brand is moving alright but the brand is not really moving the way it should have still is a lot of spark and still is a lot of energy which still needs to be exploited in terms of the movement of this brand and you get into the measurements of all these factors not all these factors but whatever factors you think are very strategic in relation to your own situation meaning just about 4 or 5 or 6 of those and undertake a market research project and get into the exercise of finding out the right answers and once you have found the right answers you are all set to with hardness the potential of the brand you capitalize on the market situation and start making the good decisions to the meaning the right decisions and get back to the right path the marketing experts really emphasize on measuring these factors because they are very strongly of the view that it is not only the financial the measures which should tell the company about its performance these results have got to be supplemented with the measures which really cause those results in other words we have got to the cause and effect relationship that the relationship is in place and there is no short circuiting so to say and there is nothing which may undermine that relationship which is of so much importance benefits like I pointed out what really are the benefits of this approach with your brand's performance well the foremost benefit I would say is that you really can maintain your brand's position so much has been talked about the brand's positioning that I don't really think I really have to shed any more light on the concept but the factor means that with the help of the measuring this particular factor you really can maintain your position when you maintain your position you also know when is going to be the time when you are going to bring about certain changes in the position and what is it that you have to do in relation to all that the second benefit is that you really can preempt the most of the damages that might be in the offing and you can get into a damage control you can get into an exercise preempts that to the damage instead of getting into the damage control exercise the meaning once the damage has taken place that is not a good situation you would like to create a situation in which you are preempting that damage another benefit this approach offers you is that you really can consolidate and further solidify your brand's positioning because you know the benefits which really appeal to your customers and you know the communication which is in place responsible for communicating that position effectively into the minds of the customers and therefore you can further consolidate that position you are an expert by that point and you really can solidify it you really can as another benefit that is on the brand's picture so in other words you make sure that there is just no gap between the picture which you created in terms of the associations and the brand contract and the brand delivery and the perception on the image which is created in the marketplace meaning in the minds of the consumers again this is something which is very closely related to your positioning which is achieved it automatically means that the brand's picture is just about the right picture but in relation to the concepts that we have learned and in relation to these steps that we take one by one in order to build up the brand we have got to be clear about this factor also that this is a great benefit which lets you feel confident that the picture that you have about your brand is just about the right picture it also offers you the benefit of determining the impact of your strategies on retaining your customers now not only creating customers retaining customers and gaining more customers this basically relates the accuracy of all the strategies that you have in place so in other words also this relates to the positioning and that is why I started talking about the benefits starting with the factor of the positioning because if the positioning is right then the chances are all the strategies that you would have in place as part of the overall framework are the right strategies and the brand is going to create maintain and gain your customers and this is the profile which really lets you make your customers loyal towards your brand another benefit which is of high value is that you really can determine whether you should go for the brand extension or you shouldn't go for extensions the results that you generate the help of this research or these measurements really lets you look into the extendability so in other words you really can determine the point where you tell yourself this is the point beyond which I must not go in terms of extending the line because I already have created a lot of the brands meaning a lot of products with so many different kinds of benefits in terms of ingredients in terms of flavors in terms of tastes in terms of the different sizes so on and so forth that I do not really have to get into any more extensions and there also is a very strong possibility that a picture out of this research model may emerge leading you toward getting into more extensions and you may think to yourself that the potential of the brand in terms of extendability is not really fulfilled and therefore I have to look into extending the line or extending the brand into other categories meaning in other words that it lets you size up the level of power of your brand I mean you may find out that the brand happens to be so powerful in the eyes of the customers that there is no harm in getting into other categories and of course that is the decision to be taken by the top management but the fact remains that the measurement really lets you look into so many different important aspects which lay the foundation for the strategic decisions which the company is to make in order to stay a viable concern, a profitable concern it also lets you achieve an overall picture relating your returns meaning qualitative returns that you have gotten as a result of your investment into your brand and those qualitative returns are related to the confirmation of all the factors which I have talked about and all those factors which I have not talked about because during the course so far it lets you look into the brand's picture it lets you look into the brand's contract it lets you testify that the pricing is right or not right to what extent we have the margin for a price increase and it lets you to look into the effectiveness of the channels of distribution the communication strategies and so on and so forth it also lets you look into the organizational structure and that is something which I am going to talk about in the next lecture because you have to have an organization which is fully compatible with a brand based culture the meaning that you have to have the people and you have to have practices which are very much in line with what is required to build up your brand and to leverage your brand so therefore the measurements the lead to results which let you look into a host of qualitative factors which are all very strategic in nature and therefore allow you the benefit of making better decisions for leveraging of your brand with this benefit stand to the summarized let me now get on to the overall summary of the concept that I have discussed in the two lectures first of all I would say that the measuring performance of your brand is very important to make sure that you are managing your brand right in other words anything which is not measured you can say is not managed right still in other words even if you are getting your financial results positively it doesn't really mean that you really are managing the brand right in order to make sure that you really are managing it right you've got to get into the certain strategic measures and those measures relate the strategic factors which give rise to the financial results at the end of every given period measurement of the financial results comes at the end of every month or at the end of every quarter or a year but the measurement of these strategic factors may come once in a year but it has to supplement your financial results if these factors are responsible to cause the financial results then these factors could have to work in tandem with the financial results the cause and effect relationship which is defined by these coming together then we've got to make sure that we may maintain the balance between that cause and effect relationship and whatever causes the results is measured once in a while so that we know that we are making the right moves or we must know that we are to make certain corrections and certain adjustments and it is because of the timely action on the basis of the results from these measurements that you keep on posting good financial results this is the greatest lesson from these lectures or study of this particular topic this really makes you stay very alert and sensitive to bring about the tactical changes that are to be brought about in case of any gaps and any actions that require your attention a time may come in the life of a company when financial results may nosedive because of the lapses in your strategic execution so in other words these measures they let you stay very alert and they let you make sure that the strategies however the beautiful they may look that they must not be left a chance that is the main point to be remembered that strategies must not be left to any chances and the execution of those strategies has to be the very effective and the pre-planned and any corrective actions that may be required along the road can't be taken then and there so that you can control the implications of these strategies and implications of these strategies of the ones which you already have planned and which you envisage and therefore if you lose control of those implications it means the results which you are going to get at the end of the road or at the point of destination it may not be the ones that are required the destination can make change all of a sudden in other words and that is not something which you want and which you need that's the last thing for any professionals any managers the strategic implications of the whole the process of the measuring performance relate to the four different macro dimensions and those dimensions are the differentiation relevance esteem and knowledge never forget these four factors whenever you look upon your marketing strategies in relation to these four factors the chances are you will end up making in a good decisions and all the variables or the offshoot that we have discussed as measures are the divisions and subdivisions of these four macro strategic factors the divisions or the subdivisions if you like to go into subdivisions are also the very strategic nature and they happen to be the drivers for your strategies but then at the same time those are the ones which have to be measured in terms of your brand's performance because it is the measure of those factors or those variables which let you determine that you are on the right course if we are not we make adjustments and the process goes on so much for measuring your brand's performance and in the hope that the concept to all of us is very clear I would now like to move on to the next topic which is about the developing the brand based culture because in order to get the results and the leverage of your brand you have got to make sure that you have to have a compatible organization this organization is not very different from the traditional organization in terms of the human resource and other resources what is different is the culture that we have to develop in order to attain our results and when it comes to the developing the compatible culture I will refer to the importance of the cross cultural working within an organization the involvement of people from across the functional boundaries people from not only marketing people from production people from finance people from information technology so on and so forth it is going to be the combination of a cohesive effort which is going to make the whole look greater than the sum of its parts that basically is the message for the next lecture which I am going to deliver Allah Hafiz until that time and I look forward to seeing you in the next lecture