easy. Then we did a lot more, we've introduced a lot of things in the last one year in terms of like self-care, to go, you can chat and understand. And we also tracked to seeing what percentage of our consumers are calling the call center, how many are going to the app directly. So I think we're building pieces on the understanding of what's working and what's not, right? Because everything finally has to, you're right, there is no, the attribution metric is so to the kind of absent and everybody follows the last week attribution. But I'm not so sure if because the advertisers want to follow that or it's because the way the industry is built. Because the industry is like, how do I pay a platform based on saying that, no, actually while the click came from you and the acquisition came from you. But there are 10 other platforms which actually have arrived awareness, awareness, consideration, and then the interest and then finally the actual purchase, right? So till the industry evolves to actually coming together on a platform, saying this is the attribution model we should follow and it could be very different for every different industry. I think you'll still continue following the last click attribution model. But I think from a ROI standpoint, these are things that we look at. And then we do a lot more brand new studies, some MMMs. And now we are recently investing into we've been in lots of work in terms of a platform understanding the reach of our campaigns on digital purely, reach curves. Then we've recently, we recently, we still haven't got the final reports but we've done some pilots with the Google's ADHD as data hub to understand a lot of things in terms of what's the right frequency. So all of this is very, I mean, we can't do this manually. It requires a lot of automation and that's where we're looking. We're exploring new tools. One might think of your company which we're exploring. Then there is the other tool which we're exploring is co-pilot and spirits and various other tools like this which actually, this year our focus has been purely on understanding how can we enhance our understanding on digital and improve our marketing ROI be it efficiency or be it effectiveness because when you're looking at brand campaigns while efficiency is important the effectiveness is more critical. While for the lower end of performance campaigns your efficiency in terms of my lowest cost acquisition becomes important. So, you know, we have to figure out between the two metrics as to which, where do we focus on more the effectiveness part and where we are focusing on the efficiency part. I think that I'm interesting. Anyone who's heard in this room a crash course in five minutes about digital marketing that was the answer. I think she has mentioned everything what a marketer or a digital marketer would want to do on a day-to-day basis. So, thank you, Archana for that. Having said that, I think it intrigued me with Archana saying a lot of new words like advocacy, influencer marketing, maybe last click and a lot of other stuff. This question is open to all of you guys. One, so let me frame the question in a way. 70, 20, 10 rule. I mean, 70% of the money, time, effort, we do into the regular things. Some ad, Google, Facebook, Subcopa, 20% we may invest into impact like cricket, IPL, something like that. But 10% of the money, time, effort, we would want to invest into something that's really new and never done before, maybe innovation. So, in your respective organization, one 10% in history whenever you would have done it and what do you, how do you feel that has worked? But it could be anything. It could be influencer marketing, it has worked for you or anything. Anyone gets done and I will again, I think Raju, I should go with you this time because I'm just following the part. Right, I think one important part has always been influencer marketing, you know? So, that, what we have done is that, you know, we have, since we sell across the country and all the geographies, they're like hundreds of brands to sell and you know, so we have come up with a structure, regional structure in which we have been marketing on this and so we recruit influencers from the local market and we do that very, very locally and we have on our panel, we'll probably have one of the highest number of influencers, I mean, company would work, you know? I think in this country, as many number of people who are there on LinkedIn would be on, as influencers also, right? As many influencers, but lots of influencers, then new things like connected, micro-targeting, and so to pick one which has worked for you in the last six months, would, what would do? So, in companies like us, one thing doesn't work. The combination of several things work, you know? And it's very difficult to attribute success to one person or one reason. So everything works together, you know? So, very difficult to say that. I give this answer every time which has been asked from my bosses earlier that, what did I do? I did it, I did it, nothing like that. Everything works together. Superb, current for you. So, I think I have a very interesting answer about the 10% that you asked for confidentiality reasons, I can't disclose it fully, but so, cement like I said, it's an age-old industry. Frankly, all of the brands have been sleeping at the wheel when it comes to digital. Of course, the last one and a half years because I've been here for three years, I know exactly what the before was and what the during is now. Everybody started with spending a lot on Google search, right? Search ads, they're one of the largest drivers of commerce in India on the online ecosystem. Over a period of time, I realized that just below the ad, it wasn't actually the brands themselves which were owning all the keyword results, you know, all page one. They were owned by this aggregator, right? And there was a solution available with this aggregator, literally pennies on the dollar when it compares to search ads. And, you know, I have run it fairly successfully over the past two years now, pure commercial value to be able to show that in a business where digitally doesn't really give away, you know, saying that this was what my cost per lead was or this was what my overall consumption was. But to be able to do that, I think what is more important is the ability of the business's management, regardless of their orientation, you know, I come from a business which is older than this country's independence. And the product is sold today the same way it was sold 70 years ago. For the business to say that, yes, I will jump into this with you and we will see what happens. That I think is what makes the 10% available.  Your ability to be, you know, see what is the commercial value of this at the end of the day is what is important. The thing that I think has been missing for many people in finding this 10% is everybody is trying to monetize their own network rather than saying, how will my network reach out to your customer in a newer way?  And now I am, you know, now my next 10% is something even more interesting, which is what is being called these days as zero click results. So how do I basically pick up, say search snippets, pick up maps and all the other things that are available there and drive business through it. As long as, you know, we continue to be in that same sphere of, is 70% meh kuch nahi a 10% doon the, we continue to be in that thing. And then, you know, what Rajeev was just saying, it's a combination of things. There is a way out of that. It's more a function of the business you are in and it's more a function of your understanding of that ecosystem. Very fair. I think if I have to say 10%, you rightly pointed about that you need to move away as a seller what you are going to the customer as. I think don't go with inventory selling, don't go with impact selling, go with a solution selling to the clients and the brand. I think that's where that 10% will really come into picture. Ashima, in your entire experience, that one thing that you feel falls into that 10% and is in the way. So before taking that on, I think as marketers, the whole conversation on tools is so fascinating and also somewhat digressing in our daily life, because somebody will come and say, there's a new tool, let's try it out without understanding whether it is needed in our ecosystem or not. So in the quest of appearing cool, we look at platforms without realizing what is the purpose of serving me. And I think that's something every marketer needs to be very of. But like Rajeev said, there's not one medicine that works. It's usually a construction and current times has proven that. So I think personally, I was, so we all know World Economic Forum, Davos is a very high cost platform. As a marketer, if you have to do any sort of branding with Davos, it's gonna cost you an arm and a leg. And when you're up against brands that have just a billion dollar budget for that particular year, time of the year, and we worked on a very, very different model. So coupled with programmatic and geofencing. And I think that was my first experiment with geofencing. And I always thought it's something that is cool for local brands to do in terms of geofencing, okay, I'm a local response, let me do geofencing. But to understand how as a B2B brand, I was able to drive conversation is something that, I mean, I think I'd love to talk about as a case study sometime in my career, but I think the fact that geofencing coupled with programmatic gave me the same traction, a billion dollar brand was getting in less than 200 years. And I think Ashma, in the same point, I again, agree with you from perspective that, Rajiv, you have spoiled the answer for everyone else because from a perspective of picking one, everyone is going on to end to picking all three and all of them. But I agree to your respective answer, what you said, Archana, one thing, I'm rephrasing the question, not one thing which has only worked, but one of the things which have worked for you as an innovation. First, I want to say, while it takes 10% money, it takes much more effort. So the effort is not 10%, the effort is actually 30%, maybe 50%, right? Because any new platform or anything new, you require a lot more effort put into understand it and how it fits in with, as you were mentioning, Ashma, that how does it fit into your brand, right? How everything doesn't need to be necessarily worked, right? I would rather talk about stuff which we've done recently and what we've been working the last few months that we've been investing in. The fact is, different things work for different audiences. So let me bring that up first, right? We have, we've been doing a lot of connected television because we believe that's where the future is, right? I'm preempting some other questions if you have, but I feel that future, today, a lot of audiences are moving towards connected television and a lot of work in that space is yet to be done. But we've already started working in some of the factors before this, I was having a meeting with one of our partners and the question I was like, I want to understand, did I get brand lift from just these connected TV users, right? We didn't get the answer, but the fact is that those are the questions that, at least at Etel, we are already asking our partners to see what we want to understand because the base work, there is enough stuff we're doing, Sundar and various other platforms to understand and as I said, you look at the regular metrics. But these are the new things, which are the ones which are the future and that's what I would like to focus on, so programmatic could become very big in future, there are a lot of platforms who come up with, as programmatic platforms and some of them seem very interesting. I think the other piece which we are working on is the whole B2B space because at Etel, there is, we have over people. And that was again a completely new platform and a new product for us to advertise. What worked in that, every platform or every campaign is different, every consumer is different, but I think for future, I'm looking at TV and programmatic, anything which is a lot more technical. Archana, I think we have just 45 seconds. So taking Archana's perspective on this, I think we all spoke about 2020, 21, 19. We are sitting in November right now and let's talk about 2022. And one tech or a one new thing which you feel in 2022 would really stand out for marketers to look out for, as she rightly mentioned, connected TV was one of the things. Is there anything one you are looking at at your respective organization? In general, you feel the industry is moving into that direction in 2022. I think the two things which you'll get talked about a lot next year is Metaverse. I think everybody will have, and probably Xinter Media will have a conference of Metaverse at the same time next year. And that's one. And obviously, I mean for companies like, I think all of us, I mean, targeting is very, very important. So sharp targeting tools which can be sharp targeting be it programmatic tools or something like this or and the most important thing is transparency. Programmatic doesn't bring so much transparency. We need transparency because these things will be very, very important for us. I will just do a selfish answer to that. Transparency plus programmatic plus targeting is equal to pixels one. Sorry guys. Karan, one thing from you. So for me, I think next year will be the year of boiling over of a lot of things that have been building in the ecosystem for the past few years. So if we quickly look at it, one thing that's been boiling over is the number of influencers. So two things will happen. One is a larger set of what one can very confidently call tier one influencers will rise up. We will see not from the branded content perspective, but from the influencer's own personality perspective, things coming up could be their own content. Bovenbaum is doing his TV series now. So a lot of these things are already in play. So when you have these influencers, what is the logical next step? So I think social commerce is one thing that has not happened in India yet. It's very, very big on a standalone basis in the States. It's humongous in China in the last six to nine months. Social commerce becomes the one thing where your influencers basically at its, you don't make it best, peddling things to you and you can buy it there and then. The second, I think will be around the quick commerce space. What can I get to you in the next 45 minutes? And the brand that is available on that platform and the brand that brings it to you will walk away with all the premium that the market is ready to pay for convenience. So that entire premium around convenience. So it will change from, I think that's which we're right and ready for it, at least for the 78 million people who transact digitally on an everyday basis. So these two for me. Very well said. Ashima, last to take from you. So I think as a B2B brand, one thing that I'm very, very excited about is the no-click purchase. I think it's going to get much more powerful as we go along. And I think if a brand is seriously thinking about this fear, they need to address it. As a B2C, I think the enforced shopping is something that's going to catch up massively. And I think brands, B2C brands really need to be at all for that. Okay, so that I'm interesting guys, we have taken three minutes more. So from perspective guys, 2022, if you your market years from B2C to B2B, there is transparency and targeting which Rajiv is looking at. That is, Karan is definitely short social commerce going to go really big in store in banner shopping, in post-shopping is what Ashima is looking at. And Archana has rightly told us a lot about connected TVs and what is going to benefit. So that is what 2022 looks for all of us guys and have a fabulous day guys, be safe. Thank you so much guys for being. That was quite an insightful session. Can we have a huge round of applause for all the panelists here on board with us? I would request all of you to stay back. I would humbly like to call upon Mr. Raheel Rahman, senior editor, exchange for media to kindly do the honors of presenting momentous to all the dignitaries here on the DS with us. Starting with the chair for the session, Mr. Neel Pandya. So please accept this token of appreciation from our end. Everybody can we have a huge round of applause please? Thank you. Next we have Mr. Karan Rajpa. Once again, thank you to all the dignitaries here for your precious time here today. Thank you ma'am. Last but not the least, please accept this token of appreciation from our end. I humbly request to all of you for a photo session here. A group picture please. Thank you. All right, thank you so very much. Well, that was an amazing discussion and thank you so much for all your insights. We now move on to an even more insightful session with Mr. Rohit Ohri, chairman and CEO of FTV Group India. Rohit, Mr. Rohit Ohri is the chairman and CEO of FTV Group India, one of IPG's leading agencies in India. He's been the driving force behind the agency's cultural and creative transformation in the past years. Under Rohit's leadership, the agency has consistently been winning top honors at the prestigious global creativity festivals, including one show, CLIO, LIA, the Andeev, D&AD, Spikes and of course, Cannes. It has become one of the most well-awarded Indian agencies in many prestigious national and international forums. The agency was most recently named the number one agency in India in campaign brief, Asia rankings 2021 and Cannes Lions 2021 awarded agency of the year at the campaign Asia agency of the year awards 2020. But all the awards and recognition are only just testimony to Rohit's deep passion for game-changing ideas that not only build brands from scratch with purpose for the agency's clients but also transform our communities, societies and the world at large. No wonder then that Rohit is recognized as one of the top 10 most influential in Indian advertising. He was also named India's most inspirational leader in advertising by WCRC and most recently he was named to influential leaders of New India 2021 by CNN News 18. And in another event he was recognized as India's best 50 marketing and communication leaders 2021 by White Page International. Well, can we please have a big round of applause for Mr. Rohit Uri, Chairman and CEO of FCB Group India. Come on, ladies and gentlemen, louder. He will be sharing insights with us on how to create emotional connect with customers. Hi, good evening, everybody. And that was a really long and boring introduction. I'm sorry for that. But I hope you can all hear me. What I'm really going to talk about today is something I'm quite passionate about is really creating emotional connections with consumers. And today in what we heard just now in the panel as well, digital is really the big new world in which branding and communication needs to work. And the whole idea is that in this new world, what is the importance of emotion and connection? So we've talked about a lot about social content and social media advertising. But in my view, what has really happened is that, lots of brands, this was when Facebook, Google, Amazon, Apple and all these brands came into the world, people thought there was a transformation going to happen in the world of branding and brands could move directly into connecting with consumers and that would be the new mantra. So you would need to, the traditional media, you could actually pole vault over that and connect with consumers directly. But what has actually happened is, in my view, a lot of advertising pollution because what brands have started doing is actually putting in digital messages in the world. So you have content and we've heard a lot of people talk about digital content. Digital content is actually in the current usage and that's the way I see a lot of brands actually using it. It's a vestige of the past. It's the old television film reformatted for the digital age, which is not the whole context of how you have to connect and create emotional bonding with consumers in the digital age. So as a result, there's so much of this content today. If you just look around, every brand thinks of two things.  So you have all these social messages and old people and connecting with them and bring a tear to the eye of the consumer. And that's the way you create content and emotional content. So that I think is really the big fundamental problem. And with this whole power in the hands of consumers who actually skip advertising, where they can choose what they want to watch and what they don't want to watch, this is really a big challenge for us in this environment. How do you actually build consumer connect? How do you actually build that emotion that we're talking about for brand in this environment? I have, you know, I had 20 minutes. I wanted to make one point to you guys just to make sure that there's, you know, at the end of it, I always write a presentation in the sense that it's always about that one thing you want to leave consumers with. Pretty much I don't want to create pollution in your heads with lots of ideas and lots of things. What I'm saying is that, you know, culture is the way you think, act and interact today, right? So it's increasingly important for brands to not be cultural news, right? So the whole thing is that brands don't have a point of view on how to connect on a cultural platform. And today I think if you can use culture and you can use that in a really interesting way, and I'll show you four examples of how this has been done by our agency, you get an idea of what we're talking about.  What we're saying is focus not on the platforms. I mean, it's not about an obsessive focus on this platform. I need to be on that platform. What you need to focus on is the real locus of digital power, which is crowd cultures, right? How do you actually link your brand to a crowd culture? What I mean by crowd culture is really at one point in time, you know, a crowd culture formed from a marginalized, you know, so the real outliers actually had the culture and then they relied on brands and media to actually make that mass. Today, that's not the case. How culture is built is completely changed. Thanks to obviously digital and digital transformation. So what has really happened is that everyone, especially in people who are, you know, the evangelists at the periphery actually are very digitally connected and they have been able to, you know, spread their message strong and fast across the digital ecosystem. So it's very important for us to figure out how to link a brand and a brand's world to a crowd culture. What's the bridge that you need to create? And what I'm saying is that if you look at it, there are, you know, I've identified these as four principles, right? So this is really the four principles of cultural branding, which is another word for, you know, creating emotional and connecting emotionally with consumers on the cultural platform. So really about, you know, those words are getting cut there, map the cultural orthodox, right? So the fact is that what you do is, if you want to use culture and you want to use and create this whole crowd culture, there are four things that, what in my experience really work is first identify what is the cultural orthodoxy in that, you know, in the area that you want to talk to with consumers. So whether it is the world that they live in or the world that they influence, what is that orthodox piece there? Look at the cultural opportunity because what brands are doing and every brand wants to be progressive. So what you do is you look at that orthodoxy and say that I want to stand at the other end of that. I want to break and I want to create a new way, a new progressive point of view. So I stand against the cultural orthodoxy. I target the crowd culture saying that, you know, from here, if I stand for this in a genuine manner, if I'm relevant and useful, then I'll be able to create a bridge between people who believe like this and my brand as well. So there's an authenticity in the way I work. So people who believe in that authentic purpose will naturally propagate the brand that, you know, is looking to do this. And then through this process, diffuse this new ideology to a whole set of people. So the first example that I want to give you, and if you just remember these four things that I was talking about in from a cultural perspective, if you look at this, this was a campaign that we did four years back for the times of India, right? So the context was really that the times of India came to us saying that, you know, they wanted to connect with people in West Bengal. And the people in West Bengal actually had the affinity for telegraph, which was the mother, and it was always the paper there. And they always thought of times of India as the North Indian newspaper. And anyone who's from Calcutta, I've been born and brought up there, you know, know that, you know, Bengali shun the North Indian like plague, right? So the whole thing was, how do you actually then become, and they wanted to do this whole campaign in during puja. So like I said, was, you know, we looked at cultural orthodoxy and said that, let's look at the ceremonies around puja and see that what is the orthodoxy there? And we came up with this very interesting thing called Sindhu Khalla.   So we said that this was a 400 year old tradition. It is no longer relevant. And as a brand, we wanted to stand against that cultural orthodoxy and said that we want to stand for a new progressive mindset. And, you know, when I was talking about the, this whole cultural groups that we wanted to actually talk to, then here we wanted to talk to the progressive Bengalis, right? So we addressed that whole crowd of people who believed that they were progressive Bengalis and they adopted this whole message and said this speaks to us. So have a look at the film. Hello, can you play the film, please? There's no audio here. Can you rewind it, please? So this was a really powerful, this is one of the most awarded campaigns globally in 2018.  But what it was, it was a strategy that smashed this whole cultural orthodoxy. And the fantastic piece of this is that Times of India no longer supports this, but this is something that the puja pandals in Calcutta have adopted and now this is a practice, right? So this fifth year in running that they actually invite all women to come and participate in, right? I have, I think I've run out of time. I just wanted to show you one more piece which was really this whole thing of Sridhan, where, you know, looking at from a culture lens again and looking at what is tradition and changing that. So have a look at the ad and then we'll talk about it. DSM presents Project Sridhan. Sridhan translates to the wealth of a woman and in India, while women indulge in gold, their bodies starve for another metal, iron. One out of two women suffer from anemia. To get women to pay attention to their iron, we launched a film that told them that it's just as sexy to fortify yourself as it is to beautify yourself. And in a matter of days, our film went viral, even across platforms where we weren't present. Captivated by our message, actors, influencers, and eventually thousands of women across the world joined our iron intervention. I promise to invest in my real life.  It's time that we also invest in our healthier future and encourage all ladies to invest in our health. To further play into women's desire for jewellery, we designed iron fortified jewellery and sent it to over 300 influencers and bloggers. 50 of the biggest jewellery brands joined us and showcased our edible jewellery in their showrooms on Dhan Deras.  Our contextual message hit home. We were not just extensively covered by the media, our message was also amplified by the government and international bodies. My hijacking and regional tradition, India for the first time ever, heard a different message on Dhan Deras. This Dhan Deras invest in iron.  But this was really, you know, it's really about looking at, you know, when you identify a cultural orthodoxy, the other point I was talking about looking at opportunities.  And the interesting thing is in today's day and age, if you want to connect on that emotional platform, find the right place that you want that message to be given to them. And women were surprised, you know, I mean, they all come there to buy gold and suddenly they're getting edible jewelry saying, you know, and the message suddenly struck saying that, why am I investing in gold when I can have, I should be actually having iron which will turn gold inside me, right? So that really is the big one message that I wanted to leave you with. This is the first time I've kind of, there's a negative 4.34 showing on the screen. So with that, thank you so much. Thank you very much. So we had to fill in because the MC just stepped out. And I would just request, if we could have a serve back on the stage, I'll just present a small token of appreciation. Yes. So if I can get the copy of the agenda, I'll introduce the next panel for a standalone speaker. Okay, sorry. Great. So next is also a keynote that we have. And we have Mr. Prashant Pitti, CEO and co-founder of EaseMyTrip. Welcome, sir, on the stage. May I request you to come on stage? And the topic is how to build a unicorn listed and bootstrap starter. And MC is here. She's gonna do the rest of the introduction here. Well, thank you, Mr. Ori. Well, that was very, very insightful. Now let's move on to our last keynote session of the day with Mr. Prashant Pitti, CEO and co-founder of EaseMyTrip. Mr. Prashant Pitti is the CEO and co-founder of EaseMyTrip. Well, the past 13 years of a strong record of entrepreneurial management and financial skills and 10 years of entrepreneurial experience in conceptualizing team building and raising funds. Well, let's put our hands together for Mr. Prashant Pitti, CEO and co-founder of EaseMyTrip. Well, he'll be speaking on how to build a unicorn listed and bootstrap startup. Oh, nice to see so many people after a long time. Super thrilled to be over here.  A little bit about EaseMyTrip before I tell the life experiences that we have learned while building this company. We started EaseMyTrip in year 2008 with a meager investment of five lakh rupees. And right now, after 13 years, we are the second largest travel portal in India and we have opened up six offices abroad. Now, there are two unique things which we have attained in the last 13 years. Number one, we have built a consumer tech platform, which is as big as EaseMyTrip without having to raise any money. We did not take any VC funding or PE funding or money from the bank. And number two, in the last 13 years, EaseMyTrip has never seen a single year of loss, whereas in this industry, almost all of our competitors have been loss making for the last 13 years. We come out as a truly dark horse in the industry. Now, let me share some lessons which we have uncalcated in the last 13 years of running this organization. Lesson number one, always start with a Y. At EaseMyTrip, we come from an extremely humble background. We started a regular mom and pop travel agency in year 2007. This travel agency was created just to help people and our neighbors and make their itineraries. Now, we ran a new travel agency for about a year and that is when we understood the problems, the pain a travel agent needs to go through in his life. And we thought that using technology, we could make their lives better. This is how EaseMyTrip was born. We were very sure of the value proposition since we were the customers of ourselves. And this is how the company began. Now, for the first three years, we primarily remained a B2B company and we met thousands of travel agents in the length and breadth of India and business started flourishing. By taking this route, not only we avoided fighting against the big giants which were MakeMyTrip, ClearTrip, they all existed at that time, we also got those initial three years as a crucial time to build our technology, to build relationship with the airlines, to build our operations in a successful manner. The lesson which we learned from this was, try to find a surrogate in the industry which is overcrowded and you want to be there. The second lesson is, it's okay to not to be able to wait. When we began in year 2008, we approached quite a few VC and told them our story of what we plan to do. And rightly so, we faced rejection. The reason was most of the VC's venture capitalists thought that B2B is going to be a dying business when people are going to start buying online themselves. So what's the point of building a technology solution for that? I think they were right in their hypothesis, but they did not realize that businesses can change with time. Now, but then after meeting three or four of them, we just stopped chasing them. We instead used our time to do the sales call, to meet the travel agents, to increase the business, instead of making pitches. We roamed all across the length and breadth of India and businesses were flourishing. After a while, we realized that, hey, VC money, PE money is a good money to solve your teething problem, but it's not the only sufficient way to survive and stop. The third is, the third lesson we learned in the process was, to pivot on the basis of future, not on the basis of present. In year 2011, business was doing all right. We had about 11,000 travel agents who were using e-smike ref. I think if I remember correctly, we were doing transaction worth 400 crores. In that particular year. But it was still worrying us. We could also see digitalization happening and eventually we could see that the travel agent business will come down. And this is when we pivoted in the middle of being extremely successful company. We decided to open up ourselves for the regular consumers. Now, at that time, that change was extremely scary. We didn't know how to get people on our website. Since we were working only with the travel agent. But we thought that, hey, if we are dealing with the travel agent, let's say if we were getting seven to eight percent commissions from the airlines, we were parting away six to seven percent to the travel agent. And while keeping only one one and a half percent margin for ourselves. Now, we built our business, our operation in such way that we could survive in that one one and a half percent margin. On the flip side, we saw that if we start working with the regular consumers, we do no longer have to give them six to seven percent commissions as we were parting to the travel agent. So we knew that what we had was a strong mode, which is that if a consumer comes to Isma trip, we will be able to deal with it profitably. Now, at that time, we realized that there was one big thing which everybody else was doing. And we decided we will not do it. Everybody at that time was charging convenience fees. They still charge right now. At Isma trip, we decided that we will not charge consumers convenience fees in year 2011. And we still stick by with it. It's been 10 years that our prices are usually cheaper compared to our competitors because we do not charge convenience. We didn't need to charge the convenience fees because our operations were built such way that we could survive in just one percent. So now our margins in fact went up to seven percent because we are dealing with the regular consumers.  We got initial users for our evangelists. They told our story that at Isma trip, there is no convenience fees and because of which our marketing budgets were almost penis one percent to two percent compared to our competitors. Yet we were growing faster than them. The lesson which we learned was during this process that sometimes you have to take harsh decision for the better future. Now, the fourth thing which we learned during the process was to be self-discipline and stick by the tough decision. As the company was growing, we, you know, we were running business profitable but we decided to not to spend money on marketing and keep our balance sheet extremely profitable so that we could use it for a day which might come in the future. The company was doing all right and the basic principle which we used was that we treated this business as a commodity business and in a commodity business, the basics are you must keep your costs low and offer value to consumers on a consistent basis. And if you offer value to consumers, you don't have to spend money on marketing. The other thing which we stuck by was to ensure that we respect the unit economics. In a travel industry, the margins are only eight percent. It's not like an attic or a SaaS business where margins can be up to 100%. So you have to respect the business or the industry you are in and this business demanded frugality and we stuck by with it for the last 13 years. This is how we learned to grow our business while continuing with the basic principles and the right side. The lesson which we learned during this process was you don't have to spend too much money on marketing. The time and your users will tell you a story to the others. The fifth lesson which we learned was during the pandemic time. Like I can safely say that for a travel company, the pandemic was the harshest of all. Now, as we kept our balance sheet very strong, as we kept our free cash on the highest side, all that was utilized during the pandemic time. Now, as soon as the lockdown was enacted upon, all the flights were canceled, as we all know. Now, our call volumes, in fact, went up from 8,000 calls a day to 20,000-25,000 calls a day because people were nervous of knowing what will happen to their refund. Now, we understood that the concern related to refund was a huge concern and this is what we decided to do. Somewhere in the early part of April of 2020, even before we got money from the airlines to refund, we decided to use our cash reserve and refund money to consumers in their bank account before even we got money from the airlines. We depleted our cash reserve by 80 to 90 crores and we gave money in the anticipation and the hope that the airlines will continue to survive. Imagine if one of them had gone bankrupt. We would not have received that money, but in the anticipation that things will be all right soon, we decided to use our own money to refund consumers and that turned out to be a game changer for the company. For many days on the social media, it was my trip was trending because people were tagging of a company just saying that, hey, my friend got money back. Why am I not getting my money from you guys? Now, this turned out to be a really, really good decision. And the other thing which we did during the pandemic time was as soon as the second wave hit and as it was residing, we knew we had to give people more confidence to allow them to travel. So at E-smartrip in June of 2021, we decided that if you use E-smartrip to make flight booking and if you have to cancel it later because of any health reasons, whether you're quarantined or any health reasons, just upload doctor's prescription on our website and we will give you full money back, including the money deducted by the airlines. Now, again, I would think that that was pretty ballsy because we know that in India, how easy it is to get the doctor's prescription. So we were advised by a lot of people to not to go for it, but we just thought that, hey, if you're trying to generally help people, the users will also reciprocate. And the data shows we built in the contingency that around 30% of flights, which are 30% of the times when people are canceling, they will give us the medical prescription. But the reality was we got the medical prescription only for 4% of the cases, which I believe is a very general number. So just by putting the trust in people and giving them an opportunity to serve, people also respond back. That is one thing which we have learned. Now, the testimony that both these things actually work is in that prior to pandemic, right now, I think the entire industry has bounced back by 70% as per the DGCA data. While at Isma trip, we are 110% of pre-pandemic already. So in the last year and a half, we have gained market share considerably and I would probably give credit to these two big changes which we have made. And the lesson which we learned is that it's the job of an entrepreneur to find opportunities in the challenging times, because everybody else is going to be pessimistic anyways. This is a great time to actually find opportunity. I could talk a little bit about what is in it for the future of what Isma trip is working on right now. We recently got listed in the month of March, 2021 and the company is looking forward to expand in various parts of the world. We have recently opened six other offices. With this, I want a little bit of interaction. If anybody wants to ask anything, I'm more than happy to talk. I can go on and on, but if anybody wants to have any questions or talk, I'm free to answer. Please. Yeah, yeah, go ahead. So, okay. So the question is that Isma trip names resembles Make My Trip and there is one lawsuit between both of us about the name. See, honestly speaking, sometimes we wonder what other name we could have kept for the company and of course we could have kept 10 different names, but we started as a B2B company. We did not start as a B2C company. Hence Isma trip had nothing to do with Make My Trip and we thought it was perfectly fine. In fact, now you could see multiple examples like phone pay, Bharat pay, G pay, everybody is using the same thing. In fact, honestly speaking, I think in the hindsight, I could say that it was a good decision because when I just say Isma trip, I don't have to explain what do we do. It's pretty simple, right? Of what we must be doing. So we don't have to make the market aware of what we do. It's the travel website where you could book your flight, holidays, bus ticket. And I think there are ample amount of examples where people have the last few words as the same, but they all coexist. So I'm looking forward for that coexistence system. All right, anyways, my time is up. If any, yeah, please go ahead. I'll try my level best, go ahead. Since you have moved into the customer B2C market, so what approximately still lives with the B2B market in travel? So right now 93% of our business is B2C business, which is direct consumers booking on Isma trip website or app, and 7% is travel agent business. The travel agent business itself is a dying business because you guys are not going to them.  However, we still think there's a huge opportunity. At the peak of our business, B2B business, we serve 56,000 travel agents. And by the way, India has 70,000 travel agents. So of the 70,000 travel agents, 56,000 travel agents were using Isma trip at the peak of a B2B business. Now, of course that business is low just because travel agents themselves are not getting much air-ticting business. However, we wish to utilize them to make better holiday packages. In order to basically make a holiday package, people still want to go to travel agent and get their service. So we are enabling travel agent now to make a better holiday package. Hello, I'm Rajesh Chigal. So as there are many people in the industry, so what is the USP of Isma trip? How you are better than others, one. And second, how you can lure foreign tourists to India. Most of the portal are doing business for overseas destination. How you can help Indian industry like travel, see what industry to revive. And the third, there are new opening coming like Buddha circuit. The government is also improving the tourist sector of India. Later with the Buddha sector and many airports are coming like something like. So do you have any novel idea about these things? Absolutely, thank you. So to answer your first question, we are offering better price by not charging convenience fees. And we are also offering full refund in case of any medical assistance. Plus, there are many other technological advances which we have, but to the consumer, these are the two primary reasons why they should continue to use Isma trip. Question number two, how are we helping foreign tourists to come India and serve Indian economy better? In fact, right now, what we did during the pandemic time was we did the opposite. We actually sent out emailers to all our travelers making them take a pledge that whenever tourism reopens, they should at least visit two Indian tourist locations before stepping abroad to help our local, you know, there's so many travel agents, there's so many tour guides, there's so many local businesses which only depend on tourism. So we made 58,000 people take a pledge and we sent out email only to the frequent international clients. We made 58,000 people take a pledge that they will visit two Indian locations before traveling abroad.  The other thing which you asked was that the new airports are coming. Of course, India is a different ballgame altogether unlike West or China, which is mostly saturated. In India, 74 new airports are coming. This industry is, which is right now, $15 billion industry is going to be $25 billion industry by FY25 as per Goldman Sachs support. So it's a growing industry. We are the second largest pair in it and we look forward to continue our growth. Telling tourism that government is opening single window Hollywood movies location, best location about India. So you can try some novel idea about connecting these Hollywood industry with a tourism of India. Thank you, we'll consider that. Anybody here? Yeah, please. Hi, you just mentioned you refunded about 93% out of their reserves to your customers. How focused are you on customer experience within your platform? What sort of technologies do you use? And how much is your new customer acquisition for months or per FY? Well, to be honest, since we didn't have deep pockets, we have the privilege to talk to you guys because we put customers first. Rather than our marketing expenditures, we put customers first and we try to serve them to the best. One statistic I'd like to share since you've asked at Ease My Trip, if you use Ease My Trip today, your likelihood to use Ease My Trip in the next two and a half years is 85.98%. I mean, 86% people will not stop using Ease My Trip. This is the statistics which we really look up to. This number was 83% two years back. Now it is 85.98%. And I think this number itself speaks the volume that what kind of service we might be doing to the customer. All right, I think I am five minutes. I have taken five more minutes. Thank you so much for listening or listening patiently. I hope there was some takeaway. Thank you, everyone. To adjust the mic, all right. Thank you so much, sir. Well, I now request Miss Priyanka Bidoriya to please come over, Associate Director, Events and Marketing, beautiful yellow Saria looking lovely with those pearls. Please come up and give, sir, the token of the well-deserved token of appreciation. Can you please put our hands together? Thank you, Mr. Prashanpiti. All right. And on that note, we now get on to the fireside chat for today evening with Dr. Anurag Batra, Chairman and Editor-in-Chief, Exchange for Media and BW and CVL, Srinivas Country Manager, India WPP. Well, Mr. CVL Srinivas has over 25 years in the media and advertising industry, health senior management positions in leading agencies including Group M, WPP, Madison and StarCom Media West in India, Asia-specific. Member of startup team at HTA Falcrum, now Mindshare Falcrum, a part of Group M, WPP, India's first media agency of record on Unilever in 1995. Health established Maxis for Group M, WPP in India at Asia-specific. Worked closely with several leading advertisers, brands and health, build and scale so many agency and businesses. Well, today he'll be sharing his inputs on digital transformation. We are putting a lot of focus on this. I request you to please take us through a lot of interesting conversation that should be taking place. Thank you. Those of you who are in the advertising, marketing, media, communication space doesn't really need an introduction to Mr. Seville Srinivas. Nor does he need an introduction. So please give him a big round of applause. I can say the reason we requested him to be the chief guest for the award is because of his stellar career growth and the roles that he's played and the talent he has nurtured. Just to, you know, Rathnika did kind of introduce him but let me tell you he's studied into venerable institutions. One, my father went to, I got admission but did not take that Bitspilani. You know, I've played and also participated in the Oasis twice in 1992 and 93. Won a debating competition, won a quizzing competition. He went to Bitspilani in 1984 to 88. He did his BE honors in mechanical engineering. Then he went to XLRR Jamshedpur in 1991 and in 1993 passed out. And you know, some of the roles that he's played are known but he was a CEO for Asia Pacific for Maxis in 2003. He performed that role for almost three years. Then, you know, he took a different, he went to Times of India, he went in an investment role. Times of India just started the private treaties and he was the director of private treaties and he worked about two years there. He did one more stint which is he went to a technology company in between and then he came back to media planning buying. He became the chairman for India for Starcom Media West Group where he worked for two years. Since Jan 2013, in exchange for media group that story in Jan 2013, I remember I called him to congratulate him. He became the CEO South Asia for Group M. That's a role he did for almost five and a half years and last four years plus, Mr. Seville Srinivas and everyone calls him Srinivas is the country manager for WPP in India. WPP is the largest communication conglomerate almost 30 companies and 30 company CEOs report to Srinivas. I can also say that Mr. Seville Srinivas has been a nominee of the impact person of the earth rise. He's also the winner of the exchange for media, media influencer of the award and I can talk about all of the industry and congratulate, the evening will go away but he runs a big ship, he deals with leaders. So there couldn't have been a better person post-pandemic to do a conversation on where are we headed in a digital connected world. So with this, please give Mr. Seville Srinivas a bigger round of applause. I think he's earned it. I just also want to say that when he became the country manager of WPP, he had big shoes to fill. Ranjan Kapoor, the late Ranjan Kapoor he's looking down on us from heaven and what a gentleman he was at the good pleasure of interacting with him for almost 20 years. Me and Nawal met him multiple times in the last 20 odd years, you know. And the one thing that I remember about Ranjan is there was Adesha and Jaipur and in the night was the, no, it was your stream. It was your stream and I was there that your Nawal wasn't there now. And he made the mutton and he especially called me and said, you know, I made it, this is my formula and then he went on to explain a little bit of that. But what a warm person he was. Even when we had started exchange for me there was always supportive. Of course, he had a point of view on everything in the industry but he was a gentle giant and he was a real Punjabi. So with this introduction, I'll have a conversation with Mrs. Srinivas and post that we'll take a break and we'll come back for the 40 under 40 list which is exchange for media's digital first list. It has lots of marketers, digital heads, media agency professionals, entrepreneurs and entrepreneurs in the list. You'll see that it is representative of what's happening in the sector. It has companies that are known to be blue chip. It has homegrown companies. It has startups. So I heard Mr. Prashant briefly. Prashant had the good pleasure of meeting Nishant a couple of days back and he told me your story on how you started. So it's incredible how long you've come and I hope we get time to have an interaction. Srinivas, I'm gonna come back. A good question, good question. But hopefully it's not, yeah, your award is maybe demographically defined but I guess otherwise it's just the mindset that you have, right? Yeah, that's what the minders wrote that. You know, we make up these lines, 50 is the new 40, 50 is the new 30, 30 is the new 20, you know, these are good lines too much. Coming on a serious note, Srinivas, we are having this conversation post pandemic. WPP clearly understands what's happening in the industry. Through your agencies, through your partner, client partner, through your media partners, you have an understanding of has the industry bounced back and support that with some data? I'm not asking for fun. But give us a sense, has the industry bounced back? Yes, the short answer is yes, the industry is bounced back. Actually, I think it's been a stronger bounce back than expected. Just to, I mean, give you some broad numbers. Last year, that is 2020, we look at data actually on a calendar year basis. So last year, 2020, we actually de-grew as an ad industry by between 20 and 25% versus 2019. And before this, you know, right after 2019, if you look at the Kaggle, the Indian addicts were going at anywhere between, I mean, around double digits quite comfortably for the last many years. Suddenly, we saw 20, 25% dip last year in 2020. This year, 2021, of course, the base is much lower because we went down, but we're going to be up by about 20 to 25%. Are we as an industry going to recoup all losses this year? Maybe not. I mean, maybe some individual companies will, but overall as an industry, maybe not. But definitely by 2022, we will, I mean, we'll far exceed 20, 19 levels. So I think the bounce back has been extremely robust in the year 2021. And in fact, when we were going through the second wave earlier this year, most of us felt that this is also going to be a, you know, like a washout year. But because, I mean, various reasons, perhaps the lockdowns weren't as severe as last year. You know, businesses somehow continue, the advertising sentiment kind of came back. And then of course, in the recent past, the big cricket tournaments, the festive season, they've all helped. So right now the numbers are telling us that we will end the year at, anywhere between a 20 and 25% growth. That's very hard thing to know from where we started. Srinni, again, what is the reason for this bounce back? Give us the factors and the kind of companies that have contributed to this bounce back. Of course, startups is an obvious one. You know, they're funded, they're very optimistic on the future. They're investing in the future, so to say. We understand, but give us some micro trains. Yeah, see, I think if you look at it at a very macro level, I think the, obviously the India growth story and the bullishness around India is still very, very much intact. I mean, we work with a lot of multinational clients and, you know, all of them, the headquarters, they continue to see India to be, you know, one of the key markets of perhaps the most important market from a growth perspective. So, you know, relatively speaking, India versus some of the other markets, we are still in a much, much better position because the headroom for growth is still there. And this is true across sectors. So I think that's at a very high level. If you look a little deeper and if you look across sectors, yes, there are some sectors which are obviously very, very challenged. They have been challenged for some time, but then COVID is coming. Which are these sectors? So, for example, you know, the, let's say the traditional retail sector, or if you look at, you know, because of COVID and the aftermath, travel, hospitality, kind of a sector, the airline sector, the sort of a bad deal. Prashant Pithi was there, just wanted to tell you, I gave a statistic in the morning, I was talking to his brother, Nishan, and they said the best month, pre-COVID, they're a listed entity, listed at about 2,000 crores, market cap to their export, almost 6,000 crores, I mean, exact numbers you can Google and find out what actually we do. And he said our best month was 14 crores, sales in a day. He said, I met him three days back. So, four days back, possibly on Monday, they did 20 crores plus sales in one. So, he believes in the next two months, say travel is going to come back. Coming back to the bank. Coming back to the big bank. Coming back to the big bank. And the business travel hasn't started yet. Yes, that's true, that's true. You know, a lot of these sectors, like I said, which were under, you know, under a cloud, so to speak, they're coming back to the very, very big bank, pent up demand, et cetera. And then there are other sectors, like you mentioned, you know, the B2C brands, the tech brands, even the traditional FMCG players, getting into, let's say, more premium niche categories, leveraging digital data, creating more personalized kind of consumer content. You know, we're seeing a huge uptick because of that as well. So, I think if you put all of this together, in fact, the next few years looks extremely good for the market, yeah. And Srinni, now let's talk about the agency business. I know you keep saying we are not in the agency business only. We're in the business of advising our clients and that, you know, comparisons to Accenture, consulting companies are naturally made. They have become trusted advisors to brands, to business. Now, what are the structural shifts that are happening in our business? Yeah, so I think there are massive opportunities. And I've been saying this in many forums, including your forums for some time, the massive opportunities for agencies to move up the value chain for various reasons. I think the first big reason is the whole shift that's happening from, you know, the analog world to the digital world, which is throwing up, let's say, a lot more data information insights, throwing up a lot more demand for, let's say, a real-time connect with the consumer, a quicker closure on the feedback loop, et cetera. So, since the demands, et cetera, are changing, one of the things that we feel we can do is, you know, given the relationship we have with brands, with consumers, and given the, you know, data technology stacks we've invested in over the years, we are able to actually today get in at a much earlier stage in the consumer journey as an advisor or as a partner and also play a very important role in the whole feedback loop and the piece in between we were anyway doing. So, you know, by topping and tailing, you know, the traditional services with a, let's say, a strategic advisory, digital analytics, et cetera.  You know, it's like a consulting or it's a service plus delivery kind of a model. And that's the evolution that we've seen and we will continue to see. Really, you know, of course, you're talking about the direction you are taking WPP agencies and WPP companies. But do you think the Indian media agency ecosystem, the Indian advertising ecosystem, overall has kept pace with that? Of course, clients are forcing, but are we leading or are we following? Well, that's an interesting question. I think a lot of it is dependent on, yeah, to an extent the kind of clients you're handling, the brands you're working with, the categories that you're working with, et cetera. I think in many cases, it's forced change. I mean, whether you like it or not, you have to move in this direction. You know, the days of, let's say, depending, I mean, even before we get into media, I mean, the days of working in silos, I think are gone. You can no longer, you know, we went through this whole era of specialization and then super specialization. Unbundling of agency. Yeah, and the whole piece got fragmented, right? I think today, that's not really working for anyone. So I think today there is an effort to kind of try and, in a way, integrate full service, integrate services, and like I said, build on that feedback loop and ensure that you, you know, you're most strategic in your contribution to the client. So I think that's like a forced change. I mean, you kind of have to go that way if you have to survive in the business. But within that, yes, I mean, it depends on various factors, you know, to say digital maturity of that particular category or brand or client in some cases. But yeah, I think everyone's headed in the same direction. My last two professional questions and I have one personal question. What is the biggest shift you are seeing in the way clients operate? When you talk to a digital 40 and the 40 winner who has 40 crores as a digital budget or her digital budget, what is the biggest change that you see in clients?  You know, you know exactly what's happening. What's that one big shift? Of course, digital spends are growing, no question. Those are obvious. I think if you see the kind of conversations happening today with clients, I mean, maybe not one, but I'll just call out maybe two, three teams that are playing out. I think one is this whole team around, you know, ideas, campaigns, media plans, all that is fine, but you know, help me solve my business problem. Help me solve my business challenge. So, you know, let's get the best of talent. I'm not wedded to any particular structure or any particular group or whatever. You know, just let's work in an open source mindset, get the best talent together and let's try and solve business problems. Yes, as part of the solution, you could also deliver a campaign, you could do something on digital media, social media, et cetera. But how do you join it all up and give me business value? I think that's clearly one team and that's a big shift from some years ago. The other in, I think it's been activated by COVID is I think there's a lot of stuff around purpose, around being a lot more meaningful, you know, for brands, for companies. So, whether it's in the... In indeed, beyond what's in your... Yeah, it's not just a tagline or whatever else, but how can you build it into your company philosophy and your product, the way you communicate? And it's becoming extremely important for various reasons, right? I mean, if you look at any data, if you look at the millennials and the Gen Zs, I think I was reading some startling numbers. I think 82% of them would rather prefer buying a brand that actually not just good for something, but actually does good as well. We're not just talking about it, but even doing it. Yeah, I have two teenage kids, I know what you're talking about. Yeah, and brands which have an ESG, which everyone talks about, but no data is there, hard data is there to show the brands which have a tangible ESG kind of an agenda or an offering. Indian funds in the last one year have raised 11 billion of ESG, 11 billion. And it just started, so it's like tip of the iceberg, but you're right, purpose, sustainability. Yeah, so that's the other big theme of playing out, and that's also therefore important for us as partners and also the partners that we work with to kind of build that into our offering, whether it's the kind of work we do or whatever it is. Sriniv, my last professional question. You also, you meaning WPP, in the last 10, 15 years, under your last boss, super boss, built India's business to mergers equities, to equities. And there were other groups without taking any, you can't figure out which one, but much more aggressive in the last five years of paying for companies and paying much more than you were offering. So what is your outlook on mergers and what is the change in WPP since the time you took over, you took over four years back, you know, country managers, right? What is that one change that has come and what is your approach in terms of equity? Yeah, okay, so I think like, I mean, every organization, we also went through a process of, you know, growing our business, evolving, et cetera. And I think we've reached a stage, or maybe in the last few years we reached a stage where I don't think we're acquiring the scale because that's something which we have. I think what we really continue to acquire for is expertise, it's certain technology innovation, it's something which can complement what we already have within the system, deliver more value for our clients. So I think that's, you know, it's in a way kind of a natural evolution that has happened. In fact, my taking over the country management role in a way coincided with new leadership globally and... Incidentally, somebody who was the head of digital became the head of agency, you know, of the conglomerate. I'm talking to Mark Reid, I'm talking about Mark Reid. Yeah, so we look at ourselves as a, you know, as a creative transformation company, where, you know, like I said earlier, we want to be best placed to offer strategic, a strategic advisory service to our clients, bringing the, obviously, you know, rooted in talent to the best people, and, you know, having the right kind of data and technology. But most importantly, we still believe the biggest differentiator is creativity. I mean, you can keep talking about digital data, technology, disruption, et cetera. But, you know, what really... Which Pandey will still have his job. What really moves the needle is creativity, right? So for us, it's creative transformation, which is the space that we believe we can... You're re-iring Ignal Odais? Sorry? Are you re-iring Ignal Odais? So, yeah, so that's the... And what is the one change I asked you, since you took over? You know, what is the transformation that you've done? I mean, it's difficult to talk about it as well, but... I think overall... I think overall as a company, we've turned to simplify our structure and we're trying to get, I would say, a lot more speed and memory that's into our operations, including in markets. For example, we work in a more joined-up fashion across all our key clients today, because as you know, most of our key clients are serviced by multiple operating companies. So today, we have a more joined-up way of doing that. We have a much more joined-up way of working with partners. Again, in the past, we had multiple operating companies working in multiple partners. Today, it's been driven in a more synergistic manner. And of course, there's a lot of synergy at the back end, a group like us can bring to the table. And yeah, things like working out of one campus Yeah, you open a new office. Immediately after all, I'm planning to visit. You've not invited me, but I'll come myself. It's still on a trial run. Yeah, so we've got campuses now in Mumbai and Gurgaon. All the WPP agencies under one roof. So yeah, things like that make it a lot easier to collaborate, to drive more value to clients. That's really my last question and before I get any questions from the audience. Now, certainly you've seen the communication ecosystem over two and a half decades. You had big roles. The job you have currently is the biggest job in our business. There's no bigger job than this. So what next for Srinni? Well, I think I have a lot on my plate, frankly. So I can't look beyond all the stuff that's filed up. No, but look, we are at, I think a very, very interesting phase of our evolution as a company. I think most people in the audience are hopefully aware of the agencies within WPP. But I'm sure most of them are not aware of the fact that in India, we have close to, I would think, 4,000 people who work in 12 hubs or global capability centers that we have built over the years, which is actually one of our best kept secrets. And these are in areas like martech, content production, e-commerce, data analytics, performance marketing, et cetera. So these hubs actually work directly with global clients. Many of them work on a 24 by seven basis. So one of the things they're looking to do is to try and see how do we, so it's, like I said, that's the other world within WPP India. We're trying to see how do we actually get the value that exists in these hubs, the kind of talent that we have. I mean, the number of people we have who are qualified on all the platforms or whatever else is massive. The number is actually pretty impressive to look at it. So how do you actually get this energy going between the work that the hubs do with what the frontline agencies do to service the clients, to manage the business, brands and so on and so forth. Because we believe that there's a lot of exciting values that we can unlock by doing that. So I mean, that's just one example of the kind of potential that we have. So do you get time to play tabla still? Yes, I try and... He's a very good tabla player and I learned it four or five years back, the Impact University issue, the shoot had a tabla, he playing tabla in an Indian Italian. And that's how I got to know that he's very good at playing tabla. I'm still a beginner. Yes, I try and, you know, weekends, go back to the tabla and enjoy trying out one or two new songs every weekend. That's a challenge I set for myself. So one of them is a, I try and pick a more classical number and then the other is I pick a filmy number. I try and identify the tal. Those of you who, I'm sure many of you know music and I'm much better than me. So I try and see the carava tal, or the intal, and then I try and fit the piece into that. And that's the challenge every weekend, not every weekend, maybe every alternate weekend. But yeah, that's something I keep trying to do. But yeah, I'm still a beginner. So you don't... Good. You know, people who are good at something and want to be better, always think of themselves as a beginner. I think Amitabh Pachan sometimes thinks he's a beginner too. But that's another story another day. There's a quiz question that I'll ask you and there's an iPhone 13 to be one on that. But before that, any questions for Mr. Sehwil Srinivas? More popular than Srinivas. Mr. Patra, he's been in marketing roles, business roles. Can we get a mic to him? He's not related to me. I'm not being, you know, fluffy or family oriented by asking, just say the second name. You'll have to keep it closer. I don't think the camera is on. Because the mic is on. No, you're not allowed to tell Punjabi from Delhi. You shouldn't need a mic idly. You're not allowed. Yes. Yes, great. Thank you so very much for a very enlightening session. First and foremost, you know, a quick question from you. You know, how do you think that, you know, the brands and the media actually help the mom and pop stores to be able to move digitally? What do you think is the future of retail? With a week, the digital e-commerce, and the new emerging commerce? Thank you. Thanks for the question. Yeah, actually, we have a wonderful opportunity in India to create value, especially for the, you know, like you say, the mom and pop stores or the Kiranath stores using digital and technology. And there are several initiatives at play. I'm sure most of you have seen what we did for categories recently for Monterey's, which is not just a category ad. In fact, that was a campaign that we first launched last year without Shah Rukh Khan, but with the same technology, AI, et cetera. And it was actually done on a slightly smaller scale and looking at the impact that that had, obviously this year it came out with, you know, with a much bigger plan in that sense and with the celebrity and so on. And that, I'm sure you've seen and seen the kind of impact that has created. I mean, that's one example, but there are several instances today of our large clients looking at, you know, using technology data, building the B2P kind of a channel or a marketplace to onboard these retailers. So, you know, one of the things, in fact, to Anurag's last question also, I think the most exciting thing about any of our jobs, because I'm assuming we're all working in India, is that I think I really think that, you know, I'm serious about this because I keep going out and meeting colleagues from other markets as well. I really think we have the most exciting market here, whichever field you're in, and you know, I'm assuming most of you are in marketing or advertising because of a very, very unique ecosystem that we have here. And we will always have for a long time to come because in India everything goes, Sab Chaltai, there is high end digital, there is the global biggest market places and then there are the Kirana stores so you need some local innovation there as well. There will be digital, there will always be analog. There will still be a good spend on all the so-called non-digital channels for some more time to come in India. And then of course, if you bring in all the socioeconomic classes, the multiple languages that we have, look at the innovation happening in India and voice technology. In fact, we run a voice technology lab in WPP in India and you know, my young colleague, Neeraj Ruparel, and I would really hope you get Neeraj into one of your sessions to share with the audience the kind of work that's happening out of our offices in India using voice technology. Again, a lot of it is, I would say, not for the urban audiences, but more let's say amongst the rural audiences and small town India, et cetera. Again, amazing stuff. And when, you know, we are contributing a lot of this best practice to the globe. So yes, this is a great opportunity. Thank you so much. Anybody else wants to come? Aditi, you want to ask a question in your agency? You want to tell us who you are, what you do? How much money you have in your Swiss back account if you have one? Okay. I am Bhavna. I'm from Cherchat. And I want to ask Trini, how many of your campaigns, how much of your... So your boss is Mr. Ajit Varghese. You should know all the answers, you know. Right, Trini? Yes. So he would have asked the same question. What kind of your business is going towards multi-language kind of advertising? So how many of your clients? I mean, correct me if my end of the... Cherchat is more tier two, tier three, right? Cherchat is everywhere now. Okay, I'll agree with you. Because if you speak Hindi, you can consume content on Cherchat, right? Yeah, I'll give you a short answer. Thanks for asking that question. And please convey my best, best, bestest wishes to Ajit Varghese, fabulous colleague friend. And I know we exchanged messages yesterday and I'm going to catch up soon. Well, there's been a complete shift, I would say in the last few years in terms of broadly speaking, how money gets allocated, media budget gets allocated. You know, when I was growing up in media 200 years ago, it was more top-down, right? You would first do national and then you would kind of get into regional and so on. And even till quite recently, even some of the biggest advertisers didn't look beyond Hindi communication. And maybe sometimes they would do either one or two languages in the South and maybe in East and leave it at that, right? So I would say in the last couple of years, in most cases, you know, campaigns, ideas, plans, et cetera, being built bottoms up. And that's for firstly, the kind of, you know, media opportunities that we have today, which have opened up. Secondly, I mean, again, data shows that unless you connect with a local audience, not just in the local language, but build in all the local nuances. You know, it's not enough to translate a Hindi ad into the South Indian languages and assume that it will work. In fact, we did a very interesting study for a large client of us a couple of years ago. I think it's a fantastic study for a particular brand when we found that the needle wasn't moving despite massive media weights in the South versus the North. And when the analysis was done, it was found that despite changing the model, let's say, to suit the South Indian audiences, the rest of the ad was the same. And then we found through research, et cetera, that it wasn't enough to just change the model and change the language. You had to come up with completely new insights because that particular insight wasn't working in the South. You actually create something totally different for the South. So I'm saying a lot of this awareness has come in and also there's a demand from the market side as well, given that a lot of these markets need this kind of communication. So yes, yes, not just translation. I mean, you have to completely look at the nuances and cultural insights and all of that and with it. So I think there's a huge role that you, huge role that companies like ShareChat and others who are in the room, who are into multilingual media channels have to play in pushing this agenda forward because we are not like one country from a media angle. We have so many different languages and cultures. Thank you so much. I'll take the last question if anyone has. One question, sir, we like it. That lady, there's an extra mic here. Tell us who you are, what's your name, what company do you represent? I'm Archana and I'm from the impact team of Exchange for Media. I would like to know whether you have, WPP India has zero carbon goals in India as well because your UK, WPP has announced net zero carbon goals. Have you planned to announce to translate it in India as well? Oh, yes, absolutely. So we have not just globally, but locally as well, you know, goal set for ourselves on all of the ESG parameters. In fact, we also have a community in WPP India which we've created, which is the green team which actually is working on a multi-pronged agenda in the space. One is to ensure that we ourselves are compliant as a company. So whether it's our campuses, whether it's the work we do with production houses and all of that, you know, it's kind of adhering to all these norms. Secondly, we're also working with our clients, the kind of work that we do for clients in the space. You know, you would have seen a lot of campaigns in the recent parts where this is kind of highlighted. And then we're also working with a lot of industry bodies, you know, here. In fact, one of which I'd like to mention which is the body called, it used to be called India 2022. Now it's called Vikasa, it's got rebranded. So it's a consortium of around 10 like-minded companies. So there's HUL, there is SPI, there's GE, there is WPP and a few other companies. So we are actually trying to drive the sustainability agenda across corporate India. So our role in Vikasa is to be a communications and innovation partner. So doing some very interesting work there with- We're going to join a call about three years back. Yes, yes. So we're doing some very interesting work with some of the companies there. Unilever as you know, has a very aggressive agenda on eliminating plastics. Hindalco is doing a lot of interesting work in the mining space and to bring in, you know, environmental guidelines, et cetera there. So yeah, so there's a, but I think there's a lot more we all need to do. And the only way we can do it is by working together. If you have to really drive the ESG agenda. It's not anything that one company or one person can do. So it really needs a lot more collaboration. I would actually urge platforms like yours to take ESG as an important topic and have a lot of creative awareness. You know, we can share work. We can learn from others. So I think that's an agenda we all need to work towards. I just want to say a platform. I have a dual role. I spend more time in business world. We are the only business media company, only, not CNBC, not others with two words in their name. We launched India's most sustainable companies last year. All the companies that CEOs called me after and we partnered the world best called Sustain Labs Paris. We're bringing out next. If this, again, will involve you. I started an ESG show. I've got the world's number one. Every fortnight I'm doing ESG show. This is our business world. Actually, I'd hired a sustainability editor six years back and she had to go back to Washington. Ivy League credentials, really passionate about it. That's a very big area and we spotted it very early. But we'll see what we can do in the future. With this, I think we're standing or sitting between the awards and you. So I'll ask the last question. Apple 13-1, Srinni, if you don't like the question and even if you know the answer, you don't. Who has more hair on their head? Srinni or me? Srinni, you have to photoshop that you'll be more than my wife. Srinni, sir. Since it's still resolved at 50-50, there's no phone. We cancel the answer and the question and over to Priyanka for getting the award.  Thank you, Srinni. Do we have a moment for Mr. Srinivasa? Thank you so much. Thank you so much. Thank you so much. Anurag, sir, you always give us great laughs. Well, I request you to please hand over a well-deserved token of appreciation to Mr. Srinivasa. Thank you. And so, ladies and gentlemen, we are going to have the rewards and recognition. I request you to please take your belongings as you exit. And yes, we are going to have a fresh start to registration towards the awards in the evening. And can we please put our hands together for that amazing discussion that took place here? Great fun always. Thank you, Mr. Srinivasa and Dr. Anurag Batra. Ladies and gentlemen, please keep tweeting using the hashtag, hashtag E4M Digital 40 under 40. Thanks, Dr. Batra and Mr. Srinivasa for such an enlightening session. Well, we request you to please stay back for the Gala Awards Night. Thank you.


So guys, it's me again. It's Jake here Well, my real name is Jacob, but I haven't been called Jacob by anyone but my parents in about 20 years guys It's time. We look at the real dog of the NFL. His name is Ezekiel Elliott I haven't seen any of his highlights in the past two years. Honestly if I have reacted to him and I have looked at his stats I've forgotten we're gonna look at them again. I feel like you went to Ohio State, which is something I hold In great stead and with that being said, let's look at his video. Oh damn.  Did you see the fire I saw? He's had success in the previous drives. He knows what's gonna happen. He's telling He's telling Zack Martin His tackle that we're gonna continue running down their throats. He's looking at him.  I'm running right behind you, mate That's hard to tackle See that little At the end there.  Let's do this I'm gonna tackle the show, but I ain't trying to hit him up high.  Is that where everybody in the game? Yeah Yeah, it does Because he runs behind his pass and I love that about running backs that run down his pass Guys to hit him guys don't keep on coming to keep on coming to keep up. I ain't even gonna try and give my commentary I'm listening with absolute intrigue right now. It's so hard to do He might seem like you only got one yard.  You can take him a distance too. I mean he's got it all Tough customer Guys, you're actually looking at a guy that absolutely loves running backs and all that they do and I'm looking at Who I think might just be the highest rated running back of the year, so I'm really enjoying this Really he's the best blocking running back in the league as well No wonder he's so high That's awesome. Who's talking is this is a key lally at talking now with the big pancake Big Mooney didn't have a choice before we do go I will look at a ziki laly at stats Because if I don't The Cowboys fans out there will never let me live it down.  He's six foot. Even 228 pounds six foot. Even 228 pounds as a running back That is absolutely perfect honestly three Pro Bowl 2016 18 and 19 He's been a Dallas cowboy ever since getting picked up in the first round of the 2016 draft with the fourth pick Played three seasons at Ohio State total of 35 games 3961 rushing yards that's an average of over a hundred per game Just let that sink in. He's got a 40-odd dash from the NFL Combine of 447 a vertical of 32 and a half broad jump of 9 foot 10 447 Yeah, you don't want to be tackling him in the hole No, no, you don't so as far as This very moment. We're talking the 23rd of December at 240 p.m. He's played 69 total games all for Dallas 69 games started He's got 6237 rushing yards in 69 games 234 receptions for 1904 receiving yards at an average of 8.1 and a total of 10 receiving touchdowns So he scored so he scored a total of 55 touchdowns in the NFL in 69 games now as far as the strike rates concerned That's up there. He came into the league and his rookie season and smashed it 322 attempts for 1631 yards He got 983 in a second year in 2017 2018 got 1434 2019 the season that we're watching right now. He got 1357 and this year through 13 games. He's got 832 and 5 touchdowns His first year in the league is rookie year. Can he repeat that? Can he ever repeat that? I don't know if you can I don't know if you can he got 322 attempts Now if we're talking about per game that is in a 15 game season That's over 20 attempts per game every single game now If you're sharing the ball between two running backs that ain't gonna happen But if you've only got the one you might have a chance but at the end of the day It's not about the attempts It's about the average yards per attempt and that year he averaged on 322 attempts 5.1 yards per attempt.   It's Cameron Jordan I can't wait. He's a Saints player. He's a defensive end He's gonna be on the biggest side of defensive ends looking at his neck Although I haven't looked up his stats yet, and if he could just open his eyes That'd be really nice. Um guys, I'm having fun with this. We've got 23 more players to go I'm gonna continue rolling For as long as I can your support means the world a like goes a hell of a long way If you've enjoyed this one, please like it if you want to subscribe please do and I'll see you in the next one Peace out