Excellent. Thank you very much. Welcome, welcome everyone to this international technical webinar and thank you very much for joining. Today's webinar is on nutrition sensitive agriculture and food systems. I just wanted to say a few words about our series of webinars. We, we regularly deliver webinars on a number of thematic areas related to the global challenges so related to climate change related to water and souls management related to nutrition to food systems, and these webinars are jointly organized by the FLE Learning Academy, Agrinium and UNS Cup. Today's webinar is also however organized in collaboration with our colleagues from the UN scaling up a nutrition movement, and they will also be collaborating and organizing with us all the nutrition related webinars this year in 2021. So, this year, for this webinar, we have a very, very rich program organized. We have with us, Patricia Fracassi, who is a colleague from the nutrition, the FAO nutrition division. We have with us, Tokie Motsuagole, who will be sharing with us the experience from Botswana, Alfredo Echevaria, who will be talking to us about the linkages between food and sustainability, who he is from Costa Rica. And we are very, very pleased to have with us also Gerda Verben, who is the UN Assistant Secretary General and also the coordinator of the scaling up nutrition movement. So, without further ado, I would like to give the floor to my to my colleague Patricia Fracassi. Patricia, the floor is yours. Thank you so much. Thank you. My name is Patricia Fracassi and I lead the work on nutrition sensitive policies and program support in the FAO food and nutrition division. I'm here with my colleagues who will respond to your questions in the chat. We are here today to present our resources on nutrition sensitive agriculture and the food system, and we will start by sharing a short opening video on our e-learning courses, three key features or quality. First, the content has been tailored to the competencies and needs of three types of target audiences, nutrition experts, professionals in nutrition relevant sectors, and senior management. The content is designed to provide them with evidence, but also with inspiring examples and case studies. While the content is tailored to target audiences, it can be adapted to facilitate the uptake based on the context of each country and localities. Second, the e-learning courses build on the well-known toolkit developed specifically for policy advisors and program implementers. This easily adaptable toolkit includes four elements, the key recommendations, the checklist and guidance to operationalize the recommendations. They in practice book with a list of 20 key interventions and the compendium of indicator for nutrition sensitive agriculture. The third quality is that both the toolkit and e-learning modules adopt a food systems approach that encompasses all functions from food production to food consumption. 20 interventions are identified as entry points, organized according to the functions of the food systems and cross-cutting issues, including food quality, safety and hygiene, food loss and waste, women empowerment and nutrition sensitive value chain. Thought provides support to government and partners on project design implementation and evaluation based on these entry points. For example, we collaborate on the global agriculture and food system program to identify nutrition sensitive solutions within large scale investments. In 2020, we developed a capacity development roadmap to support the implementation of fast revised vision and strategy on nutrition. The objective of the roadmap is to enhance member states capacities to design and implement context appropriate and evidence informed policies and actions that promote healthy diets for all from sustainable, inclusive and resilient food systems. The food systems, the capacity development roadmap looks at the individual and organizational level of capacity development as well as the enabling environment. It considers four functional capacities. So it looks at policy and normative. It looks at knowledge for evidence based decision making. It looks at partnering and it looks at implementation supported by human and financial resources. The capacity development roadmap was tailored for an internal audience within FEO, but also beyond. So in addition to government decision makers, we looked at innovative ways to engage non state actors, including civil society organization and private sector in particular small and medium enterprise, as well as parliamentarians. And we also recognize the importance of building effective relationships with regional intergovernmental entities, national academia and research training institutes and with other UN and development partners. In 2020, to support this work, we conducted a review of all capacity development activities within FEO at headquarter regional and country level. What came out from this review was that most of the activity are concentrated at the level of national governments and focus on nutrition sensitive policies and programming. However, there are considerable opportunities to engage with other partners, namely local government, parliamentarian, civil society organization, private sector, as well with a wide range of topics, including market linkages and value chain, school food and nutrition, nutrition education and consumers awareness and the cross cutting topic of food loss and waste. Based on this review, we identified a number of priorities, which we are looking for to increase partnership. So looking at promoting the use of dietary indicators, improving the evidence from an evaluation of food systems impact on diet, engaging the private sector, mostly the small and medium enterprises, as well as brokering inclusive dialogue with the recognition of the importance of civil society, including consumers association, and most importantly, looking at ways to adapt the capacity development resources and tailor them to the needs of different audiences. Finally, you will see, and this is highlighted in blue that this cannot happen without building the internal organizational capacity. And in FEO we have a specific work stream called mainstreaming nutrition that looks at internal capacity development process. So this is a very brief overview of the capacity development roadmap, which is really meant to support the uptake of our resources and work in collaboration with partners at country level. Here you will see the available resources. Also later Christina will share them again with you with all the link. You can see that we have a lot of resources and we are really working and trying to identify ways to increase the uptake. So we are looking for partners and we really hope that this can be also an opportunity to learn from you. And Christina, there was also a pool I think that was put out to see the equities. Okay, so maybe you would like to ask participants to do the poll right now. Yeah, that would be great. Okay, excellent. Thank you very much, Patricia. And I don't know if you would like to wait for the results of the poll or you would like to. Let's wait maybe just one minute and a half. And then Patricia can briefly comment on this poll and then you can move ahead with the next speaker. Okay. Thank you. I hope I was there within my time. Actually, you were perfectly on time so we even have the time for the poll and to have a look at the results. However, but this is probably going to take a little bit of time so maybe I will ask. If you could please go ahead, the floor is yours. Thank you. Or you would like, Patricia, you would like to wait for two to see the results. Maybe Patricia, you can start commenting on the poll now and then I will close it. I am not seeing the results. Sorry. I will display it now. I will display it now. 70% people has commented. Hold on a second. Thank you so much. Here you go. Okay. So you see, do not use. So that's really important to see. But I'm quite encouraged that people at least know about the resources. And I think it will be great to find ways to be able to use the resources. Yes, I think that the first thing to say is that these webinars are also a way to try to get to raise awareness of people about the courses that exist. The FAE learning courses that are available on all these thematic areas. And as you say, Patricia, we need to maybe find other ways to increase a little bit of the uptake and the outreach. Okay, excellent. Thank you very much. I would like to give the floor now to stocking who will be sharing with us the experience in Botswana. So stocking the floor is yours. You have about 15 to 20 minutes. You have to turn on your microphone. You're muted stocking. Yes. Okay. Excellent. We see your presentation just now maybe the sound. All right. Thank you. Excellent. We hear you. Go ahead. Thank you. All right. Good afternoon, everybody. I would like to thank the organizers of this webinar for inviting me to participate. And my presentation will be slightly different from what Patricia was presenting. But I think it's an experience worth sharing and colleagues can learn from our experience and maybe copy some of what we've done in what I'll be talking about today. My presentation will be focusing on describing how Botswana partnered with a UN agency in order to help in building a resilient and sustainable horticultural value. I'll just quickly run through my first slide, which gives the elements shows the elements of the food system and a definition of nutrition sensitive agriculture. As we see, this is similar to what Patricia was showing on the food system. There are various players in the system. And when you talk about nutrition sensitive agriculture, we are referring to a production system that ensures that we get a variety of food which is affordable and nutritious, culturally appropriate, safe, adequate in terms of quantity and quality to meet the dietary requirements of a population in a sustainable manner. The definition is somewhat very, very much similar to a definition of food security. So the fact that we have so many players in the food system provides an opportunity for us to intervene at any convenient point. So if you want to develop a resilient and sustainable food system, we have to be able to identify opportunities for meaningful entry into the system so that we can intervene in each context and center a sector and obtain so that we obtain suitable or sustainable outcomes and impact. And you see the question on food handling and storage that is highlighted, and I've highlighted it because I will be sharing with you, focusing on how food processing was used as an entry point in our partnership with an UN agency. And we'll be describing on how it has contributed to understanding the horticultural value chain in Botswana and has helped us come up with recommendations on how to improve and build a resilient and sustainable value tree. So I'll be focusing on a bit, I'll be talking a bit on processing. Now just to give you an overview, Botswana's economy is mainly dependent on the mineral sector with minimal economic diversification and underperforming agricultural sector and all these results in dependence of food inputs that compromises food security and employment generation. However, through the development of our own value chains, including intensified value addition of produce, we can position the country Botswana to lower its expenditure on food inputs and increase agricultural productivity. Consequently, the creation of the much needed employment opportunities and eradication of poverty, increased farmers returns would be realized. From time immemorial, our farmers were growing mostly cereals and legumes, and thus limiting the diversity of locally grown available foods. In realizing the importance of good nutrition, the government is now actively promoting the development of every sector in agriculture, including horticulture. Now I want to take you through, just to give you an overview of how the horticultural sector is in Botswana. It is mostly dominated by small and profitable farmers who in most instances lack resources to invest in modern farming technologies. And because they don't have the resources, the lack of technology restricts the opportunity to expand both the range and the volume of their produce. The sector is also dominated by farmers who are part-time, they come and go at the farm, so this limits the farm, reduces the farm performance. Inputs are sourced from South Africa, and this is a challenge and this challenge was really felt during this COVID era because of border closures and movement, restriction movement. So getting stuff from South Africa has been very, very difficult. And there's also seasonality and large fluctuations of supplies, which leads to large variation in prices and wastage. Data from the Ministry of Agriculture indicates that 50% of the land allocated to horticulture remains unutilized, therefore reducing production potential. We also have significant fluctuation in production volumes and prices of fresh fruits and vegetables, due to accentuated seasons and extreme weather conditions. And of course there's limited cooperation between the farmers themselves to coordinate production or group for marketing or purchasing processes. So this just shows you the landscape of what transpires in our Bojana horticultural sector. Now notwithstanding that, I wanted at this point to highlight the fact that Bojana is currently working on collaborating with partners to collectively step up support to end hunger, achieve food security and improve nutrition and promote sustainable agriculture. Some of these include the signing up with the Sun movement, which currently has five networks existing in the country, although they are not yet, they have not yet gained momentum. We've also had an opportunity to participate in the compact 2025 initiative through IFPRI, and we managed to conduct a nutrition scoping study which is still ongoing, results of which would be disseminated in June 2021. So having said that in my next slide now, I'll be describing on the specific joint venture targeting the horticultural value chain, as I said at the beginning of the presentation. In this slide I'm showing you in 2016, our institution, which is a food research institution responsible for developing food processing technologies, established an agro processing plant as a spin off company with the aim of saving the produce. And this, saving the produce from the farmers, which could not sell fresh at the market. And this company is currently producing vegetable pickles and tomato sauces. As you can see from those pictures, the brand name is harvest Haven, and we produce pickled beetroot pickled vegetable mixed vegetable pickle and tomato chili sauce and we also have plain sauce. Now the other objectives besides saving the produce from the farmers was to stimulate growth within the horticultural sector itself. And the plant was also established as a development project to be operated as a commercially sustainable business, and also a demonstration model of a sustainable agro processing enterprise to be replicated in Botswana as a spouse by stakeholders. The established plant and operations infrastructure also serve as an abler, an incentive for potential investment in the company to facilitate growth and expansion. So, three years down the line, after starting the company, we were approached by UNDP, and they were requesting for partnership. And they also wanted to participate in a program called Botswana business supplier development program. This program is aimed at creating demand based market driven opportunities for small and medium enterprises, in order to increase their competitiveness, while connecting them to larger markets locally as, as well as abroad. The program uses a three stage business methodology, which ensures that the supplier can supply the buyer with the goods to the standard required. What happens is that the UNDP and our institution signed an agreement and a partnership and in this agreement, UNDP was committing to engaging consultants to work with the different players in the value on the value chain. While our institution was committing to sourcing the resources that would be needed in addressing the issues identified through this partnership. So UNDP engaged consultants who were trained on this method, methodology and assigned to work with each player in the value chain to establish the issues on the ground so that we understand better what is happening within the value chain. And therefore, when you know what is wrong with something is only then that you can come up with interventions to mitigate the challenges that you are facing. Now, the set of consultants who were working with the farmers on the production side identified a few challenges that we're facing the farmers. First of all, the farmers were not motivated to diversify their produce due to lack of markets. If you don't have anywhere to sell, you are not motivated to produce. Some farmers were not grading their produce, whatever they produce, when they want to sell, they just lump everything together and try to take it to the market. As mentioned earlier, limitations of technology and not using best farming practices, therefore, really the production is not up to standard. The farmers produce on open fields because they don't have the infrastructure for climate control. And as we are all away, climate change is now affecting a lot of us to an extent that we farmers sometimes lose their produce because of frost or too much heat. There's lack of access to improve seed varieties and agrochemicals. And our farmers are not using efficient harvesting and preservation methods. Also storage is a challenge. And then ultimately all this leads to low production output and perishability of farm produce. In a nutshell, those were the key challenges that were identified by the consultants. And these are the challenges that the farmers are facing. Now when it comes to the plant itself, looking at the processing, the plant had limitations related to capacity on some of the installed equipment in relation to anticipated product offtake. Remember, we bought the equipment from India and therefore there were some challenges with the equipment that we bought. The plant is also not at a point where it can absorb all the produce from the farmers, which means it is failing to provide a one-stop shop for all the horticultural produce potentially available or potentially produced by our horticultural farmers. And with the current capacity limitations, the plant still does not provide farmers with optimal access to alternative and competitive markets that can cause them to expand their production. The plant was also experiencing challenges with product quality. The products were not stabilized. There were points where some product has to be recalled from the shop shelves because it was not performing very well. So those are the challenges the plant was experiencing. When it just got to the marketing component or the market player in the food value chain, horticultural value chain, when we set up the plant, we had a marketing plan, but unfortunately due to lack of resources, we could not implement this plan. Our products were facing difficulties in penetrating the market. We have limited product offering and this is affecting the income generated by the plant and therefore the plant is not sustaining itself. The products are facing a lot of competition from the established brands. Like I was saying, we get most of our foods from South Africa, so our people still believe the products from South Africa are better than the locally produced products. We were limited to only one promotion strategies and we were using merchandise in shops to promote the products and we could not use the existing channels of wholesale distribution because it was too expensive. 35% of the distribution cost on the sale price and that was going to put the price of our products very high and therefore not competitive in the market. The last player that we looked at was the consumers themselves of the products. In Botswana, there's lack of information about consumer behavior and without this information, we are limited in terms of understanding the consumer actions that drive them to buy in these certain products. We also have limited understanding of the expectations of the consumers and what makes the consumer buy the product. So in a nutshell, these were the challenges that were identified during this partnership working with these four different players in the horticultural chain. The project did not end there. We then went a step further to now come up with interventions. How do we now address the identified challenges which are facing the different players in the horticultural value chain. The sole aim of trying to make the value chain perform much better than it is right now. From the farmer side, training was identified as a key area where we should be focusing. And the training of farmers should be able to provide answers to what type of agriculture is feasible within the current climate change environment. What kind of effective technologies and corporate mix can the farmers engaged in in order to give them optimum economic returns. And what are the quality control issues that can hinge on the cooperation of both the growers and the buyers and ensure the quality of the project, the product. And I'm quite happy to say UNDP is working on that component that we do get our farmers trained so that they can improve their production capacity. On the plant side, this was now the responsibility of our institution because we had committed to raising funds to find any productivity improvements or enhancement within the plant itself. And we thought, first and foremost, we need to increase our product range, and we could only do that by an additional line processing line. And for starters, we're thinking of the dry soup line and canine line the canine line is quite versatile. In the future, we can be able to can quite a number of products so that we increase the income for you increase our product offering and therefore possibly increase the income generated by by the plant. We also have secured funds for setting up a quality control lab like I mentioned earlier, the product where we are experiencing issues of quality with the product. So because there was no on site lab, we're depending on an external lab to do our testing for us. So we have established a quality we are in the process of establishing a quality control lab, which is going to take control of stabilizing the product and make sure that it is of the quality that is higher. And so we are going to be making sure that we improve product availability, therefore the issues of distributing the products, warehousing, we are going to be looking into it, and also incorporating an internal quality assurance system in the management structures of the plant. The market, like I said, we are introducing another line that is basically to to make us penetrate into other segments of the other market segments, especially the institutional market institutions here I'm referring to institutions like schools, hospitals, prisons, etc, etc. If you can make products that can sell in those markets, it could help the income generation by the project. We also secured some funding for marketing activities, and we are currently working on developing promotional materials which can use to push the products from the shop shelves. Lastly, now the consumers, we are planning to do more product promotions and shops, and more consumer acceptance tests of the products that will be introduced. We are also riding on a national initiative for promoting locally produced goods, which is called hashtag pressure BW. If you have that in your own, your label, people are able to identify with that product, and maybe buy it better than they are doing right now so we are riding on that national initiative. In conclusion, we know that Bozana is now committed to improving the nutritional status of the population, but we need to strengthen the agriculture and nutrition linkages. In this partnership, we have realized that and understood the issues affecting the horticultural value chain, and we've also realized that when you harness the trends and abilities of others from different corners of your ecosystem, that is one of the most strategic ways for businesses to scale up their innovation, solve complex challenges, and learn very useful lessons for development of the future of the agro processing facility in this particular context. So in a nutshell, investing in agriculture and food systems through public and private investment towards agro processing can support goals of diversifying livelihoods and the economy at life. Thank you very much for listening. Thank you. Thank you very much. It was really very, very interesting and also the importance of adopting an integrated approach to food systems, the importance of going local on supporting local socio economic ecosystems, the importance of having value chains which are more sustainable, which try to reduce food losses, which are more integrated, and of course more nutrition sensitive. Now really it was very, very interesting. Thank you very, very much. I would like now to give the floor to Alfredo Echeveria, who will be sharing with us his experience from Costa Rica. Alfredo, the floor is yours. You have about 15 minutes. Thank you. Hello. Hello. Yes, just a moment please. Yes. Hi. Hi, everybody. Well, I'm very pleased to be here. Thank you very much for the opportunity to file to son to everybody that make this happens. Well, I am come from Costa Rica, the land of Pura vida which in English is pure life. And I represent the Costa Rica gastronomic foundation. We're 5.1 million habitants, the highest percentage of biodiversity per square meter which is awesome in the world. And that creates a great sustainability consciousness of our people, but we have challenges we have 1.8 mile nutrition and 25.7 obesity, but from challenges, we have opportunities. And today I'm here to talk about the national plan for sustainable and healthy gastronomy. And I have two topics. One is raising the bar on the general understanding of the definition of gastronomy. We're going to be talking about gastronomy. And let's make it clear. We want to upgrade up, you know, this, this term. Second point is working horizontally, meaning using gastronomy the term that we're going to define as a cross cutting axis towards cultural socio economic development. So let's go to topic number one, raising the bar on the general definition of of gastronomy. Usually gastronomy. We see it as too vertical. And this means that the definition usually is related to food and culture, but also to gourmet cuisine and we want to raise the bar and talk about a more deep definition. This is the Berkeley University of California definition. And let's put it this way. One dimension only is the perception that has been and let me let me just go through, for example, from the culinary field we see mostly related to the quality of the product the chefs are very much in care of obtaining the best product to prepare the best meal. That's understandable. The trade institutions exports and imports tourism organizations product enhancement. The entities intangible heritage value mean tradition restaurants private business and hence experience and profit planning institutions food security health departments held related issues, like for example the reduction of salt, and the agriculture And we can continue continue and the list is the list is big, but what if we put all this together in one definition. So, we have to go to basics and what is basic basic usually comes in from from history. Brianne Savaran French. He wrote the physiology of taste. He is the anthropologist of gastronomy is the first philosopher of gastronomy. He wrote gastronomy is the knowledge and understanding of all that relates to man as he eats its purpose is to ensure the conservation. Watch this word of man using the best best policy food possible. So, in those definitions sustainability nutrition food systems innovation with identity which are using the present time responsible production agro diversity value chain. All those words were not there at that time but in those two words conservation and best food. We might see the basic of it. And let's talk about an inspirational and enhanced ideal of definition of gastronomy, in which all stakeholders should be represented. For example, gastronomy is this sustainable and healthy food, good food, nutritious that people consume, both traditional and innovative with identity meaning the new the contemporary food. We recommend to be inspired in tradition. So it is innovative, but it comes from the values and tradition, but this food that nurtures and strengthens the quality and joy of living. We must have fun while thinking on on food, also cultural values and agro biodiversity. This means going to from responsible production to accessible consumption, impacting the food systems towards the resilience to climate change and thinking about the future, thus proactively contributing to the well being of future generations. So, so, so I leave you with this definition that we think embodied the whole spectrum, because we think that this cost has to go beyond pleasure on the plate. The whole food system should be in the world. The whole system should be in the plate when you see when we have food in front of us. We should be able to think about the complete full system that created that that we have in front of us is a more holistic viewers gastronomy, in which definitely, definitely sustainability and health nutrition should be the first talking point. And let's go to topic number two. And this is the national plan for sustainable and healthy gastronomy is a long, long title. But let me explain. We call it the national gastronomic round table. Why national, because everybody should be involved. Why gastronomy, because it's the common denominator food is life, food is common to everybody. Everybody can relate to food. Why round, because we want no head, no hierarchies, no politics, we want everybody to be there. Why table because table is where family gathers table is where where we nurture. So, when did we started this we started in 2011, and it was an initiative of civil society. And yes, government private sector and academia are represented. We are just one group. We have right now, 52 entities that we call adherents. And for 2021 we have a goal which is reached to 100. Yes, challenging, but doable. Who we really are. Our DNA is a multi stakeholders articulation model that envision gastronomy as a cross cutting axis toward the cultural and socio economic development in our country. And let's put it this way, this is a result of many, many, many people working for, for, for you see from 2011 is a multi sector or multi disciplinary consistent and passionate effort from many colleagues and founders we are six founders, but just many, many, many people from all spectrum of society working with this. Also, is an innovative approach by which food systems are benefit from. So, what keep us going strong because we're growing first of all passion and commitment visualization and visualization of stakeholders. This is key. And those concepts are different. Plets to principles which are sustainability and health, we have that as an umbrella. And every, every, every, every institution, every entity that sees on our table, we ask what is your contribution to the table meaning what is not you coming to look for what is your contribution, thinking about sustainability health and having gastronomy as the axis. So, we look for consistency in the implementation of these principles compliance and therefore accountability. Right now we are looking forward and we're working on that area in Costa Rica. And here we are 50 plus stakeholders. As a matter of fact, I am right now in the convention center, the place that you're looking in the screen. We are a working in a multi sectoral multi stakeholder alliance for the implementation of the plan, but then we're building bridges to expedite articulation. We want action we want facts we want to really make things happen. So we look, this is the following you're going to have here, a little bit of animation here. So, the stakeholders sit around the table and you see gastronomy in the middle, because it's the center of attention. Remember, we said, put gastronomy as the, as the axis, the, the what this unite everybody. Who is everybody? Well, the health department and related institutions, tourism, hospitality sector, we have the labor department, we have the gastronomic sector key, the chefs, the culinary professionals, the community, public and private academia and research, the cultural department, the local governments, the municipalities, OMGs, social society on just belongs to social society, but we wanted to point it out a little bit higher, and economy department and agricultural department, everybody, but you know what happens when we are seated together. Then we can start talking and sharing. And then what happened, it is magic.  And then we recognize our strengths and our possibilities. And then we start to talk and then triangulate. And this is magic. And this is happening right now. We are talking to everybody at the same level in that table. And then we said achievements. What, what, what have we achieved? Well, first of all, when this is a book, and it was published by Imbio, which is a leading cutting edge institution in Costa Rica that we love in, in biodiversity studies. This book is has 106 approximately edible plants from Central America, but we needed I mean the people from the from from from society, the people from operations, the people from the field, we needed a tangible platform scientific in this case. So this created the visualization of local native native plants as a nutritious ingredient and as a cultural heritage value. So if we use the native and local plants, and we built on that, then everything is a chain reaction. Okay, we were able to do that. Many actions that in 2015, leading to the declaration of by presidential decree of the initiative of national interest. This was thanks to CACORE, which is a restaurant chamber of Costa Rica. This opens doors to to talk to other institutions in the government that really, really absolutely help us. And also, we were able to promote sustainable and healthy gastronomic business models and helping the creation of new jobs, directly and on directly because this created a movement. And the inclusion of Costa Rica gastronomy in private and public hospitality and culinary educational programs. So we really affected the academic perspective before 2011. There were non public or private institutions that were really really in terms of culinary practice, putting the Costa Rican gastronomy as a main topic, we were talking about other other success stories like you know France and Italy and Spain, and many others So this this was a really real achievement. Also, we were, and this is happening right now. I mean, we have energized a nationwide movement, promoting regional tourism product differentiation based on local gastronomy. So different regions are really looking for looking to from from within, I mean, going local, and we took the term. Globalization, watch that this is different from globalization. And this is a term that I understand started in Japan in 1970. It means think global, but act local. And we are implementing that. So other success story is the evaluation of fit the genetic resources for food and agriculture in a mega diverse country. I mentioned at the beginning that we have the highest percentage of biodiversity per square meter in the world. Can you imagine this. So we have these these resources. And there are many, many institution Costa Rica that are doing extraordinary job but the thing is that we were not talking to each other. So what happened when you, again, you do this and then you suddenly you shorten the market commercialization chains. So you bring food producers closest to the gastronomic sector, you eliminate those shirts, those chains. And when producers and restaurants get together, you know, again, magic starts to happen. So, another achievement here is we have wider society awareness towards sustainable innovative and healthy gastronomy. I mean, we, I mentioned at the beginning that all the stakeholders from different levels of society and working together in this picture you see here from from the ICT board that we were closely very, very close. As a matter of fact, we have a meeting next week with the minister to to work together to see what are we going to do in the next two years together. So, the awareness that was sustainable, innovative and healthy gastronomy and healthy is a word that we want to really emphasize. And we done this through communities, farmers markets that are members of our initiative, meaning adherence. And we mentioned the tourism development program and food festivals in 2015. We started organizing festivals with those values included is not just remember to talk about gastronomy as an entertaining or as a hedonistic way of enjoying life is just looking to those values within the term, and also not only the term the actions, as I said food festivals, we did put festivals that suddenly I had the pleasure of organizing the first one, and we had 15,000 people in one day. And then we had another one with 25,000 people and another one with 50,000 people. So this is coming exponentially. Obviously, it stopped us now. Also, we started the gastronomic roots in the central market, and I have the pleasure even to to go with the Miss Gerta. That went two years ago was there that had the pleasure of going through these roots in the central market culinary labs again organized by the chamber of restaurants, we had until 150 restaurants up to more than 120,000 people reached with new dishes that include native plants and also a nutritional balance and all this concept within the recipes. Also, we have reached private and public schools can teams because remember, this is not only for restaurants. Again, gastronomy is a much more wider and bigger term. Okay, this is this is great. One of them, I would say I'm we're very proud of reaching this stage because we have joined recently or the the Latin America and Caribbean civil society network for the sun movement. Because working towards the eradication of malnutrition in Costa Rica. We have a obesity challenge. One of the fastest growing percentages in Latin America. And, and then again, putting this in the point of the spear is for us of critical critical in terms of where we're going and where we heading. And where, where, where do we come from. Well, talking about the sustainable development goals. With this initiative, we have clearly pointed the areas that we have impacted and let me sum up first poverty. Yes, you will have to resume very soon and you have to conclude very soon because the time is. Yes, well, we have just reached the sustainable development goals. And I'm finishing this is the last one, which I'll say that all together is the only way to achieve the goals and through sustainable and healthy gastronomy and thank you and poor Amida, the way we say the cost. Thank you. Thank you very much. Thank you very much for underlying the importers of shortening the food value chains, using local products and also putting at the center, the health and nutritional status of individuals in the center of everything. Thank you very much. It was very, very interesting. I would like to now give the floor to Patricia to answer some of the questions she have received. Meanwhile, please to the others for the other speakers please have a look at the Q&A to see the questions that would address to you and later on you will have the opportunity to answer. So, Patricia, would you like to answer some of the questions? Yes, I would like to answer one question. I think a couple of questions were asking how they can get in touch with us. And I just want to build on what Alfredo said in relation to network. For example, the Sun Civil Society Network, because clearly for us it would be easier to work with networks and adjust the resources that we have to make them suitable and tailored to different audiences. So, I'm taking the example of the Sun Civil Society Network that works with a wider range of partner. In that case, they know better what are the needs and what is the format that they want to use. And by working with them, we would be in a better position to collaborate and to tailor the material. Because you will see that these e-learning courses were designed for individual capacity development. So they are really tailored for individual learning. And now to translate all this knowledge into something, a format that can be used with the civil society organization or with small and medium enterprise. You then need to tailor the material in a different format using much more videos or inspirational talk like the one that we had just now. So, I mean, in short, how to get in contact, it's easier for us to get in contact through existing network like the Sun. It's great to think about different formats together. And for individual learning, we really encourage you to go and take these e-learning courses because you can get a qualification, a batch from them, and you can really know what is the content to further adapt that content. So that was one of the questions that I received. Another question was on the organizational capacity that are needed to mainstreaming nutrition in large scale investment. And again, I mean, it's a very broad question, but it's a very interesting question. And there are two entry points. I mean, one is to understand what is the buy-in from the senior management because often changes in an organization can start if there is a buy-in at the level of the leadership or at least an endorsement. And then at the technical level, we look at two types of competencies. I mean, obviously if there is nutrition expertise, that's of value, but also we look at professionals that are working in nutrition-relevant areas. So it means people that are working on agriculture or culture, even gastronomy. I mean, really different areas that really can help to have that multidisciplinarity. But it's really at two levels, at the technical level, but also at the leadership level that you need to have these two entry points. So I just took these two questions to start with. Okay, thank you very much. Now maybe Stoki, did you have a chance to look at your questions? Would you like to provide some answers? Yes, thank you. I'll answer a few questions and some of them I will have to type in the answers. The first question that I got was on how we are promoting our pickled vegetable product. Normally the promotion strategy that we use is we talk to shops where we have our product to put them in specials. We call them month-end specials. So in that way, they become slightly cheaper than the normal price, but then if we push enough volumes, we normally get sufficient or quite reasonable funding from that. And we also do onsite tasting in the shops. The merchandisers that I said we are engaging sit in shops and they always put a table there with the product. So when customers come into the shops, they make them taste the product and normally after tasting, one would pick one or two bottles to take home. So that is how we've been promoting our pickled vegetable product. Another question was on nutrition objectives on what we did. If we remember very well, I said nutrition sensitive means having a variety of foods and variety obviously is a nutrition objective and also stimulating production. Remember, we said the food should be sufficient in terms of quantity and quality. So those are nutrition objectives which were embedded in the product. So food security in terms of the quantity of what the farmers are producing and then diversity because now they are normal just producing sorghum and beans. They can now produce carrots, cabbage, onion, beetroot, etc. So that gives us the variety that we need and also the quantity and of course contributing to food security in Botswana because supposing South Africa doesn't stop giving us food or it loses their borders so that we don't get from there, we will starve. But if you have our local production, then we can be able to feed our own people and it's a nutrition objective. There was also another question on the willingness of farmers to use modern technologies. Yes, as I said, there are consultants who are working with the farmers as I'm speaking and one of what we have been pushing for is we've been negotiating with the Ministry of Infrastructure Development to take the necessary infrastructure to the farms. Because we find that our farms will be in the bush, there will be no electricity, there will be no telephone, there will be no this, there will be no that. So we are working with the Ministry of Infrastructure, the Ministry of Mineral Resources and Energy so that they can take the services to the people where they need them so that our farms would have electricity to operate. And they will also have things like the telephone lines, they can get internet connection so that it makes it easier for the farmers to communicate with the market. And then there was another question on whether our farmers are using commercial varieties, they are growing commercial varieties. Like I mentioned in my presentation, the farmers are now UNDP is engaging the consultants to teach the farmers on the fact that they should always test their soils so that they know what is lacking, what nutrient is lacking. And also to know what type of vegetable would be suitable for their soils, they are also testing waters from either the river if they are irrigating from the river or if they are irrigating using the borehole to test the borehole water so that you know the status of the water and therefore can use appropriate seeds. And we are also working with the Department of Agricultural Research so that the farmers do get information on what is suitable for their farms. And then also the last one that I will respond to is on agro processing for small and medium enterprises, whether that is sustainable or that is, yeah, whether it was sustainable or something like that. Finish agro product development and marketing by small and medium enterprise may not be sustainable. Yes I agree it may not be sustainable if you look into the issue of equipment, equipment is normally expensive and like I said, our farms there would be no pieces like electricity so if you buy an electric run machine where will you get the electricity from to run it. But what we do is we have we have tested or mini processing plant so that a farmer can lease out the mini processing or we can make an agreement a deal so that they hire the use of this mini processing plant. They come in process their product and take it to the market. In the initial stages we were promoting the use of these mini plants just for market testing of the product before you get into any meaningful investment, but we are now saying, if you cannot afford to provide the necessary equipment and all that you can come to us. We sign a contract, you come in, you process your product, you take it to the market for selling and we can have the agreement for as long as the interpreter is interested to have or as long as you generate enough resources for you to now be able to purchase your own equipment. That is what I would say for now the rest of the answers I can provide at a later stage by typing them. Thank you. Yes, definitely. Thank you very much. There's a question that says the Costa Rica ranks in sixth in the 2020 global hunger interest report with a consistent good score over the past four rankings. The question is, which part of the food systems will you attribute to the improved outcomes and what what will you advise countries seeking to improve their score to implement as best practices. Let's start saying that this is not by chance Costa Rica have invested in social in the social dimension since so many, many, many years ago remember we do not have an army by in itself, and we have been able to invest in the social dimension as I said, we have a very strong health system. And I have to say that with very proudly that the health department, the education department and the social security which belongs to the health department have done an extraordinary job by recognizing hunger, and they have made the study of really the country and for example, as I understand, they have concluded that there are up to date around 6000 families that are on the level of high level of poverty, lower, and they're working with them. So in that way, the situation in Costa Rica is, as I said at the beginning is one point, I said I was 1.7 1.8 of malnutrition. But really, maybe we have to look for obesity, which is a pandemic which is growing I mean we have a situation here and, and how to teach people how to, how they can learn how to eat better. Again, going to the question, the social dimension of our society and the health department and the health system has been very strong. And again, there's another question here and that help us to really reach other areas, because it is says here, for example, if the streets food sector was also integrated with within these initiatives, well, we have started in 2011 with this plan. And yes, it's been tough in terms of communicating but we're, we're getting there what we've been doing is, is building this this platform on this, this integrated platform of stakeholders. And yes, we have worked for example, with the, with the, with the market, the different markets, and, and by communicating and by doing for example, the festivals. We're integrating the people and, and also the municipalities right now are getting into the initiative and, and, and we are working on, for example, the food sector, the street food sector. And then we see there's another question here. Well, what I will say that the key here is integrating and is informing and is involved in visualizing the stakeholders through through the national plan and through inviting people in seating and also have to say that the different organizations, like the chamber of restaurant chamber have by including the chambers also the professional within the initiative, then we are able to spread the news to communicate and to integrate all this. That's my answer. I have answer to questions. Okay. Okay. Thank you. Thank you very much Alfredo I would like to thank all the speakers and before we resume I would like to, to mention that to the file learning courses that are offered through the file learning Academy as Patricia was, was mentioning the digital multilingual. First of all, they are free and offered as a global public good and they are certified through the digital badge, the certification system. So, this system certifies the acquisition of competences. They are very much the courses we produce are very much competency based and the digital badge system that we adopt for certification is based also on the acquisition of this. So, this was just to go back to what Patricia has said and to mention to maybe have a look at the list of courses which are related to this webinar. In conclusion, we are extremely lucky and very, very pleased to have with us also get that very from the who is the United Nations assistant secretary general and also the coordinator of the sun movement, the scaling up nutrition movement. I would like to take the opportunity also to thank very much the team of the sun woman with whom I am in contact and with who we work very, very successfully. So there that the floor is yours. Thank you very much for being with us. Thank you. Christiana, it is really an honor and pleasure to join you and all the 260 6566 participants and it has been even more participants so I would like to congratulate you. The file team and the scaling up nutrition movement team but also all the participants, because apparently these kinds of learning courses or food systems. But for health and nutrition important for saving our planet are of crucial importance right now. I'm just coming from another seminar and I would like to say something about it. I'm also very happy to see and recognize many members of the stakeholders of countries in the region from the scaling up nutrition movements civil society focal points, multi sectoral platforms, multi stakeholders, etc. This is the time to come together around our food systems. And I don't mean the global food system. I mean your own country food system, and maybe your regional food system. Why, because the COVID-19 has learned us hard lessons, not only how vulnerable we as people are, but also that our food system is not fit for purpose. It is failing already millions for years. And this crisis if it is even more clear that we need to do something about making sure that food is serving people is nourishing people, but it food is also not spoiling our planet further. And for that reason, this course learning is so crucial at this time, and you all participants have made the right choice. Now how to take it from there, from here, because I was also able to have a look at the Q&A. If you have any questions on how can file supporters. How do we do this, etc. There was also some criticism about why not having the, the circulation circular economy when it comes to food for instance through organic food, etc. It's all great, but my invitation to you as participants is don't criticize but take it as an opportunity. Your questions can be brought to the table in your own country. Food systems dialogues will happen or are happening soon in your countries, because there will be a food system summit hosted by the Secretary General of the UN, who is bringing together all stakeholders, but it wants to see concrete commitments and actions from countries. And to prepare this every country, including your country is invited to organize food systems dialogues, three in a row, one to make sure that you have the right stakeholders around the table, including societies, communities, civil society, private sector, UN investors, and what have you, and make and look at your food system and put on the table a concrete proposal on how to improve this, including acro ecology, including food loss and waste, including connection markets, including fair income for farmers, including the smart choices for consumers and accessibility and affordability of food. It can all be brought to the table, but it is in our hands, it is in your hands to take it from a country perspective. And of course you can ask Fao what Fao is doing. Fao is there for you, just as the scaling of nutrition movement is there for you, because one thing is clear. It is impossible to drop global solutions on every country and solve everything from a global perspective and funding alone will not do the trick. This is about people and by people making sure that all stakeholders are recognized and that solutions that are brought to the table to make our food system, both serving our health and nutrition and mitigating climate change, safeguarding our biodiversity or improving soils or natural resources, mitigating big problems and potential conflicts because of climate change. And we can do it now. And for that reason, I would like to invite all more than 262 participants right now to have a look at your country in your country or to reach out to the scaling of nutrition movement or Fao to get more information on how you can get connected to this food systems dialogue at your country so that you with all your wisdom, your ambition, your expertise can contribute to solutions that will serve our generation, next generation, but also keep our planet livable for the next next next generations. And with this, I would like to thank all involved and wish you a very good day. Thank you for participating, but take this forward. Thank you. Thank you very much. And I think that these are excellent concluding remarks. I would like to ask you all to please stay tuned. We will be organizing many other webinars and in particular we are organizing just as a follow up to what Gerda has just mentioned we are organizing a 24 hour global marathon for sustainability. And we actually done on the 22nd of April, which is the United Nations International Mother Earth Day, and we have been mobilizing people from civil society, governments, but also citizens, young entrepreneurs to try to share for us with us their concerns and their good practices, their ideas related to sustainability. So this is very much linked to what you were mentioning Gerda and this is going to be organized in the 24 time zones throughout the world. We are we are now gathering all the experts and all the participants who will be basically providing some support for ideas related to sustainability. So thank you all very much for your time your availability and we really look forward to see you in our next webinar. Thank you very much. Bye bye. Bye bye everyone. Thank you very much everyone. Thank you.


So one of the safest and most well-documented levels in all of the backrooms is Level 4. It's the hub for almond water, and it's typically known as the last safe place before you have to run and scream for your life and stuff. But even in this safe level, there are some dark secrets that I guarantee that you didn't know about. Which is why today, I'll be explaining the hidden sub-levels of backrooms Level 4 and how to avoid them. Trust me, you're going to want to avoid them, I promise. Let's get into the video. Shall we? Shameless plugging time. Go check out my third channel Spoogely for like video essays and deep dives. I just uploaded this 30 minute video about creepypastas from our childhood. It's a banger. Check it out if that interests you. That's it. That's all I got. Back to the video. Level 4.3 is classified as a class 2 difficulty and is unsafe with a low its decal. We're starting off the video with the safest of the sub-levels. It just gets crazy from here. You're going to want to stick around for that. But this level has been nicknamed the cubicles by people who have explored here, and you'll see why in a second. 4.3 is an endless office complex with looping rows of cubicles stretching out for miles and miles.  The computers seem to be old, kind of like a mid-1900s style cubicle, and there are also food and drinks in the refrigerators scattered throughout the level. There's mainly just almond water inside these refrigerators. The walls of the cubicles are flimsy and can easily be broken, and a white misty fog seems to constantly be dispersing itself throughout the level. This mist comes from an unknown source, and it doesn't really do anything that bad. It kind of just makes it humid. The ambience of the level is a calm and empty vibe. Random sounds of paper shuffling or pencils writing can be heard while you're walking around this office, and sometimes you might even hear a soft rumble of thunder or a rain shower outside of the building. It's just a very chilled, empty space. Alongside the office spaces, there are a couple other rooms that spawn here, like meeting rooms and private offices and bathrooms and hallways and that kind of thing. It's really just its own self-contained office building. The level also seems to be unnaturally humid inside, which is different from a lot of bathroom levels because this one takes place inside of a building and is humid, and along with this mist, there is a mold that is very common to see here. Other things like mushrooms are also a common sight to see inside of the level, and it's because of this humidity that causes them to grow through the moist carpet. Lots of them have been seen sprouting out through the darker corners of the level, and this mist just feels really thick sometimes. It kind of makes it hard to breathe.  We still don't know if it's dangerous per say, but as of right now, travel deeper into the level at your own risk. And you remember how at the beginning of this, I said that the level is unsafe, and it's mainly because of two reasons. One is that there is an occasional entity that might spawn here, like a skin stealer or something like that, or maybe a death moth. But the other reason is that there are a few psychological effects that this level gives people when they get sent here. For example, it seems to increase work ethic and energy while you're inside the bounds of this level. And it's because of these effects that wanderers are inclined to stay here and not leave. They're kind of trapped in this endless cycle of doing tasks, random, menial, useless tasks, like sharpening pencils, typing stuff, cutting pieces of paper, that kind of thing. For some reason, this level gives you the intense feeling to do that. And it traps you here doing that forever in a never ending cycle of job. Some people might relate that to the real life rat race, but that's just a thought. Now this sub level has another effect that a lot of other levels tend to have. And it's that if you walk deeper and deeper into the level, you'll notice some things that are starting to decay and look older the deeper you go. And you've heard this a lot in other levels. It just seems to be a thing that the back rooms always does. But eventually, there will be more mold and there will be less light and it'll just generally get more dangerous. And eventually, tufts of grass and leaves and flowers will start forming in the halls and the cubicles and everything will be overtaken by foliage. Eventually, the entire walls will be foliage and you'll just be walking straight through grass. So just don't walk too deep into the level. That way you can avoid not walking through a jungle. So yeah, pretty much this is a sub level of an infinite expanse of office cubicles that eventually get more and more decayed. It also gives you feelings of high energy and wants to trap you here doing random jobs forever. Sounds fun to me. To enter the sub level, you have to be on the main level four and you have to find a dimly lit hallway that's behind a few doors. Walk down it for a while and you'll be led here. To exit, you can find a faceline on this level and punch it in the face. That's crazy. And you'll be sent to level 11. And if you do that, that's the only eggs that I'm going to tell you. But there are like four more. Just do that one. Punch any faceline you see. But this one was safe enough and calm. Then the next one throws all that out the window. I'm going to be honest. Viewer discretion is advised.  But if you're kind of weird like me and you want to watch, let's get into it. Backroom level 4.4 is classified as a class five B difficulty and is very unsafe for human life. And it has several environmental dangers. Now I'm going to have to censor a lot of stuff in this part so YouTube doesn't strike me down where I stand. So just bear with me and try to enjoy it. Level 4.4 is very similar to the regular level four. It's almost like a copy pretty much. There's open office rooms, there's hallways, there's dimly lit corridors and everything like that. Except there are two huge glaring differences that you'll notice very fast. So this sub-level is way smaller and less expansive than its main counterpart of level four. That's the first difference. The other difference is that it has a reddish hue to it. Now what do I mean by this reddish hue that's all over the office walls and floors and ceilings and everything? I'm talking about this red juice that's just splattered everywhere. This red juice. So level 4.4's walls and floors are coated in this juice and the entire level is trashed. The tables are flipped upside down. The chairs are thrown everywhere. There's huge scratches on the wall and everything is ripped and torn to smithereens. Even the wallpaper itself is just falling off. We have no idea how all this stuff happened and the source of this carnage is unknown. It's just a gruesome sight to see and anyone who comes here is probably going to be traumatized. Hold your traumatization because it's about to get really traumatizing. So the levels windows here differ from regular windows because when you look outside of them you'll just see water. Just an infinite expanse of water. Not the top or bottom of it. The middle part. Almost like you're in a submarine somehow. And there's just almost a more decayed feeling about this abandoned office.  There is a reason for the red juice and the organs that you might find lying around. You see when a wanderer gets sent to this sub-level or when they accidentally find themselves here they are filled after a time with an intense and uncontrollable form of red juice lust or blood lust if you will. Hopefully YouTube doesn't censor that. Which is pretty much where a person becomes extremely dangerous and reactive and volatile. It's self-explanatory. You just get really angry. You see red.   They will literally just run after and pounce on any person that's there or near and they'll always want to do this. They'll always have that drive. And if there's not anyone there then the wanderer will bang their heads on the walls and you know claw the carpet and **** on their own limbs and **** off their own digits. That kind of thing.  You know they're running around hurting themselves ripping their skin off and everything and that is why there's red juice everywhere on the walls. It's thought that only humans are infected with this lust but it's also theorized by some that entities could be trapped accidentally here as well and also get infected and kind of transform into these worse versions of themselves that are just more aggressive and bigger and more gory and stuff. Which is pretty freaking scary to think about. Just imagine like a wretch but bigger and more flayed open and more scary looking if that's possible. But I think it's safe to say that you just need to avoid this area at all costs. You don't want to come here. You don't want to have these effects in your mind. Past this office section of the level there's actually another strange area in this sub level called the locker zone. And this is an area where wanderers claim to be drawn to it. It seems like they're being lured somehow. But you should avoid this and not go there. One because the longer in the level the more you're going to get filled with the lust and craziness. And two because inside the lockers there are some unnerving sights that I can't really get into. Just know that there are gross things in the lockers. You can pretty much guess what's in the lockers based off of what happens on this level. There are parts there inside. This level is just a really grotesque place that no one understands. And it's really gritty. And it seems like the back rooms is just playing this evil twisted trick on anybody that gets sent here. Almost like it's a purgatory. Sometimes the lights at the level will flicker darker shades of red. And you want to get out of here before you start turning crazy. I assume. I hope also. And especially before you run into something that's been here for a while. Because things that have been here for a long time are even crazier. And you just want to leave as fast as possible. So if you want to do that listen up to the exit section right now. So to enter you have to interact with a body on level 4.3 just by no clipping through it. But know that this normally happens accidentally when people are kneeling down to inspect a body that they see on a different level. So when they're doing that they accidentally no clip here and get sent. That makes it scarier to me because they don't want to come here. They get sent here accidentally. To exit you have to run to the nearest window that you find and no clip through it at all costs to be sent on to level 7. And it's thought that somehow these levels levels 4.4 and 7 are connected since there is water outside of these windows here. But we don't know for sure. It's just a guess. But yeah this level avoid it. This might be the most dangerous and volatile level inside of all the back rooms. And it's in a sub level of one of the safest levels. It just goes to show you always have to watch out where you're going. Always make sure to check around the corner before you go. And make sure to not accidentally no clip here unless you want to end up trapped.  You don't want to do that. Trust me. So yeah those were two sub levels of level 4. Hope you enjoyed them. Let me know what you thought. Let me know which one is your favorite. If your favorite was level 4.4 you're probably crazy. I still thought it was pretty cool though. Anyways thank you for your love and support. Check below for my links. You know the Twitter, the Discord, the other channels yadda yadda yadda. You all know the spiel already. Love and appreciate you all so much. And I will see you in the next video on any of my channels.


Live from Austin, Texas, extracting the signal from the noise. It's theCUBE, covering Dell World 2015. Brought to you by Dell. Now your hosts, John Furrier and Dave Vellante. Okay, welcome back. We are here live at Dell World. This is theCUBE's SiliconANGLE's flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, the founder of SiliconANGLE. Joe and Mike Coase. Dave Vellante, co-founder of Wikibon.com. Also chief analyst at Wikibon.com. And our next guest is Garo John, global VP marketing at Dell. Welcome to theCUBE. Thanks for having us here. We really appreciate you spending some time with us. And also lining up some really awesome guests. Michael Dell, Marius Ha, Jim Ganti, Paul Perez, and the list goes on and on. And tomorrow all the topics X as well. So thank you so much. That's awesome. And thank you for being here. We really appreciate it. So one of the things we love that we've been hearing is talking about on theCUBE, the editorial framework of our coverage of Dell World and the EMC acquisition. It's just the new chapter of innovation. And the new chapter as Dell, as Michael says, the new chapter for Dell. There's a whole new era. There's a lot of work to be done. It's going to be a busy year. It is. This future-ready concept kind of plays off a term that we used to call in the enterprise, future-proofing. Yeah. Which was the sales pitch for, hey, go with us and we will be your bridge into the future and help you minimize any downside for any future scenarios. But being future-ready gives more of an agile feel to it. It feels more cloud-like. It's like agile, infrastructure is code. But Dell still has the commodity aspect of their business with it. You actually are delivering really good supply chain, great OEM business. Now you've got the acquisition on the table that's been announced. You have your business sets growing. How do you market all of this? What's the strategy? I mean it's simply just like, don't freak out customers. We're going to be big, we're going to be good. We're going to be value for you. What does future-ready mean to you? So future-ready to us is more of our technological value proposition. What we mean by that is, look at what's happening. I mean, we all know, we all know the statistics around how much data is growing. The 44 zettabytes that Michael talked about in stage this morning. Social is gathering so much momentum, big data and analytics and all of these. There's huge churn. Now, the interesting part is when you look at a lot of these technologies that are coming to bear, if you look at big data, if you look at cloud and all of those pieces, the one thing you will notice is these are highly, highly disruptive technologies. Take the simplest of examples. Look at a Hadoop architecture and compare that to a traditional Oracle database architecture. They're night and day. Hadoop hates consolidated storage and Oracle can't do without it, right? So they're night and day and the tricky part for a customer now is, hey, how do I take advantage of all of this innovation that's occurring in the market, however, not develop my IT in silos? Because that's what happened in the main frame age. A lot of these applications were developed in silos which led to greater cost, which led to higher degree of inefficiencies and all of that stuff. And as this new IT is creeping in, you're seeing that same trend. Cloud is being set up on its own with no integration into the rest of the company. Big data is being set up in silos. And the whole notion around future ready is how do you take traditional IT and new IT? And how do you blend that ecosystem so that you don't develop IT in silos? That's the key piece we want to help our customers with. And the trend that we're seeing and we're spotting right now in real time is with cloud mobile and social and big data, people are starting to see value faster. Okay, they're focusing on business outcomes. That's all kind of been out there for a while. One thing that's interesting is the customers and the users are now in charge. Very similar to the developers in charge concepts that drove the cloud. I mean, developers drove the cloud over a decade ago with Amazon and then continue Amazon's growth. Now it's all the developers are in charge. That's DevOps, that's the cloud. That's out there. Now the customers are in charge. They don't want off the shelf general purpose technology. They might cobble this, that together for this solution which might have a diverse unique requirements. So this localization, this integrated stack, these are new concepts that the customers are trying. So can you share some insight into that trend? Which is great that you mentioned that, but that is, so I talked about the technological value proposition of being future ready. That is exactly the business value proposition. Because what we have seen, more so in the last two to three years, and it's been going on for the last decade or so, what we've seen is when you look at an average IT department and you compare business sophistication and IT sophistication, 10 years ago, an average IT department was incredibly IT savvy, right? Now that the CIO has got a seat at the table and the CEO is challenging CIO around the notion of, hey, how can I use IT as a competitive advantage going forward? We're seeing more and more CIOs and IT departments get business savvy which is developing a greater need for pre-integrated, pre-configured, right size systems which is exactly what you were getting at John and that's the business side of it. So you take this technology and then you think about how do you innovatively bring this to bear from a delivery model standpoint that makes it a lot more seamless and easy for a customer to integrate in his or her ecosystem and that's the business side of future ready.  Gartner has this concept of hybrid IT. I like the way you described it better. I mean, sometimes I feel like that's more stovepipes. How do you communicate that from a marketing standpoint? What's, that's new in sort of a mega trend. How has marketing to the enterprise changed and how do you communicate that? So from a pure messaging standpoint, a lot of the messaging is around the notion of converged because converge does help bridge that gap between traditional and new IT. A lot of messaging around the hybrid cloud, right? Most of the noise you see around cloud in the market today is a lot about the public cloud. However, more and more customers are coming to the realization that not everything can be ported onto the public cloud. There are requirements around governance, SLAs, cost, security, and all of that stuff that needs to be taken into consideration before you make a call. And we see the world definitely trending towards hybrid cloud. So a lot of the messaging you see from us is very, very pointed at the notion of converged and bringing together traditional and new IT, excuse me, at the notion of a hybrid cloud and those environments. That's the big change you see from a marketing standpoint. How about, can you have some fun with it? We're here in Austin, kind of a cool town. Do the consumer guys have all the fun in marketing or can the enterprise tech guys have some fun too? Oh, I think in the last, I think in the last three years or so, I think it's the enterprise guys who are having all the fun. Because I mean, look at it. Yeah, mobility is a key trend, but think about the power of mobility and think about the requirement. Like, let's take video. The answer is not how do you get a device in the hands of 20,000 people. The answer is how do you get 20,000 VMs up and running at eight AM on Monday morning so you have a productive sales force? Who gets all the glory there? The enterprise guys.  Yeah, they might have their shiny objects, but at the end of the day I think what's getting really exciting is what's happening in the world of enterprise now. So what are some of the things that you're proud of? Some wins that you can point to in the last 12, 18 months that you want to share with the audience? From a marketing standpoint in general, the one, and then I'll talk about industry trends, not particularly Dell, but the one amazing thing we have seen is just the rise of social media as a venue to generate high value engagements with our customers. It is unbelievable. The power of search and the criticality of your first face to the customer, which is your website, 70% of CIOs that we talk to in any point of research start off by doing a search. It's actually funny. If you go into one of the Dell World Breakouts, you will see this. You'll see the presenter talk something about a topic and you'll see a person on the phone go immediately to Google or whatever they're, you know, think of choices and boom, they enter that. And hey, if you're not one of the first clicks right there, right, and if you don't have a nice website that truly shows your capability and gets the customer excited, you don't get the second thing which has enabled people across the globe to get their message out there. At one point in time, media was all about spend and the highest spend you had, the more money you had, it's not there anymore. That's exciting. One of the reports that we were tracking down is that mobiles change even Google's business model. So, but Google, the big money machine and driving leads and demand gen, Dave, we know this, we talk about it all the time. 50% of people on a mobile phone don't do Google searches. So, I mean, just think about the consequences to Google's business just on the mobility piece, right? So, you take that forward to social media, this is how people are doing business now. They're doing business with connecting to their peers, connecting with authentic, community-based, Internet of Things as people. So, there's a persona, we heard that on stage today from the marketing. Javier, it was amazing, it's like persona-based, but it's a real interest graph. It's not social graph, it's an interest graph. And see, that's one of the key exciting trends in marketing and that goes well beyond the consumer space. That gets really into the enterprise space. I mean, imagine how exciting it is to be able to talk about a cloud-value proposition through a website or a tweet to a customer and then generate high-value engagement. That's just exciting, right? Well, we're super excited too. You know, we love, we love to engage, we love to have the videos out there, we put content out there. How is that changing marketing? Because now, there's operational aspects of social, and you guys have been a leader in social. Still, it's evolving. Even social, what it was proclaimed by the high priests of social media consultancies just a few years ago is now that bloom is not coming on. It's a data-driven world. You need to have data to back it up if you want to pour more dollars in. So Google's going to lose half their business roughly on mobile, which is essentially social. How do you operationalize from infrastructure to personnel? I mean, how do you put your arms around this? Well, that's exactly what we have done for the past three or four years. We've got a social media activation center, Addel, SMAC, right? And we literally measure, in real-time, sentiment. And it could be a customer break-fix issue right down to a high-value engagement because they'll send out a message or a press release or something like that. And we've been doing that for the last five years. And we actually have a consulting practice for other companies around social media activation, social media learning, social media following, and a lot of that stuff. So we do believe we have a bit of an advantage. But you're right, that world literally changes on the R, every R. So you just got to stay really on top of it. What's your advice to marketers around this data-driven ROI base? Because everyone's seeking for that data-driven, holy grail moment where they could say, oh my God, I'm actually going to put $5 to $10 million behind a campaign. Not just throw away money. Social has been mostly dominated by PR buzz, throw some lightweight content out there. But now with the engagement models and systems of engagement and cognitive computing, machine learning, you can now start to get a feel for some of the things we've been showing you today. Which is like, okay, this is ROI. This is real social business. So the key message I would give to marketers across the globe is just think about these trends and imagine how you can market more effectively through these trends. The trend of digital is a huge trend and it's changing fundamentally the buying behavior.  Because guess what? If you look at television as a medium of advertising and I'm not saying television is not effective anymore. However, it's not targeted.  So your cost per lead is going to go completely out of whack. How do you bring that cost per lead down and generate high value engagements? Digital is that next barrier. And being really open across all the vehicles, digital offers, right from search to social, to generate those high value engagements and targeted TV honestly. There's a lot of cable providers that provide you targeted TV. That's going to be the next holy grail. Getting that right is going to be able to get your message at a comparatively lower cost to exactly the folks you want to target.  Paid is easy. You've got to try to check, there's a lot of different outlets, owned media, you've got to create experience, you've got Dell Live here, which is your own TV studio, you've got earned media like theCUBE, you've got Bloomberg, you've got bloggers out there. The interaction between those two, the intersection between those concentric circles is where the magic is. Is that exactly where the magic is? And that's a collaborative environment. How do you find that magic? How do you connect into it? As a company that has budget, you're balancing all the paid owned and earned, but getting at that center point. That center point can only be got when you have intimate knowledge about what your customer's buyer journey is. If you don't understand how your customer buys, then you will never get to that concentric circle, because you will not know what steps to take at what part of that cycle. So intimate knowledge about how your customer functions, how they search, what attributes are they looking for? That's what gets you to that concentric circle and generates the high value engagement. Gaurav, what are your thoughts on EMC from a standpoint of bringing together some of their capabilities? They've got EMC TV, they've got all these viral videos with Ferraris jumping underneath jumping trucks. Lotus. Lotus. Lotus. 54 million views. Lotus. Right, huge, right? People getting stuffed in the MiniCoopers. So talk about having a lot of fun with B2B. What are your thoughts on EMC from a marketing standpoint and how you'll be able to work with them, leverage that capability? From what, as a competitor honestly, which they were, till very recently, right? I've seen EMC also evolve heavily. They were a lot in traditional media at one point in time. Now you see a lot of YouTube, a lot of Google+, a lot of those kind of marketing types, which is exactly where Dell is. So I think there are a lot of synergies out there in terms of how they approach the audience and how we approach the audience. Now, we got to figure out how to bring all of that together, right? Get into the tools and all of that kind of stuff. Because the tools is a critical path to getting a lot of that capability. And in all honesty, this is literally a week old, right? So there's not a lot to think and say.  Actually, Marius and Michael were complimenting on EMC, their process, they're really good with strategy and process, but the thing that they're really good at is the good at kind of knowing where the wind's blowing. And their marketing, and Jeremy Burton was done over there, he's made it fun.  They've been doing big on events. That's the amazing thing I see about EMC. Because remember, we were in that relationship for a good seven, eight, nine years, right? Marketing then at EMC was very different. Marketing today at EMC is extremely different. A lot more digital, a lot more taking the most complex pieces of an infrastructure and kind of making fun. I'm not making fun, but making them fun. Which is kind of cool. I think you're pointing about the consensus about knowing the people. It's a people-centric web, right? It's a people web now. And the people web is about relationships. And having that data and that insight, it's the semantics that's contextual and behavioral. I mean, that's how search started, right? Behavior and context. So I think managing those two variables is really hard. It's like, still it's early days. I mean, to me, you guys are pioneers in this, but most other companies in the digital transformation have not even scratched the surface on how to operationalize this. How to put budget behind it, how to put personnel. Yeah, and I mean, look, I mean, in all honesty, most companies approach social media or digital marketing as, hey, if I put a tweet out there, I'm social. Now, it's not that. I mean, there are so many components to this. There are so many vehicles that are on the rise. You've got to look at all of that. You've got to compare that to your customer's buyer journey, the buyer's journey, and then intersect it in the right way. It changes, it must change your own media strategy, too, I'd imagine, because if you know that the customer is talking to their peers, because now it's frictionless, the connected web, as Michael said, you know, the world can be for the better or worse, depending on how you play it out, but assume that people are connected. You assume they're talking, right? So you can't just shovel a message at them because they're going to talk to their friend. Hey, Dave, what do you think about that? Gara's message, yeah. I don't believe it. I do believe it.  Or that's interesting, I want more information. I like these people, I want to buy for people what I like. That's I want, I'm a tribal person. Most people are tribal, right? So do you see that similar dynamic going on where that outbound message has to change the copy strategy or the orientation, at least of the content? It definitely has to, I mean, think about this, right? You have a 45 minute presentation with a customer in an executive briefing center. You go in there with 20 slides, as opposed to you've got literally seven seconds through a tweet to communicate something to a customer. Those two messages are fundamentally different. However, it all comes back to understanding your customer, understanding the buy journey and understanding how they purchase. If you don't have the depth of that persona conversation that we were just having, if you don't have that depth, you're never going to be able to hit them the right way and you're never going to be very effective. And we talk about this all the time on theCUBE because we're out there with this authentic raw media flying all over the place. What we found, and Dave and I kind of scratch our heads all the time and look at this because it's so interesting. If you get someone's attention and they opt in and learn more, because it's an opt-in, oh, it's always opt-in. Whether you're looking through or whatever, you get someone's attention and they opt in to trust you. That's the new opt-in. You can't blow that moment. So it's okay to get attention, but you have to have a trustful linchpin to some experience. And you boil exactly that simplest of examples, pull versus push marketing. At one point in time, marketing was 100% push. Today, with digital, it is pretty much pull-oriented. And to that point, I pull a customer through whatever vehicle and I get him or her to click on a link that takes it to a web property that points to the technology that I was talking about. If that web property is not exactly what the customer was looking for, you just lost that engagement right there. Because they're going to say bye to you, right there. And that's... You got to understand people to understand business today. You're not going to do business. But people think the attention economy is the way to get leads, but my point is that it's a one-trick pony, but it works like a flywheel. If you get the trust going, then enrolls, right? Then you have a relationship. It builds on itself. It builds on itself. And that's a sustainable content marketing strategy. But I think, too, a mistake that a lot, and I'd love for you to comment this, a lot of companies make the mistake. In my view, of trying to figure out, okay, what is it that the customer wants to hear? And then let's try to change what we say and craft it so they'll believe us. And that, to me, doesn't work. What you want to do is say, okay, here's who we are. It's fine people who believe in that, believe in what you believe. Look, I think, Dave, that is spot-on. I've seen this happen again and again and again where companies pose themselves as somebody they are not. And at some point in time in that experience journey, that will hurt them. It blows up. The whole future-ready enterprise, why was it so thoughtful is because we based it on technology. It is a manifestation of how we think about the world evolving, how we think about our customers evolving, and what does our technology stand for? It's trace true. So, when you ask me to give examples, whether it be the FX2 or the Vertex or a hybrid cloud strategy, the CPS system that Michael announced on stage today, every last piece of it points back to future-ready. And I keep that message sustained throughout. So, at no point in time do I break that experience. The moment you break that experience, that's when you lost it. Well, there's also, to your point, and to build on that is the transparency aspect. And I think one of the things that, in addition to just marketing, but in the technology world, open source has changed the game because open source has created from a tier two, tier three, we're radicals back in the 90s, doing some stuff when I was growing up with open source. Main stream. It was an alternative. You got it for free. You didn't have to pay for it. Now it's tier one. Open source has created a communal relationship in the technology world. So, it's not a marketing concept per se, but it's a similar dynamic where the transparency really is the marketing, right? Yep. Yeah. Oh, great. Well, Dave, we just solved all the marketing problems for the acquisition. Well, but think about this conversation. Think about how different it is today than even five, six years ago. Oh yeah, definitely. It's night and day. Night and day. Yeah, no question. I mean, when Jeremy Burton came in, one of the things he did was, I'll never forget this at EMC, 2010, he was the new CMO, and EMC had really kind of poor messaging. He basically would talk to us and talk to a lot of people and he goes, cloud and big data. It was hot trends at the time. And all he created in marketing campaign, cloud meets big data. They didn't have any cloud or big data, but they just messaged to their customer, that was their guiding principle. But all they had to do was put that flag up. But it was a lightning rod. It was a stake in the ground. But think about this tree, Jeremy Burton. EMC used to talk about, here's my BNX. Yeah. Here's my symmetrical. Product feeds feeds. And now, and now he's bought that overarching picture to EMC, which is what we have done at Dell also is bring that overarching picture around the future ready enterprise. And then bake in the cloud story, the mobility story, the security story, and the big data story within that piece. So the enterprise story, really. Final question for you, because Michael brought it up. Actually, Marius brought up, we asked Michael same thing. This was a quote that was too good. Oh, there's a lot of consolidation, you know, the merger, I think it's going to be slicing and dicing. But still, it's a 67 billion dollar acquisition, huge workload coming. And Marius said, it's an all you can eat or all you can work environment as the employee model. So you guys have a lot of work. So there's no doubt you're going to be big. Your market's probably going to explode. There's going to be a lot of marketing activity, a lot of brand marketing, all kinds of new things going on. Tighten everything, you got to bring it together. But there's a lot of work to do. Share some color into the order of magnitude of work that needs to get done. Because it's going to be a great opportunity for employees, partners to whoever can execute the best and do good work, roll those sleeves up, we'll get promoted, we'll do good work, take on new territory, and the slackers will be identified. I mean, I mean to boil it down to that. But think about it just purely from a customer segmentation standpoint. The reach it gives Dell into G500, G1000, G2000 spaces. The reach it gives EMC into the small, medium business sector. Think about how those marketing models have to evolve and all the work that has to go in there in terms of talking to a completely different audience. Both the companies have been used to talking to for a long time. That in itself is a massive, it's almost coming up with marketing for a brand new company with a tremendous amount of reach. Think about the capability from an end-to-end solution standpoint. That message has to say, because now we actually have the capability to bring all of that to bear. I mean, that's going to be super exciting. And when I say marketing, I'm talking about the core messaging down to the mark-com, the vehicle activation, the persona identification, the buyer journey identification, and all of those places. And that entire sales motion or customer buying motion needs to be re-taught through. And that in itself is a tremendous and herculean task. But hey, we're excited about this. We are all in. You got some work to do. Yep, we're excited about this. This is going to be fun. Garav, thanks so much for taking the time sharing your perspective. Great to riff with you about future marketing on theCUBE here. Well, I guess we'll put this under the future of social business, future of marketing here inside theCUBE at Dell World. Again, cutting edge, pushing the envelope. Thanks so much for sharing your insight. Thank you so much. Okay, we'll be right back more with more queue here at Dell World at this short break. I'm John Furrier with Dave Vellante. We'll be right back.