What I tell people to do when they're training on their own, when they don't have somebody there to assist them with forced reps, which I use as more of a teaching tool than anything else, I tell them that they want to go to the point where they can't continue in good form, and when they get to that point, even if they're absolutely certain, there's no way that they can move the weight. They should continue to contract against it for a few seconds, and while they're doing that, they should gradually attempt to contract harder. If after about five seconds or so, it still doesn't move, then you don't just set the weight down. You still, depending on where you reach momentary muscle failure, if it's in the mid-range or close to the endpoint of the exercise, you still want to take your time lowering the weight, but by spending a few seconds after reaching that point, gradually, you don't want to shift your body around, you don't want to do anything to cheat the weight up. Again, the goal isn't to make the weight go, it's to fatigue the muscles, but to know that you've gotten to that point, it helps to gradually try to squeeze a little bit harder for a few seconds. If after a few seconds, it doesn't go, it's probably not going to go, but also by doing that on a consistent basis, I think that people learn to contract harder over time. Unfortunately, and one of the most frustrating things when talking about high-intensity training without actually being able to put somebody through a workout is that intensity of effort is very much a, it's one of those things that unless you have experienced it, unless you have been put through a workout by somebody who knows how to push you and get as much work out of you as possible, it is difficult for most people to relate to what they are capable of. When I started training this way, I thought I was training hard, and I was pushing to what I thought was momentary muscle failure. I thought I was maintaining a pretty good pace during my workouts, but around 1994, I started working for a guy named Mike Moran, who was a phone client of bodybuilder Mike Menser, and we had talked, and I was training people at another gym, their gym was closer to the college, and it just turned out that they were also doing a high-intensity training, so it was a good fit, and he said he was going to put me through a workout, and it was, what I had previously thought of as a 10, on a scale of one to 10 with intensity of effort, became about a two or a three after that workout, and we have done the same to a lot of people since then. One of the also frustrating things is the high-intensity training program that we had there was derided by a lot of the bodybuilders that worked out there. They thought that was no possible way it could work, it is too easy, it is only lifting for 20-something minutes. Occasionally, we would convince some of them to let us put them through a workout, and this result is typical. I had a guy, and he was supposed to do deadlift, leg press, pull down, chest press, row, shoulder press, heel raise, just a circuit of hammer strength machines. We got as far as the compound row, and he asked to be excused, he said he needed to go to the locker room. I didn't see him for another two hours. He had gone in there, thrown up, and then laying down, and just fell asleep on the floor. When I saw him again, he was sitting in the front lobby, pale as a ghost. Now, this is the guy who's fair-skinned redhead, so he was already relatively pale. He was even paler. He looked like he was in shock, and asked him if he was okay. He said, yeah, his girlfriend was going to come pick him up to drive him home, because he didn't think that he would be okay to drive. We didn't see him again for about a week, and when he came back, he was doing the same stuff that he had been doing previously. And I asked him, well, why are you back doing this? He said, well, your way is too hard. And then these were people who were working out. Well, it's a really, really difficult thing to get across in words or in writing, even in videos. It's difficult unless you can experience it yourself. Now, it helps to have a good trainer. Unfortunately, while personal trainers are a dime a dozen, you can walk into any busy area, throw a rock in one direction. You'll probably hit one. Trainers that have any idea what they're doing are extremely hard to find. You would be better off finding somebody that was equally motivated as you to improve and to partner with them during your workouts and push each other than you would going to most trainers, because most personal trainers will at best waste a whole lot of your time and money, and at worst probably injure you or at the very least over train you. So it's again, I would recommend when you think you've reached the point of momentary muscle failure to continue contracting for a few seconds. And keep in mind, your goal isn't to make the weight go. Your goal is to try and fatigue those muscles as deeply as you can. If after a few seconds it doesn't go, you just want to stop at that point. Now, if you do have a training partner, I would have them occasionally, and it's important that this be occasional, occasionally assist you with a forced repetition. And when they do so, they should do so while applying as little assistance as necessary for you to just barely continue.  So it should be kind of a surprise thing. You should not know that you're going to do it until you're doing it just to prevent thinking about having to hold back. Okay. Oh, you're welcome. Any other questions? What would you advise to someone who just has weights at home? Just has weights at home? Okay. Yeah. Do you have a rack or just the weights? Just the weights. If you have just weights at home, what I would recommend for a basic routine, actually, before I go in any program, almost anything that is done hard and progressively that addresses all the major muscle groups and has a volume and frequency that is appropriate to you is going to produce good results.  How you use them is far more important than the tool you use. Proper use of primitive tools is going to give you much better results, much more safely than improper use of the best equipment in the world. Again, Bill probably covered all this in more detail than most people can hold onto. So, pick up this book. That will give you a good idea of how you can do this with the free weights. But now what I would recommend if you've just got free weights at home is you want to be able to cover all the major muscle groups. Minimally, you want pushing and pulling movements in horizontal and vertical planes, and you want to do some type of a squatting or leg pressing movement. You want to do some type of a hip hinging movement. That covers almost all the major muscle groups right there. To that, you could add a neck extension inflection for the neck, which doesn't get that much work during the other exercises unless you're doing pushups and inverted rows where your body's horizontal and the muscles are working to maintain head position. And I would also add calf raises to that and direct grip work if you find that your grip is a limiting factor on these other exercises. But with nothing but, is it barbells or dumbbells? With nothing but a barbell, you could perform, and I would start with bodyweight squats. Again, in the manner that I described, or using L's 30, 30, 30, but not starting from the top. I would start from about the halfway point. So, either bodyweight squats starting from the halfway point for legs or, and you could alternate this with a deadlift for the upper body pushing movement. Do you have a bench? Okay, pushups. And pushups done correctly can be made as hard as you need them to be for the arms rowing. Now, I recommend if you don't have something to support the chest on doing the rows one arm at a time. If you've got, if you don't have a bench, you can do a one-armed row bracing yourself on your knee.  That's right. With a barbell, I'm not as much of a fan as bent over barbell rows as dumbbell rows. Reason being, if you are doing a barbell row, holding yourself in this position after a while, depending on what you've already done for the glutes and hamstrings, you start to focus more on just trying to maintain back position and pulling the bar. It's a little bit easier to do if you've got a dumbbell where you can be supported. But with a barbell, with the rows, you could do the same thing. But I would recommend limiting the range of motion to the top half to make the exercise harder so that you don't require as much weight so that it's less difficult for the muscles of the glutes and hamstrings and low back to maintain that. For the shoulders, overhead pressing. And Bill, did you talk about shoulder angle and the glenoid fossa and avoiding, okay, if you're going to do an overhead press and correct me if I'm off on this, Bill? People like to categorize exercises in terms of front, back, side, but 90-degree angles don't always work out so well in certain movements. And if you're doing a shoulder movement, you don't want to have your arms weight way back here going up and down. You want to have the elbows in a little bit. Anyways, I'm going off top of this. But you want to do a standing press with a barbell for the shoulders. We'll cover that. Now, the only thing that's really difficult to get without some sort of a chinning bar pull-down machine is that vertical pulling movement. What I would recommend is getting a chin-up bar. And ideally, you want something, and what I'm going to recommend for a chin-up bar is that it be installed at a height that you can reach it without having to jump. You should be able to reach it flat-footed. And the reason for this is if you have to jump, you're not going to be able to grip it as precisely. Also, as soon as you catch it, you're suddenly loading up the shoulders. Instead, what you want to do is be able to grab the bar and then very gradually transfer the weight from your feet to your arms so that you're not suddenly loading them up. So if you've already got barbell, you can do pretty much everything that you need with that. But I would recommend adding a chin-up bar to that for that vertical pulling movement. Any other questions? Thank you.


All right. Well, thanks everybody. I see a lot of coffee. So hopefully we're all recovering from the sponsor parties effectively last night I'd like to start telling you a little bit more about my background and why this is a topic that I became really interested in when I joined GoDaddy so I joined about two years ago as part of the Skybridge acquisition and we had worked primarily with WooCommerce but a number of Online e-commerce platforms like Shopify and others and I do still work on Skybridge and WooCommerce extensions really heavily I also spend a lot of time working on our commerce platform and the online stores We host that are powered by WooCommerce, but as part of joining this much bigger team I also got involved with a lot of different Kinds of selling that I hadn't really been exposed to and so for many of us who come from the WordPress world We're probably familiar with online stores, but I've learned a lot about in-person retail As well as multi-channel selling as a result of the work I'm doing and I found a lot of really fascinating things that I think Helped me learn a lot coming from that online first perspective that I think it'd be really cool to walk through and share today So we'll take a look at what single and multi and omni channel actually means How do you identify the right channels to sell in for either you or if you're working with merchants as as your clients or partners and What criteria you should be paying attention to and how you get set up and get started so I was a Former high school teacher. I like to start with definitions to make sure that we're all talking about the same thing So when we talk about single and multi and omni channel, what does that actually mean a lot of the time? We hear these in a marketing context Right, we talk about omni channel marketing in terms of having a marketing strategy that covers multiple different channels And that is not how I'm referring to them here We're talking about retail and sales strategy through different channels So single channel commerce is probably what a lot of us think about when we think about getting up and running and selling You know in a single place like an online store or a brick-and-mortar shop Multi-channel selling is often Conflated or interchangeable with omni-channel selling. They're slightly different multi-channel means I'm selling in multiple platforms But I might not have them connected or all synced together Whereas omni-channel selling is a situation in which you sell in multiple surfaces But all of those channels are interconnected together sharing data and Making sure that your customer experience is unified So we'll talk about both multi-channel and omni-channel selling in this conversation Your capability to do both really depends on the tooling that you're using and the channels that you want to use to sell to your customers So with single channel retail This is where I started and probably where many of us started right especially if we're coming from a WordPress background You think about selling via an online store. So a single place where you reach all customers And as a retailer This is really simple and that's a huge benefit all of your sales are in one place all the data is Stored in one place and if you're using WooCommerce for example, you even own that data. It's accessible to you and you only It also gives you a single conversion funnel to track and to optimize So I know when I get new customers where they're landing What their path or journey looks like with my brand and how they're purchasing from me? So it's a lot simpler to streamline and optimize your marketing efforts You can even use this as like a sales tactic to create You know exclusivity or scarcity like you can't buy this on Amazon or Target. It's only sold here So single channel retail even though we're going to focus a lot on multi-channel here It's not a bad thing and depending on where you are your clients are in their journey The simplicity can be very attractive, but there are trade-offs You are definitely missing sales and customer acquisition opportunities if you're only selling in a single channel And you're not optimizing for the way your customers expect to Discover your content and how they discover your brand So in a multi-channel scenario We sell not in one channel, but in a bunch of channels So that might mean you that you add like social selling or marketplace selling into your tool belt This almost always increases revenue for the business who does this and it increases discoverability in different channels It tends to increase your conversion rates as well because you're supporting customer choice And we have some really cool data that kind of illustrates that pretty well that we'll take a look at shortly and Buyers tend to trust you a lot more. So for example, you know, we're all most of us in a new city Let's say looking for a restaurant to find right if I search for a restaurant They don't have a listing on Google. They don't have an owned listing on Yelp I am definitely not eating there, right? Your presence where your customers expect you to be matters a lot in terms of their willingness to buy from you But there are trade-offs, obviously, right? I can be more discoverable But I've got to find and nurture the right channels and right relationships with customers That takes time if I just syndicate out my business to like ten different channels with no other effort. I'm not gonna have great results Maintaining your data in these multiple locations like having Amazon inventory and online store inventory. It can also be challenging And you're sharing data with potential competitors who could create a private label for example Now Amazon in particular takes a lot of flak for this with Amazon basics, but this is a practice. This is all his time Right, that's what grocery store generics are you sell the product and they come up with their own version of the product So you are trading off some of your data and some of the information about customer purchasing By moving to multi-channel It also means that you might have channel specific workflows on how I get packages to my customers But I do think the trade-off is totally worth it So if we look at data from 2020 Multi-channel sellers grew a lot faster than their online only counterparts 53% you over year compared to 10% year over year. So there are trade-offs But if you are at a stage where you're like, hey, you know, I want to go from side hustle to a bigger business Or I want to start to scale my business. This is a really important strategy that you should be evaluating And then how's that compared to omni-channel? Well, we have a lot of the same benefits right increase revenue discoverability buyer trust conversion rates But we mitigate one of those big downsides that fragmentation of your business data Omni-channel selling helps you to centralize that in a single place and start to unify the customer experience But we do also still have some of the trade-offs So we have the same effort to find and nurture the right channels and the risks of private label competition Once you start sharing your purchase data with other channels Word of caution is this also makes your sales attribution and marketing ROI a lot harder to track So when someone sees you on a Facebook shop and then we retarget them with Google ads And then they come to your website and then they go purchase from you in person How do you attribute that sale? How do you know that your marketing is working or which campaigns to you know pour gasoline and more dollars on So there are trade-offs to each of these to be aware of but again I think it's really compelling the data shows that those trade-offs are probably worth it if growth is your main goal 73% of shoppers use multiple channels, and this is actually HBR data from 2017 so this has shifted even more towards Omni-channel over time They expect to shop in multiple channels and they spend more money when they do both in-store and online It's what consumers expect from brands and usually it benefits you with greater revenue greater conversions So it's pretty important as a business if you're saying look I want to grow. What's the best way to do that? But how do you know which channels are going to be impactful for you or for your business? There are several out there some of which we probably know some of which if you don't work with a lot of merchants You may not be aware of We're all probably aware of online store as a channel right we work with WordPress We probably think of WooCommerce for this right with over three million WooCommerce websites out there Obviously, it's one of the most popular ways to do this and it even has 26 percent share of the top one million e-commerce sites So there are a lot of very serious sellers using WooCommerce to grow and scale their business It's also great for almost any industry right? It's not just people who ship things to customers but people who sell digital goods or memberships right an online store is universally a great channel for most brands Coming from online world we may not always think of in person as a channel But retail and brick-and-mortar is something I would not discard out of hand and we'll take a look at some data. Why? But selling directly to consumers in person, you know using an in-person point of sale is still the most popular way to do business Especially in the United States, but of course it depends on what kind of things you're selling right obviously I'm not going to open up a retail store front for digital goods for example And when we think of channels a lot of us probably think of social channels, okay? Well, I want to go multi-channel. I'm going to go list things on Facebook or on Instagram, right? So we think of and Google as well The nice thing about social is we can use it both for discovery so often just like product listings as Well as in context purchasing actually purchasing through like Facebook checkout or Instagram checkout for example So we'll talk a little bit about social and why it can be a good place to start for most brands But why I think you should pay attention To your performance in those channels to make sure it's actually right for you and also be mindful of what kind of product You're selling so for example Digital good sellers or subscription sellers can't often use Facebook shops against their terms So even if you think it might be the right channel for you or you have an audience there You should be mindful of it's actually the right place for you to build a retail strategy And then we all probably think of online marketplaces as well, right? Okay multi-channel means I'm going to go sell on Amazon or I'm going to go sell on Etsy Walmart eBay, etc Right. These are great because it's a captive audience. It's where your customers already expect to shop So it gives it gives you eyeballs, right? But it depends on what you sell and who you sell it to as to which marketplace is going to be right for you So we'll show you a little bit of industry data that might support your decision making But ultimately it depends on what your product is and who your target customer is Now we'll focus a lot more on all of those channels when we take a look at some data behind this But I do want to call out a couple other things that are maybe not as obvious for a multi-channel selling strategy So one would be distributor relationships, and this is actually probably a much older Multi-channel strategy one of the first brands that I worked with in WooCommerce Did about a million dollars a year direct to consumer through their WooCommerce store But their supplier contract with Target was worth multiple millions of dollars in comparison So distributor relationships can be a huge lift if you get a supplier contract with you know a Logo grocery store right like Publix or something or like a big box seller like Target Typically then you're selling like wholesale at cost plus pricing to them The reason this can be interesting for a lot of merchants is because even though you do Still have private label competition risk If you can produce inventory at scale and leverage operational efficiency for the business This can be a simple way to drastically expand So if I'm gonna make a lot more money if I can like 10x my inventory production This is something that you should be considering or thinking about with your clients Say hey maybe instead of trying to do more direct to consumer channels. We think about a wholesale channel It does often mean that you might have to change some things about your business Like I know Costco for example always requires you to create things in like weird sizes So it's you know like the mega size whatever the biggest you can possibly get is So that's something to be mindful of when you think about optimization But it's a really great strategy and tried and true for obviously, you know decades and mobile apps are also another great way to Use channels in kind of like non-obvious way So a lot of folks will create their own mobile app for a shopping experience like the Amazon You know iOS or Android app Or use the mobile app to embed purchasing. So maybe you have like a learning game that has like digital goods products in it I'm not gonna focus too much on this one because I don't think it's great for like newer brands More focused on brands that are actively growing But there is a great tool for that called apppressor And they can create a mobile version of your website for you using WordPress pretty easily So these are a couple of other channels. There are plenty of other ways to do multi-channel selling We're gonna focus primarily on in-person online marketplaces As the ones that tend to be best for multiple different kinds of businesses Across multiple parts of your journey whether you're newer or growing and established So of all of these channels How do I decide like should I do this in the first place and which one is right for me and my brand The obvious thing is that marketplaces drive eyeballs, right? There's a captive audience here people who want to buy something come here to buy it And if you look at these numbers, it's actually pretty crazy just how many people Want to buy something through these channels? So Amazon eBay and Walmart together the top three over here I know it's probably a little harder to see Drive about four billion visits Every month it's like half the world visits through these three channels every single month It's an insane amount of volume. So if you're like, hey, where should I sell? Oh, Amazon is the top one I'm gonna go sell there. That's certainly one way to think about this strategy, but I would also pay attention to seller density So Walmart for example has more strict guidelines You can't just go sell on Walmart if you're brand new you have to have some track record of an online store or Marketplace selling Walmart is third in terms of traffic and it looks a lot less but because it's so Much smaller of a seller density Every Walmart retailer actually gets 13 times the monthly views than an Amazon seller does So sheer volume is certainly a decent way to look at this problem But also think about like seller density and how many people are selling something similar to you to understand if you can Actually leverage that volume for the business or not So what about if we talk about this in terms of sheer dollars? We have really good data on US retail From the census department and so if we look at US retail alone It's expected to exceed seven trillion dollars this year with e-commerce finally in 2020 projected to top one trillion dollars of online website sales But if we take a look at this middle area, right? So the top is in-person retail the blue is e-commerce and these middle sections in black and teal our marketplace and social selling So even though the whole pie keeps growing year after year Marketplace and social selling are starting to expand how big of a share they take So we can see that the trend is very clearly that retail is Diversifying into multiple different channels and if you're a brand trying to succeed and grow you should be trying to ride that wave So if we take a little bit more of a granular look at that data in that chart We're like right here in 2021 And I know that marketplace and social selling still looks like it's a small part of that chart But I want to show you the actual numbers for comparison in 2019 E-commerce sales which remember will be a trillion dollars this year. We're about 10% of total retail in 2014 that was 6% So there's been astronomical growth in e-commerce sales It started pretty small about ten years ago And it scaled up pretty quickly and we're seeing a similar trend with social selling and marketplace selling So even though it doesn't look like it's a huge piece of the pie, right? It's pretty critical to understand that growth trend and how important that's going to be for like the next five to ten years of commerce Now with that said there's a big elephant here in this graph, which is this bottom line is Absolutely astronomical so in-person retail is still by far and away Where all the business is done right now about eight out of ten purchases happen in a physical store And even if we look at 2025 projections Seven out of ten purchases still happen in a retail store So a lot of us who come from online first world I think like sleep on this a little bit and we shouldn't in-person retail is a tremendous opportunity So even if you or merchants that you work with are using an online store They should really be considering can I leverage in-person in some way? It's the top sales channel out there in-person retailers tend to do over $400,000 annually in comparison to maybe a hundred hundred twenty thousand on average for online stores Which you know makes sense in-person retail costs more you have to pay rent, you know, etc, etc But there are still ways that you can incorporate in-person retail because a lot of people still like to buy that way So this example is a good example right here This is a brand with an online store that I had purchased things from they've like really cool office supplies and really well-designed stuff And then I found out that this brand is in Downingtown, Pennsylvania 10 minutes away from me and So that was kind of like mind-blowing and really cool And what I imagined that they did is looked at all of their purchasing data and said hey We got a lot of billing addresses in Pennsylvania You know should we think about a retail location? Maybe let's take this data and see could we get those people to come out in-person? So they decided to do a pop-up shop and emailed everybody in Pennsylvania and said hey We're gonna do this holiday pop-up shop And so why don't you come in person you can buy stuff, you know We'll have discounts for in-person sales and you know, we'll also have like Second quality goods that we can't sell online, but you know you can pick up at a steep discount if you want to So up shops trade shows other ways of assessing in-person retail Even if it would not be your gut instinct is really really important to evaluate as an online brand It also drives a lot more loyalty right people who pay in-person and visit you in-person Tend to stick with your brand a lot more than people who only engage with you online So there are some you know benefits and do's and don'ts of in-person But it's something that I don't think online stores consider enough and they should be even if it's not obvious So then how about online channels? Right, why would we add online channels in-person is obviously where a lot of the money still is and will be for a foreseeable amount of time Evens providing a global pandemic, right?  They're gonna grow just by enabling multi-channel selling But we took a look at data that we had at GoDaddy from 45,000 sellers Who created the website over the past year and they were eligible for our marketplaces product This is a product that lets you do what we're talking about and enables multi-channel and marketplace selling and for the people who are eligible for this product The ones who enable it earn 72 percent more on average than the people who just sell web only They derive 60 percent of their total revenue from channels not just their website So even if your website sales decreased slightly, which would be the black thing here your total sales drastically increased just by enabling multi-channel selling Now is it really important does consumer choice like really matter here? I think the data that we have from Facebook and Instagram does It's a little hard to separate this data because you connect to both of those channels like through the same method So we kind of have to look at like meta properties together, but when I look at people who use Facebook or Instagram The median revenue if they enable it Roughly doubles. It's great for discoverability But interestingly enough and the reason I wanted to call this one out first is that when we look at This black bar, which is website only and this teal bar, which is just enabling Facebook and Instagram 95% of sellers use that just for discovery So you can create like a Facebook shop with just like listing your products out there for free and When people do that their median revenue does increase so we have like smaller sellers We're shifting that midpoint up higher because more of them start to generate revenue But the average revenue is you know kind of neutral or or actually might even be slightly negatively affected Probably because a lot of people are using this who haven't really developed the marketing strategy yet and just kind of pouring products into there But here's what's cool Five percent of people do use Facebook or Instagram checkout, which is like I can actually buy it in that surface without ever going to the website And when people enable that average revenue doubles median revenue grows by five times So it shows you the power of discoverability But really the power of in context checkout and being where your customers want you to be Drastically changes the conversation about your revenue So for me, this was a really interesting case study of this is why customers care about buying where they are And less about where your brand wants them to be and if you want to be successful you should be facilitating that Now I think a lot of people do find Facebook and Instagram kind of hard to navigate Like you can put up a shop, but then you've got to do extra stuff to enable checkout So the other social option would be Google and we do have really great data on Google Like before and after snapshots of the same merchants So a few months of revenue before they enable it a few months of revenue after they enable it and what happens And when merchants enable Google shopping Their non-website sales and their website sales both increase So going back to what we said earlier about restaurants, you know being on Yelp, etc. That presence Matters a lot and just by being on Google shopping. It tends to like increase buyer trust and their willingness to buy from you Overall revenue then for every business that enables Google shopping is positively impacted We get a hundred and eighty percent almost a three times increase in the median store revenue and about a ten percent increase in average revenue So those kind of disparate numbers tell us that Google is probably great for most sellers But especially for like nascent or newer sellers who have less revenue because we're bringing that median that midpoint in the selling up drastically So what about you know by industry you're by other channels like you know Amazon Walmart Etsy eBay, etc If you sell General like retail like a parallel clothing right what you think of like standard commerce You will do well in pretty much any channel And so if you are a merchant or you work with merchants that should be like the first thing you do when you leave here is Okay, I need to start selling in a different channel with my brand But there are a few industries where you especially need to think about this because you get Disproportionate results in comparison and there were a couple that were really surprising to me So if I look at hobby art and design home decor and automotive industries right here towards the middle We see that multi-channel selling in in teal here Gives them a huge boost in both average and median revenue So people tend to maybe be a little bit more brand agnostic when they shop for these things and they're just looking for particular products And it can be a huge boost But the couple things over here on the end were actually super interesting for me So like business and industrial companies Essentially like B2B sellers get a huge lift from starting to sell in different channels so My takeaway from this is that B2B is it's actually probably a lot better for this than we think or People probably also don't know where potential customers are and marketplaces can help you kind of uncover those like things You don't know that you don't know that you probably have a lot more perspective customers out there than you realize and By getting in front of a wider audience you can help uncover that and find even better target customers or adjacencies for the business So we take a look at the few of those in particular And by the way, I do have a link to these slides at the end if you guys want to kind of refer back to these these graphs They're available online But like hobby sellers for example, I just called out when they enable social selling or marketplace selling Media and revenue it gets seven X'd and it's pretty marketplace agnostic Right, you can consider pretty much any marketplace Etsy seems to be slightly better than the others So we can have a huge impact on business revenue by just increasing presence and Increasing the number of places that the customer can find the business and buy from the brand Automotive retailers for example also calling those out right 12x change in marketplace selling through like Amazon You know for example in median sales, so there's huge benefits for a lot of different kinds of industries a lot of different kinds of Benefit from both social and marketplace selling. It's not universal though. I Called out fitness and wellness as one that actually is kind of different from the norm Right fitness and wellness brands tend to do okay on marketplaces like Amazon But they actually have a negative impact from social selling So this industry data can be informative for your clients, but that kind of shows us how important it is to test and How we decide on the right channels by first and always paying attention to your customers So if I'm trying to decide on the right channels first and foremost your customers are absolutely key Where are they? How old are they? What's their income? Where do I find them? Talk to them. Where do you shop? Where do you discover new things? It is critical that you actually pay attention to your customer in your products You can be informed by this data, but this should be your primary driver. So for example, let's take Similar-sized sellers. I have an art and design retailer with you know, two employees $200,000 a year in revenue Should they sell in the same channels?  It's critical that you pick the right channel So you can be informed by this data, but make sure that you let your customers be your guide as to where you're going to Go in terms of your first channels Also think about your marketing Right, if you're not sure which channels right for you where you're not getting like a consensus from your customers Which is hard, especially if you're early in your retail journey Think about how do I get traffic now? Do I have a social following that I can leverage or influencer? Relationships right we had one brand that you know We were just working with this weekend who had over a million Instagram followers That should absolutely be the first sales channel that you enable right leveraging that marketing audience Even if you think another one might be better Because as a brand if you already heavily use that channel channel for like customer acquisition You know that channel you're gonna be able to use that knowledge more effectively to sell to people than other brands will be able to And if you're not sure and you don't have a super well-defined marketing strategy, you're just getting traction I think that data I showed around Google shows that Google is a pretty good clear first step for a lot of brands Purely because I think it generates a lot of trust when you're in Google shopping and when you have a stronger presence there than other brands Now those are kind of related to you and driving more customers and more revenue I think the third critical consideration is when you look at this holistically Is there a standard for your industry that you can use to increase discovery or trust and Can you optimize the business with the scale or things that that channel gives you so even if you're like I don't know if Amazon is gonna be right or can I even handle volume if I am successful on Amazon you should be asking yourself Okay, well, can I optimize my inventory costs if I get a lot more orders? That's a great reason to do it Even if you might have slightly lower margins on the sales you're gonna make that up elsewhere in the business and The discoverability and trust and operational efficiency They can come from adding channels should be something that you consider shouldn't be the only driver But the other like more holistic business benefits, you know going back to what we saw about trust being a big reason for Google for example Are really important to say okay, maybe I should lead into this a bit more So there are a few different things to consider to help you pick the right channels But once you've picked one or two, how do you even get started? How do I decide you know multi-channel omni-channel? How do I even make this happen in the first place? I? Want to call in-person retail as one potential edge case I know I said it's the best channel in terms of like total sales volume, and it is it's totally most popular, but If you are brick-and-mortar right now or your clients a brick-and-mortar, and they're trying to come online It might be harder right a lot of in-person retail because it's been done for God knows how many years Uses a lot of legacy systems right you can't always get the data out of them to share it with the other sales Channels that you're trying to work with so Consider multi-channel and maybe managing your in-person separately from everything online as a stepping stone Or you know reevaluate like a different payment processor or something if you're okay with that usually depends on the sales volume And how many things you have dialed in already? If you're working with clients or you are this merchant and You're not sure which channel to start in you're not getting great data from customers.   You know, where do you find new brands or things that you like? You're gonna get really important insights and data that way Now if you're starting from online you have an advantage You can probably go into a more omnichannel focused strategy save yourself a lot of time and heartache in terms of you know How you manage your data? You should choose your first one to two channels here Based on those previous criteria that we talked about where your customers What are you most familiar with and a lot of online stores as long as you're using like a standard platform? Especially something like WooCommerce you can pretty easily plug into a lot of different channels So think about the fees of these channels as you start to make your shortlist Everyone is different. They're a huge pain to compare So for example Amazon might charge you a dollar per item you sell or you can opt for a plan where you pay $40 a month to sell anything you want to Versus like Walmart or eBay charge you any of her from like 3% to 15% of your sales, right? It is all over the place So I think it's really worth doing the research in this front to make sure that you understand how to protect your profits Like it costs money to get an audience that should cost money But you need to make sure that you're aware of that and you're building that in your margins Create an audience journey then once you have a shortlist once you know you can afford that channel map out How are people going to interact with this? The reason this is key is it's going to make sure that you've chosen the right app or the right way to get integrated with that channel and That you know how your marketing strategy is going to have to change to account for it and actually be successful in nurturing that channel so this is perhaps a More robust audience journey than a lot of us are going to have with our first channel But think about like how are people becoming aware of me? How are they finding out about my brand? How do they start to consider purchasing for me or like start to build that buyer trust and Confidence that they want to buy what I'm selling and where do I expect the purchases to take place? Ideally do I want them checking out in my online store? Do I want to try to optimize the channel that they're in already to buy from that channel given that data shows people like to do that? This is up to you to decide and knowing your customers really well is going to make it a lot easier Once you've done that That checklist should drive your choice and how you get connected to different marketplaces So I mentioned for example, we have an app that does this we embed it in WooCommerce And here are some things that we learned as we built this First is the data being synced by directionally meaning if I get an order from WooCommerce Does it push that inventory update to Amazon so I don't oversell my inventory on Amazon if I get an order on Amazon? Does it deduct that inventory from my online store? All right, do those changes happen in both directions to keep everything in sync that I need to be in sync? What data is actually flowing between the systems, you know Is it only syncing product information like if I change the description? Is that going to be pushed out to all my channels is the syncing inventory is the syncing order data? You especially, you know what order data where like if someone buys from you on Facebook, but they log into your store They can still see that order. That's a super super powerful thing to build that trust with your customers And can you fulfill all your orders in one place? So if I get an order on Amazon, do I have to log into my online store and log into Amazon seller central? Or can I just do that in one area is a pretty important part of making sure that you save yourself a lot of headache in Terms of managing your business once you start to add more channels And then as you set things up, there's going to be some non-obvious things I would say do not commit to a single app right away. Try a couple out. Make sure that it fits your workflow For example We found that a lot of people don't want to sync all inventory to a channel, right? They want to reserve some inventory that's online only or in person only so they don't oversell That's something that you can do with some apps Can you create pricing adjustments, right? Some marketplaces prohibit you from having a different price on your website and in the marketplace But some are like hey it just has to be competitive. So for example, if you're going to list things on eBay Can you let's say automatically add a 3% markup if it's sold through eBay versus your website? something that's not obvious, but it's important to consider and You know can you create your listings in multiple channels? So for example, these are things that we considered when building our marketplace app There are other options if you don't want to use that like you know celebrate trade gecko stitch fix There's a number of them out there. This is why it's important to evaluate if it's the right tool for the job and then make sure you go back to that journey in the beginning and Finish that journey out make sure you have all the data you need Do you need to update any of the other channels? Is the customer discovering about you your business through the channel and take that all the way true to when they have the Packaging in their hand. Do I know how they're going to purchase? Do I know I'm going to add the order tracking information? Do I know how I'm going to get the package to the customer is really critical to make sure that you've planned out this channel strategy And then you actually get that revenue benefit that we're looking for from enabling it You may find gaps. That's okay. That's where I do think you might have to re-evaluate like existing You know point of sale or payment systems or whatnot as you go to make sure that you can actually meet that journey that you're looking for And then update me your marketing plan Right if I want to drive leads to one channel. Do I want to close them in that channel? Or do I want to close them on my website or a different channel? You are going to be better off if you're okay making every touch point shoppable So if I'm going to let's say do paid ads make sure that people can close the sale wherever you're driving them from It's a general rule of thumb. That's pretty good. It doesn't work for every business You should test it But that's usually the best place to start is drive the traffic to the channel You want them to buy in based on that journey you mapped And then set your success criteria right make sure that you have the analytics that can tell you Which channels are being successful? Decide if like okay if I'm going for operational efficiency This may not matter as much But if I want to meet like a specific number of sales through a channel or a specific number of new customers Set that benchmark and then try to measure against that over time And there are a lot of great apps out there, too They give you like a single hub or weight of you all of those sales across channels So you can decide where to invest more of your marketing dollars over time So I know we're getting close to the end of this session here around time friend. Thank you So a few things to just bear in mind is this even right for me Make sure you evaluate the trade-offs of moving to multi-channel And if that revenue benefit is okay for like the data loss or an additional overhead that it incurs Make sure you identify the top channels, especially based on who your customers are I cannot iterate that enough, but you can be informed by the industry and other data Make sure that your integration actually covers the things you need to for a customer journey That's why it's tempting to skip that step, but it's so important And then make sure you're measuring the success of those channels It's harder to know how to optimize your marketing dollars in a multi-channel scenario Just because attribution isn't as clean. So if you set those criteria up front of like, here's what I want to hit Here's how I know I'm successful You know whether to double down this strategy or pivot and try a new channel It's pretty critical to make sure that you plan that up front So with that in mind I include this slide, especially if you're trying to talk to your clients and help them understand What this process is going to look like it's a great way to kind of get an overview of this And as I mentioned, I do have some extra stuff in an appendix here that you know is kind of a little bit more of a granular Look at some of that data But otherwise you can find these on Slideshare.net Slash beka or I see if you'd like to download them refer to them the research is yours and Thank you very much for being here at a very early Saturday session. I appreciate it all waking up for this. Thanks


Yn gwrs, mae'n gwybod gairion. Rydw i'n gwybod i gael y First Minister i gael gwladau gyda'r cwestiynau unrhyw gyd yn Jackson Carlaw. A fawr i chi fod gyda'r cymdeiligion sydd wedi ei ddefnyddio i gwybod i gael gwladau? Felly ddalech am Stocking Fee Mêl i gael ei cynnig oír gwcffiad—y'r cyhoffordd wedi ddefnyddio i gael ei chartair, rydyn ni'n i'n dweud yn ddarpariaith bach. Felly ddim byddai'n iawn credu yr ysgolwch, ac yn dweud, fel hyn mae'n edrych i deall i siaradum i ddwygiau i SciRWT. Bydd hanfyrdd yn fynd yn ei ddynion, ond rydyn ni'n mynd i gael i siaradum yn ei gael i siaradum i'r holliau i 33 oed oherwydd, yn cael ei ddweud. Rydyn ni wedi wneud o ddweud, wrth hynny, os oedol i gael i dim yn ddwyngosol oedol i gael i liffu cwmiddialanol lleanol. Mae'n ei ddweud i'r ddechrau'r turbodau diwrnod o'i cymryd, ond mae'n hyn yn i'n of character on my part, which my party can scarcely forgive, let alone understand. I actually quite like the First Minister. However, I am sure neither of us will allow this weakness on my part to stand in the way of robust exchange and so to business. First Minister, just how badly let down have the thousands of Scottish women fitted with a mesh device been? First Minister? First Lady, can I begin by welcoming Jackson Carlaw to his temporary place asking those questions? Let me say at the outset that I am very proud to be the last woman standing at First Minister's questions. I am not sure if I am expected to reciprocate all the nice things that Jackson Carlaw said to me at this stage, so I will maybe just gloss over that for the moment. Can I turn to the substance of Jackson Carlaw's question, because it is an important one. I know that it is a subject that he has taken a very close interest in over a period of time. In terms of the women affected, I have deep and very profound sympathy for what they have gone through and for the position that they have found themselves in. I cannot begin to imagine the pain and suffering that many of them have experienced. That is why, of course, the Scottish Government has acted through setting up the review and further work that has flowed from that review. Of course, in her first few weeks as health secretary, Jeane Freeman, announced what is effectively a ban, a temporary halt for all mesh procedures, and that will be lifted only when a new restricted use protocol is put in place. That will ensure that procedures are only carried out in future in the most exceptional circumstances and subject to a robust process of approval and fully informed consent. I was not in the chamber for the health secretary's statement, but I did hear some of it on that occasion. Indeed, I think that I heard Jackson Carlaw welcoming the action that the health secretary has taken, and I hope that he will do so again today. Jackson Carlaw. That has surely been the greatest self-inflicted health scandal since the Llyda Maid in the 1960s, and across the chamber sits MSPs who have led with determination to expose it as such, in particular Alec Neill, Neil Findlay, Rona Mackay, Angus MacDonald and Joanne Lamont. In the gallery today are women who many regard as outstanding examples of leadership and courage, Elaine Holmes, who led the public petitions process and mesh, Marion Scott, the journalist who led so successfully and campaigned in the issue, and many other mesh survivors who are watching today's exchanges at home. To me, they are heroes, recognised as such across Scotland, the UK and internationally, for all they have achieved, and they deserve the congratulations and the appreciation of every one of us for everything that they have done. First Minister, during our October recess, the Australian Government issued a full and formal apology to all those whose lives have been compromised by mesh. Here is part of what that apology said. On behalf of the Australian Government, I say sorry to all those women with the historic agony and pain that has come from mesh implementation, which have led to horrific outcomes. Will the First Minister now follow suit and, on behalf of the Scottish Government, today match that apology to all the women in Scotland who have suffered? Firstly, I have expressed apology previously to the women who have suffered. I know that the previous health secretary Shona Robison has done so and Jeane Freeman has also done so, but for the avoidance of any doubt and without any equivocation, let me say today on behalf of the Scottish Government, I apologise unreservedly to any woman who has suffered because of mesh procedures. The Scottish Government has acted here. I know that Jackson Carlaw, because of his interest in this, is aware that medical devices across the UK are regulated by the Medicines and Healthcare Products Regulatory Agency. That is a reserved body. The Scottish Government therefore cannot totally ban mesh. However, the actions that we have taken, for example, the suspension of the use of mesh in 2014 led to a significant reduction in the use of mesh implants and the further action that Jeane Freeman announced some weeks ago to temporary halt procedures until we put in place a new restricted use protocol is the right action. Again, I hope that members who have campaigned on this across the chamber will welcome that today. Thank you for that. On the MHRE, I have indicated that Scottish Conservatives will support a representation to the UK Government on that issue, because this is not really a question of whether a process is devolved or reserved. It is about a process that has failed and we have to ensure that such an incident does not happen again in the future. Exposing mesh has not been a party political initiative. That said, the singular serious misstep in the Scottish Government's record on the issue was its response to the now widely discredited review into mesh regarding women-affected and key clinicians such as Wail Agar as a whitewash. Indeed, nearly 100 MSPs signed a charter to that effect in Parliament. At the time, the First Minister and Health Secretary invited Professor Alison Britton to report on the process, but not the findings of that review that they said would stand. In the event, as the First Minister indicated, the new health secretary abandoned that position with a robust and welcome intervention last month. Professor Britton's report is now complete. There is no first nor second draft amended by any self-interested third party. There is just her unvarnished report. It is now or will imminently be in the hands of ministers. Will the First Minister agree to date both to publish Professor Britton's report without delay and also to say now that she expects, at least, to accept its findings and implement the recommendations made in it in full? The First Minister and I will come to all of them. In terms of the MHRA, I welcome Jackson Carlaw's offer to help to put pressure on the MHRA. The Scottish Government has already raised those concerns. I certainly look forward to hearing what the Scottish Conservatives are going to do to add their voice to the calls that we have already made. I agree with Jackson Carlaw that what is most important here is that this is a procedure that has failed. Of course, it is relevant whether it is a devolved or reserved matter in terms of what the Scottish Government is able to do. That is why I think that it is legitimate to point to the fact that the MHRA is a reserved body. In terms of the review, it is important firstly to say that the review findings were similar to those in recent reviews that were carried out in Northern Ireland, Wales, England and in some countries across the European Union. However, Professor Alison Britton was asked to review the process of the independent review. I understand that ministers have only just received that report and it is our intention to publish that report and, of course, to accept and implement the recommendations or where we think that they are not appropriate to set out very clearly to Parliament why that is the case and allow Parliament to form its own conclusions on that. We are determined to do everything that we can to recognise the suffering that has been experienced by women but, more importantly, to ensure that that suffering is not repeated by other women in the future. It has been a cross-party campaign and I hope that it will continue in that vein. Jackson Carlaw I thank the First Minister for everything that she has said there. For the women concerned, an apology and the First Minister has offered one is a necessary cathartic act. However, small and practical actions can also make a significant change to their lives now. For example, responsibility for the blue badge scheme rests with the Scottish Government. However, many of the women whose mobility has been impaired by mesh are currently simply not eligible. To them, access to the blue badge scheme, those in wheelchairs and on crutches, would be a hugely welcome and practical advantage. Now, this may not be the biggest political ask of the day but it is an important issue to the women involved and we could resolve to do something about it now. Will the First Minister agree today to instruct ministers and officials to review access to the blue badge scheme, to offer those who have seen their mobility severely impaired by mesh the singular and practical improvement to their future lives and wellbeing? I have a lot of sympathy with the points that Jackson Carlaw has made there. I will ask the Cabinet Secretary for Social Security to work with her officials to look at what action can be taken. Although I do not want to at this stage give Parliament assurances that I do not know whether we can deliver on quickly, I would think that this is not necessarily a particularly complicated issue. Local authorities, of course, when it comes to blue badges, will be relevant in these discussions as well. I am sure that the Social Security Cabinet Secretary would be happy to talk to Jackson Carlaw about how we can take this forward once we have had an opportunity to have officials look at it in more detail. 2. Richard Leonard Thank you, Presiding Officer. Today's Audit Scotland report is a damning indictment of this Government's mismanagement of our national health service. It says, and I quote, that the NHS in Scotland is not in a financially sustainable position and performance against national targets is declining. It is not the only report that has raised alarming concerns about Scottish Government health spending. A paper by Professor John McLaren of Glasgow University points to a future £400 million gap between what the Scottish Government plans to spend on the NHS each year and what it actually needs to spend on the NHS each year. First Minister, are the Auditor General and Professor John McLaren wrong? First Minister. Let me come on to John McLaren later. I will deal with Audit Scotland and I will take each of Richard Leonard's points in turn. The Audit Scotland report published this morning is rightly blunt. It sets out the challenges that the NHS is facing. In that sense, of course, it does not tell us what we do not already know or are not already working to address. The challenges that our national health service is facing are the same challenges as the national health service is facing in England, Wales and Northern Ireland, and indeed, the same challenges that health services are facing across much of the world. The Auditor General herself recognises that those challenges come from demands on the service from the ageing population growing. Of course, the task for us is not just to describe the challenge, the task for us is to come up with the solutions, and that is exactly what the Scottish Government is doing. We have plans in place, both for the investment that the health service needs and for the reform that the health service needs. In terms of the comment about financial sustainability, the Audit Scotland report itself recognises that this is not a criticism of Audit Scotland because, of course, the medium-term financial—perhaps the Labour members would like to listen to this, it is important—the medium-term financial plan that the health secretary published in this chamber just before the October recess—is not taking account of in the Audit Scotland report. Of course, that plan sets out a proposal to see the health budget increase by £3.3 billion over the period until 2023. That would be annual growth of 2.9 per cent in real terms. As Audit Scotland report says, the Fraser Vallander Institute predicts that the health resource budget is likely to have to increase by around 2 per cent per year to stand still. We are providing resources over and above that, and I think that that significantly changes the comment about financial sustainability. My last point on that is that the Auditor General in the report is clear that its current models of delivery that are not sustainable—that is why the reforms that we are carrying out are so important as well. Finally, and briefly, let me turn to the John McLaren comments from last week. There are two criticisms made there. On both of them, we would dispute the basis on which they are made. The first is that our estimate of the increased demand for health services is too low. Actually, our estimate is in line with many of the independent estimates. We estimate total rising demand of 4 per cent. That is in line with Fraser Vallander. In fact, it is slightly higher than what Fraser Vallander has recommended. Also, the Institute for Fiscal Studies and, indeed, the Kings fund the Nuffield Trust and the Health Foundation in a letter to the Prime Minister. I would take issue with that. Secondly, John McLaren suggests that our estimate for savings that the health service can make is too high. Actually, they are consistent with past performance and are lower than the savings requirements that are being expected in England. Those are my views on the John McLaren report, but, in summary, our health service does face challenges, but we are the only administration anywhere in the UK that has clear and robust plans in place to address and overcome those challenges. Richard Leonard The NHS in Scotland is not in a financially sustainable position that is in today's audit commission report. The First Minister can talk about her Government's budget choices, but her budget choices force health boards across Scotland to make £449 million worth of cuts in the last financial year alone. The Government calls those efficiency savings, but let's be clear. Those are cuts, and those cuts have increased year on year since Nicola Sturgeon became First Minister. Can the First Minister tell the chamber how much local health boards have had to cut since she took office? Health boards are not facing cuts. Health spending has increased year on year. If Richard Leonard wants to talk, as he is right to do, about the Audit Scotland report, he has to recognise that the Audit Scotland report today says that, over the past 10 years, the health budget has increased in real terms over and above inflation by 7.7 per cent. That is not cuts. That is rising health budgets. Secondly, in terms of the point about financial sustainability, I know that Audit Scotland has corrected its online version of the report this morning, but more substantively—I think that this is just a statement of fact—the report, due to the recent publication of the medium-term financial plan, is not taking account of in the plan. That sets out plans to increase health spending by £3.3 billion between now and 2023, which is over and above what the Fraser of Allander Institute has commented on by Audit Scotland says is needed to deal with the inflationary pressure. We have put in place plans to build on current record funding in the health service to make sure that it is financially sustainable in the future. If we had followed Labour's spending plans from the last Scottish election, if we had followed what they said in their manifesto, the NHS today would be—and Labour perhaps should listen to this—if we had followed those plans, our NHS today would be £360 million worse off than it is. That is the equivalent of the NHS losing 9,000 nurses. We have got the plans to ensure that our NHS is fit for the future, and we will get on with delivering them. The answer to the question that I put to the First Minister, which she refused to give, because she either did not know it or did not want to admit it, is £1.1 billion. That is £1.1 billion worth of cuts that health boards have had to make since Nicola Sturgeon became First Minister. Today's Audit Scotland report exposes the mismanagement of the NHS under the SNP, too many staff under too much pressure, too many patients waiting far too long, too many health boards having to make swinging cuts. Presiding Officer, the SNP has been in office for 11 years, and the Auditor General has today concluded that the NHS in Scotland is not financially sustainable. That represents nothing less than an abject failure of Government, does it not? Richard Leonard, in his first question to me, asked me if I thought Audit Scotland was wrong. I do not think that Audit Scotland was wrong. I have made the point that it does not take full account of our latest financial plan, which was published just before the October recess, but I think that I could equally posit that question to Richard Leonard. Let me read from page 10 of the Audit Scotland report that there has been a 7.7 per cent real terms increase in total health spending in the last decade. If Richard Leonard is coming here to say that that is not true and that there has been cuts to the health budget, is he saying that Audit Scotland is wrong? Frankly, he must be, so he should try and have a bit of consistency in his questioning. Let me set out the record of this Government. Yes, the NHS is under pressure, rising demand is putting pressure on waiting times. The vast majority of people, though, are seen within the waiting times targets. The health secretary set out a plan just earlier this week, showing how we will deliver significant improvements to performance in waiting times. Interestingly, if we look at the number of people waiting more than 12 weeks for treatment in the last full year that we have got figures for, which is too high a hasten to add of just over 80,000, if we go back to the last year before we came into power when Labour were in office, there were 104,867 waiting more than 12 weeks for treatment. We have the plans in place to protect our health service, record numbers of staff, record funding and even more funding planned, because we have the solutions, while Richard Leonard only wants to talk about the problems. A lot of interest in asking supplementaries at this stage. The First Minister is already aware of the horrific situation that my constituents David and Karen Connolly find themselves in with Mrs Connolly's application to become a British citizen rejected by the Home Office despite her husband of 32 years being a British citizen. The couple moved from Zimbabwe via Botswana to be with their son Marcus, a British citizen living for 10 years in Invernoory. Mrs Connolly is also the carer of her engineer husband, who is quadriplegic and requires 20 for their care. I have written in support of their case ahead of their appeal tribunal and to the First Minister. Can I ask the First Minister what more can we do to support the family and make the case for Mrs Connolly being allowed to remain in Scotland with her family? I thank Gillian Martin for raising this case. I have read the details about Mr Mrs Connolly's case in the daily record this morning, and I want to commend Gillian Martin for taking up this case and arguing it so strongly. My heart goes out to Mr Mrs Connolly, and I hope that she gets the opportunity to stay here as a family in Scotland. I have complete sympathy for anybody attempting to navigate the increasingly complex and restrictive UK immigration system. The one-size-fits-all approach imposed by Westminster is arbitrary and it is very often inhuman, particularly in cases that threaten to rip families apart. Literally every day just now we hear more and more stories of lives being disrupted across the country by those disastrous policies. We want to welcome people to come and live here and to contribute to our communities and not to threaten to force them to leave once they settle. If there is more that the Scottish Government can do to help Gillian Martin to argue this case, I am more than happy to look at that and see that we do it, but I want to take the opportunity to wish Mr and Mrs Connolly well and give them the message that the vast majority of people in Scotland welcome them here and want them to stay in our country. Peter Chapman To ask the First Minister how many patients NHS Grampian discharge before a necessary care plan is put in place. I am happy to have the health secretary right to the member with the detail that he is looking for. I do not have that detail to hand. Nobody should be discharged before it is safe for them to be discharged and where the necessary care plans are in place. I know that all health boards and, of course, integrated joint boards work very hard to make sure that that is the case. As we have seen over the past few years, overall, the number of delayed discharges is coming down and we have health services and social care services working more closely together to make sure that people have the care plans that they need. On the specific detail, I will make sure that that is provided to the member. Daniel Johnson Thank you, Presiding Officer. In recent days, the use of recreational firearms has been in the press from the shooting of goats through to my constituency where there is concern about the opening of a gun shop, a mere matter of yards from South Morningside primary school. Having been in touch with the police, they can take no action because their locus is over who can be a firearms dealer, not where those businesses locate. The council has no locus because it is the police that regulate firearms and, indeed, on that basis they would have more interest if someone was seeking to open a fast food joint rather than a gun shop. Can I ask the First Minister this? Does she believe that a gun shop is just another shop? Does she believe, as I do, that this apparent loophole should be closed whereby we should have regulation of not just who can operate those businesses but where they operate? Finally, does she believe that it is right to have a gun shop next to a primary school? I know that I do not. The First Minister I thank the member for raising the issue. I do not know the particular details of the shop that he is raising today, but in general terms I would agree with him that that is not something that I would feel instinctively comfortable with so that I can understand his concerns. I also agree with him that we should not see gun shops as just the same as all other shops for very obvious reasons. As the member is aware, most firearms legislation with the exception of air weapons is reserved to Westminster, although we are the only part of Great Britain to licence air weapons. Firearms licences are issued by Police Scotland. I am more than happy to look into the particular case that Daniel Johnson is raising and to come back to him if there is more action that the Scottish Government or any of our agencies should be taking. However, I would also encourage him to raise his concerns if he has not already done so with Police Scotland. I am more than happy to come back to him because I absolutely understand the reasons for what he has described today, causing deep disquiet, and I am sure that many people will too. The First Minister will be aware that eastern airways recently cancelled their Stornway to Aberdeen service with effect from tomorrow. What more can the Scottish Government and its agencies do to ensure the economic viability of air services to and from the Western Isles, particularly for those of my constituents who work in the oil and gas sectors? I can understand Alasdair Allan's concerns about this. We have to make sure that the connectivity between all our islands, including Alasdair Allan's constituency in the mainland, are encouraging economic sustainability and sustainability in a range of other ways. I am happy to ask the transport secretary to engage with him, to engage with the airline and to look to see whether there is more that the Scottish Government can and should be doing to address that particular concern. In Glasgow on Saturday, thousands of teachers will be taking to the streets to make clear their demand for fair pay settlement. They have already told the Government that they will not have their members divided against one another with some given a decent rise and others left behind. The loss of 3,500 teachers since 2007 and the reliance on temporary contracts for so many newly recruited teachers is having a direct impact on the quality of education. It means more stress in classrooms and staff rooms, more teachers who do not have the permits that let them build a strong relationship with their pupils, music lessons, acts and children going out without additional needs being identified or met. Will the First Minister promise the teachers who will march on Saturday that the Government will give them the fair pay rise that is due so that we can attract and retain the teachers that our children need? We are committed to fair pay rises for all our public sector workers, where we have already agreed deals. We have demonstrated that both for agenda for change workers in our national health service, where we have awarded the best pay rise of any country in the UK, as far as I am aware, and also for our police officers, where the pay rise for our police officers goes beyond that being offered south of the border. In terms of teachers, yes, the teaching unions have formally rejected the latest offer from COSLA, but we are all committed to continuing discussions. The Scottish Government, of course, is actively involved in these negotiations and would urge everyone around the table to take a constructive approach. We had worked with COSLA to put in place a fair pay offer for 2018-19, which would see the Scottish Government contributing an additional £35 million of funding for teachers pay. That would result in all teachers on the main grade scale receiving at least a 5 per cent increase, with some teachers receiving up to 11 per cent in one year. I do believe that that is a generous and fair offer and hope that it will be considered in such a way, but we are committed to continuing negotiations in good faith. In terms of parity, I absolutely understand and sympathise with that point. We value the whole education workforce and recognise the aspiration for parity between teachers and non-teachers. I simply point out that those involve two different negotiating arrangements. The Scottish Government is party to the teachers pay negotiating mechanisms, whereas pay for non-teachers is negotiated between COSLA and the trade unions, and we are not part of that process. Those are two different mechanisms, but that does not take away from the fact that we have sympathy with the overall point that we made. We want to have pay and other arrangements in place that attract people into teaching and give them a rewarding career when they are in it. Patrick Harvie Parity, even within the teaching workforce, does not yet seem to be acknowledged. The teachers who will be marching on Saturday are saying that all teachers deserve that 10 per cent rise. It is necessary in order to make up for the years of below-inflation real-terms pay cuts. The consequence of getting that wrong will not just be unhappy teachers, perhaps even forced to the point of industrial action. Holding back teachers' pay and squeezing the budgets of our local councils will prevent the educational improvements that I believe the First Minister wants to see. It is not only our teachers and schools. The councils that fund them need the resources to do the job properly and to do everything else that we expect of them, from social care to environmental services. If we want the excellent public services that this country deserves, we need to make the resources available. When will this Government finally give councils both the funding and the powers that they need and deserve? Of course, in our last budget, we agreed with the Green Party a deal for councils that delivered real-terms increases in the budget that they have to spend. Of course, we were also the first Government anywhere in the UK to lift the 1 per cent public sector pay cap. In terms of that point about parity within the teaching profession—I am not going to comment specifically on teachers on this because the negotiations are on-going—but generally, within our public sector pay policy—and I think that this has been backed by the Greens and others, we have recognised the need to give bigger pay increases to those at the lower end of the scale than those at the higher end of the scale. I believe in that progressive principle, and it is one that I thought Patrick Harvie agreed with. In terms of pay deals, we absolutely recognise that public sector workers have taken a lot of pain through pay restraint in recent years. We are committed—I have made this very clear, as has the finance secretary—to redressing that as quickly as we can. We have got to do that in a way that is fair, but it stands to reason that we have also got to do that in a way that is affordable. I think that we have demonstrated our commitment to this. The 9 per cent over three years that has been agreed for nurses and other agenda for change workers—the 6.5 per cent over the 30 months for our police officers—strikes a balance between fairness and recognising that we have ground to make up for public sector workers, but also recognising that we have to have deals that are affordable. I hope that we can reach the same fair outcome for teachers, because we all want to see teachers properly rewarded for the excellent job that they do for their sake, but also so that we can continue to attract new people into the profession in the years to come. I take the First Minister back to the NHS. She talked earlier about her plan to meet waiting times targets that she has failed to meet so far. On page 4 of that plan, it says that performance will continue to decline. The next quarters figures will be worse than the last quarter, and those were worse than the ones before that and the ones before that, too. Why is it in year 12 of an SNP Government that we still have to expect waiting times to get worse before there is any sign of them getting better? The answer to that is pretty well known to Willie Rennie and others. Let me repeat what I said to Richard Leonard. The vast majority of patients are seen within our waiting times targets. One of the observations that is made in the Audit Scotland report today is that 90 per cent of patients rate their care as good or excellent. That is a tribute to the NHS and all the staff across the country who work in it. However, demand on our NHS is rising. That is largely because of the ageing profile of our population, and that is putting enormous pressure on waiting times. What the health secretary did this week was to be utterly transparent about those challenges, the impact that they are having right now and what the funding plans are that we have in place to address those challenges and to substantially and sustainably reduce waiting times. I think that that is the right way to go. Although it gives Willie Rennie the opportunity to come and ask those questions today, I think that it is important and right for us to be fully frank, honest and transparent with Parliament about the nature and scale of the challenge that we are facing so that Parliament can then hold us to account as we work through this plan in the years ahead. I will continue working with the health secretary to make sure that we have the funding in place, to make sure that we are putting the staff resources in place and to make sure that we have the reform plans in place to ensure that our NHS is fit for the future. That is my responsibility and it is one that I will continue to live up to. Willie Rennie The law states that patients will be guaranteed NHS treatment within 12 weeks. That is the First Minister's law from when she was health secretary. It was an SNP flagship law that helped them to take power in 2007. It is a law that the SNP Government has broken over 100,000 times. On Tuesday, the Government said that it would keep on breaking the law for another three years. If a member of the public was to break the law this many times, they would serve time in Barlinny. Why is it that when the SNP Government breaks the law, they think that they can get away scot-free? Can the First Minister tell the people of Scotland what exactly are the penalties for breaking the law that she has flouted so many times? He always manages to let himself down on these serious issues, but I can return to the serious point. I am trying to answer it. The 12-week treatment guarantee—yes, it has not been adhered to more than 100,000 times, but 1.6 million patients have been treated within that. Patients that might have waited over 12 weeks without that guarantee. As I just said, there are now fewer people waiting more than 12 weeks for treatment than was the case when this Government came to office. The sanctions and the steps that are taken when health boards do not meet the treatment guarantee are laid down in the law, so Willie Rennie can go like anybody else and look at what they are. The health secretary engages with health boards. Health boards have obligations to advise and inform patients of what they will do to deliver their treatment as quickly as possible. Health boards are monitored on that by the health secretary. I stand here today and do not shy away from the challenges that our health service and common health services across the UK and further afield are facing, but we are putting in place the plans—we have put in place the plans—both around investment and around reform to make sure that we meet those targets and to make sure that the quality of care is as patients expect. The final point is again going back to the Audit Scotland report. The Audit Scotland report, a point repeated by the Auditor General on radio this morning, is very clear about the high quality of care that is delivered by staff in our NHS. That is something that we should thank them for. Mark Ruskell will take a number of questions. Thank you. The science is clear. We have just 12 years and three parliamentary sessions left to avoid dangerous climate breakdown. This week, our Environment, Climate Change and Land Reform Committee heard directly from the IPCC that all climate targets need to be reconsidered. Can the First Minister explain why the Scottish Government has—alongside the UK Tory Government—asked her advisers to only look at whether changes are required to the long-term climate target and not the need to increase ambition between now and 2032? We have specifically asked them for the shorter term as well. In that respect, I am being told by the Environment Secretary that I will be corrected if I am getting that wrong. That is the case. We, of course, in terms of the shorter term targets, if we look at 2020 and 2030, the targets set out in the bill that is currently before Parliament are already the most stretching targets anywhere in the world. In terms of the IPCC report, which we take extremely seriously, the central recommendation in the IPCC report is that the world should reach carbon neutrality by 2050. The bill that is currently before Parliament delivers that for Scotland. We have already passed well-passed PQ emissions, which is the other point that the IPCC report makes about the world needing to get to PQ emissions imminently. The bill does that in terms of the aspiration that many have that I share to go to net zero for all emissions as quickly as possible. We have asked the committee on climate change to give us updated advice, because its existing advice says that the 90 per cent by 2050 in the bill is already at the limit of feasibility. Of course, the bill puts obligations on ministers to review those targets to get to net zero as quickly as possible. We are recognised internationally as a world leader, and my determination is that we stay at the leading edge of world action to tackle climate change for the benefit of this and perhaps even more importantly future generations. Tom Arthur Can I ask the First Minister for her response to comments made in this chamber yesterday that people reliant upon social security, including those receiving in-work benefits, have no right to have more than two children? I think that the comments that were made by Michelle Ballantyne in this chamber yesterday were both appalling and ignorant of the reality facing many families. Appalling because the idea that being poor should be a barrier to having a family is Dickensian and shows the Scottish Conservatives in their true colours.  From next year it will apply to children of any age should their family circumstances change so that they need to claim benefits. To defend the rape clause, it misses the point that any of us can have our circumstances change at any time and what Michelle Ballantyne seems to be suggesting is that if that happens to a family who perhaps had three children while they were all in work, suddenly fall into different circumstances, those children should be penalised as a result. It is absolutely shameful that the social security safety net is there for all of us should we need it in times of distress or times of change circumstances and, frankly, shame on the Conservatives that they are dismantling that social security safety net. The First Minister will be aware that there are workers hard to build the flagship £2.6 billion Beatrice offshore wind farm that has included migrants without immigration documents paid a fraction of the minimum wage, some under £5 an hour. The Scottish Government believes that green energy is a priority. Will the First Minister act to ensure that green jobs are not exploited jobs and stop that from happening to major infrastructure projects in Scotland? I would unreservedly condemn any employer that was exploiting workers in that way. I am happy to ask the economy secretary and the infrastructure secretary to look into this specific case and to give Jackie Baillie the findings of that when they have had the chance to do so. However, the expectation of me as First Minister and the expectation of this Scottish Government is that employers have fair work policies. In fact, we announced over the course of the recess plans to toughen up our approach to fair work, both in terms of our expectations when Government grants are granted or in the public procurement system. Of course, we will set out more details of that to Parliament in due course. Despite receiving an influenza vaccine, one of my constituents developed pneumonia, requiring a full-day admission to the Board of General Hospital. The First Minister will be aware that, in Scotland, the new flu jab is only available to over 75s. Last year, influenza and pneumonia deaths hit an 18-year high. With a cold snap predicted, is the First Minister confident that under 75s are properly protected and the NHS has the correct resources that it needs to prevent further deaths? Yes, I am confident in our vaccination programme. All of us as responsible members of this Parliament should encourage the public to be confident in that vaccination programme as well. The supply of the vaccine is already available to GPs and the programme is already under way. There are a number of different vaccines in use in Scotland for different groups of people. In terms of the over 75s, it was the recommendation of the JCVI that, if there had to be a prioritisation of that vaccine, it should be over 75s that were in the priority group. That is what the Scottish Government has ensured. Of course, it has been supply issues beyond our control that has meant that, in this year, we cannot extend that to over 65s, but we will do that in future years. However, the other vaccine, the vaccine that is being used for the over 65s, is an effective vaccine. Let me take this opportunity to encourage all those who have not yet taken up the vaccine and are eligible to do so, to do so as quickly as possible. It not only protects them, it helps to protect the population as a whole. To ask the First Minister what the Scottish Government's position is on the use of daylight saving time. I am aware of the European Commission's proposal to end current daylight saving arrangements. The Scottish Government does not believe that there is a substantive economic or social case for any change to those arrangements. The rural economy secretary has, this week, written to the UK Government to stress that the effect of the proposal, if implemented, would be more pronounced than Scotland, given greater extremes in the extent of our daylight hours. The impact would likely be particularly felt by the farming community and other outdoor workers. We are currently engaging with stakeholders to better understand the potential impact of this proposal, and we will ensure that any concerns raised are reflected in our on-going discussions with the UK Government. Christine Grahame Thank you, Presiding Officer. I thank the First Minister for her answer and Scottish Government's support for putting the clocks back one hour this weekend, which I must remember to do as I did not do it one year. I welcome the letter of the cabinet secretary for rural economy to the UK Government, which sometimes being located so far south fails to recognise how long our winter mornings can be. However, if the cabinet secretary for transport will also contact the UK Government on the issue of road traffic accidents and they need the effect of these dark mornings on the safety of our school children, walking to school, particularly in rural areas with no pavements and no street lighting, such as in my constituency of the Borders in Midlothian. The First Minister I am tempted to say that the fact that Christine Grahame, due to a lapse of memory these years ago, one hour out of sync with the rest of his might explain an awful lot, but I am sure that I will pay dearly for that comment in the weeks and months to come. This is a serious issue. We will be happy to make the letter from the rural economy secretary available to Parliament and, of course, likewise with any response that we receive. As I said in my answer, we are currently gathering views on what the impact of the proposed change would be and that will include the impact on transport and other areas highlighted by Christine Grahame. The commission has stated in its own proposals that the evidence is currently inconclusive in terms of road safety, so we will continue to liaise with the UK Government. This is a reserved matter with the transport sector and rural communities on this important issue. If there are issues that the transport secretary requires also to raise, he will certainly do so. The First Minister I apologise for going over time, but question 6. Thank you, Presiding Officer. To ask the First Minister what the Scottish Government's position is on the report from Chest Heart and Stroke Scotland, which suggests that one in five patients are not receiving the support that they require. We welcome Chest Heart and Stroke Scotland's report and will continue to work alongside them to support people living with and affected by those conditions. Our plans to improve rehabilitation are set out in our stroke and heart disease improvement plans. We are working in partnership with NHS boards, the voluntary sector and a range of providers across health and social care to help to ensure that people who have heart disease or have had a stroke get access to the care and support they need to help them to return to independent living. A strategy for tackling strokes and heart disease is delivering improvements with mortality rates, which is reducing by around 40 per cent for both stroke and coronary heart disease over the past 10 years. Pulmonary rehabilitation is already a key recommendation in our national clinical guidelines. Alexander Stewart I thank the First Minister for that response. What assurances can the Scottish Government give that it will do all it can to end existing variations in access to NHS rehabilitation services, as well as provide allied health professionals when pulmonary rehabilitation is already within clinical guidelines, yet an estimated 60,000 people are not currently receiving it? The First Minister First, I say again that we welcome the report by Chest, Heart and Stroke Scotland. I want to take the opportunity today to commend them for the work that they do. The health secretary recently met them to begin discussions with them on their campaign. She has given them a commitment—I will repeat that commitment today—to continue those discussions to see how we can move towards the right to rehab end result that the NHS is looking for. We, as I said, already have plans to improve rehabilitation in place through the stroke and heart disease improvement plans. Those include priorities on rehab, transition to the community and supported self-management to support people living longer, healthier lives in their own communities. Our stroke improvement team and the cardiac rehabilitation champion are working across health and social care with the third sector to help us to deliver on those priorities. We will continue to take forward our existing proposals and any enhanced proposals that are required as a result of our discussions with Chest, Heart and Stroke Scotland. Thank you very much. That concludes First Minister's questions. We are now going to move on to members' business in the name of Jamie Halcro Johnston, but before we do, we are going to have a short suspension simply to allow the public gallery to clear and our guests for the next debate to arrive. A short suspension.