Ladies and gentlemen, we're about to begin in the next few minutes. We hope you all are having a great time. Well, Exchange for Media was set up in the year 2000 with the aim of publishing niche relevant and quality publications for marketing, advertising and media professionals. But it's organized more than 25 large format events annually and these are clearly focused on adding to the effectiveness of brands, marketeers and various media platforms for the way of debate and discussion at our conferences. Well, with this, it's time for us to queue in for the Exchange for Media presentation on the screen right now. Exchange for Media, a name synonymous with the latest news about the advertising industry in India. The Exchange for Media Group set up in 2000 has the most credible media platforms covering the entire advertising, media and marketing domain with its highly acclaimed digital, print and on-ground assets. The Group's flagship news portal, ExchangeForMedia.com reaches over six lakh subscribers who are the first to receive breaking news in the industry. The buzzing website not only covers the news but goes beyond the obvious to bring in a fresh point of view. Impact, the weekly news magazine from the Group is the most widely read business magazine in the advertising trade with in-depth analysis and news-based features providing perspective to key happenings in the industry. The monthly pitch magazine provides a ringside view of events unfolding in the marketing landscape along with media and advertising. Another monthly magazine, RealtyPlus is a market leader in repertoire on the real estate industry. Today, ExchangeForMedia is not only a leading publisher in the domain but owns the IP of more than 50 events spread across Mumbai, Delhi and Bangalore making it a powerful house of information and knowledge sharing. ExchangeForMedia has curated and launched some of the most successful IPs across marketing, digital, TV, print, radio, mobile, OOH and PR. The impact person of the year ExchangeForMedia conclave, Indian Digital Marketing Awards, TechMunch, PitchCMO Summit, India Marketing Awards, Prime Time Awards, Indian Content Marketing Awards, Golden Mics, Enbar are some of the Group's top notch events in addition to niche bespoke events and round tables curated especially for discerning clients. ExchangeForMedia events attracts tall watches speakers along with the loyal audience, comprising of leaders, trendsetters and opinion makers. They are the perfect networking platform for the entire media and advertising industry. No wonder ExchangeForMedia group publications and events have high credibility and reach and are the destination of choice for agency, brand and media professionals across the industry. ExchangeForMedia. So ladies and gentlemen, we're about to begin in the next few minutes. Thank you all for joining us and it's gonna be a fabulous day ahead of great learning and the celebration of all of us present here today post the evening. So thank you all for joining us. It's gonna be a fabulous day once again and just allow us a few more minutes. Meanwhile, why don't you grab a cup of coffee and tea and just get it inside and await for this great day to begin, thank you. So ladies and gentlemen, the moment has arrived where we're about to begin with the event. We just request everyone who ever is outside to please join us in the function area as we're gonna be beginning with this great day ahead. Thank you all once again for your kind attention and for taking the efforts of joining us physically today. Thank you once again and we're about to begin in the next few minutes. The exchange for media. A name synonymous with the latest news about the advertising industry in India. The exchange for media group set up in 2000 has the most credible media platforms covering the entire advertising media and marketing domain with its highly acclaimed digital, print and on-ground assets. The group's flagship news portal exchangeformedia.com reaches over six lakh subscribers who are the first to receive breaking news in the industry. The buzzing website not only covers the news but goes beyond the obvious to bring in a fresh point of view. Impact, the weekly news magazine from the group is the most widely read business magazine in the advertising trade within depth analysis and news-based features providing perspective to key happenings in the industry. The monthly pitch magazine provides a ringside view of events unfolding in the marketing landscape along with media and advertising. Another monthly magazine, Realty Plus is a market leader in repertoire on the real estate industry. Today, exchange for media is not only a leading publisher in the domain but owns the IP of more than 50 events spread across Mumbai, Delhi and Bangalore making it a powerhouse of information and knowledge sharing. Exchange for Media has curated and launched some of the most successful IPs across marketing, digital, TV, print, radio, mobile, OOH and PR. The impact person of the year, exchange for media conclave, Indian Digital Marketing Awards, Tech Munch, Mitch CMO Summit, India Marketing Awards, Prime Time Awards, Indian Content Marketing Awards, Golden Mikes and Ba are some of the group's top notch events in addition to niche, bespoke events and round tables curated especially for discerning clients. Exchange for media events attracts tall warts as speakers along with the loyal audience, comprising of leaders, trendsetters and opinion makers. They are the perfect networking platform for the entire media and advertising industry. No wonder, exchange for media group publications and events have high credibility and reach and are the destination of choice for agency, brand and media professionals across the industry. Exchange for Media. A very good morning ladies and gentlemen and a warm welcome to the first edition of Exchange for Media's Pride of India Brands, the Best of Parath Conference and Awards and the Pride of India which will set new standards of innovation and excellence by the Brands of Parath. Firstly, could I have a huge round of applause for all of you who made it today and the exuberance and the energy which you all are displaying. Well, the conference today is aimed at creating an interactive and an insightful platform for Indian brands, advertisers, marketing agencies and investors to realize the potential of value oriented domestic buyers away from the metros by redefining consumer touch points through impactful marketing strategies. Well, the awards today are gonna be the recognition and the celebration of the best brands built by Indian businesses over the years and will honor the spirit of these businesses during the challenging times. These awards given to the brands which have demonstrated leadership, strategic accomplishments, creativity and constant innovation in their product, processes and marketing practices. Well, my name is Bhavna Bhatia and I come in the top 100 women in India and have been emceeing shows for over a decade and it's an honor for me to collaborate and be a part of this wonderful event and being your host today. Well, the theme of the conference today is building brands for Parath. The exchange for media group organizes more than 25 large format events annually and these are clearly focused on adding to the effectiveness of brands, marketers and various media platforms by the way of debate and discussion at our conferences or felicitating the best from these fields at our Gala award evening. Well, ladies and gentlemen, the day long conference will be spread across keynote session panel discussions and speaker session followed by the brands which is hashtag pride of India brands, the best of Parath awards. Well, let's have a look at our presentation of the pride of India on the screen now. Keep your phones on the silent mode so that it doesn't disturb the proceedings of the day and also it honors everyone who's joining us on the stage today. Also our hashtag is hashtag iframe pride of India brands and of course you can see it out there as well, the best of Parath. Before we get started, I'd like to thank all our partners for the day as of course no event is possible without the partners. Our presenting partner being share chat, connecting brands with Parath, our co-cold partner being Archduck, our co-part partners being HD Media Group, helping brands reach 270 million Indians through trusted content, not just massive scale, but also real audience connection. Also we've got our co-partner being Zozo Day, which is make everyday rewarding and our knowledge partners being TAM, switch on data monetization every day. Well, let's have a look at few of our partner presentations. Connected devices. Level nine, eight nine, two one seven one five. Front line staff, suppliers, sales, channel partners, gig workers, freelancers, customers, all are human. Humans are not robots, we value relations, respect and recognition to drive results. We contribute better when we are emotionally invested. We crave for appreciation and thank you. We go the extra mile for recognition, praise and rewards. We need motivation to become better versions of ourselves. Humans are not a resource. Humans are a possibility. Unfold this possibility. Stay hello to Zozo Day, make everyday rewarding.  And of course a big thank you to our knowledge partner TAM, a switch on data monetization every day. Well, before we begin, I'd like to bring in more energy in the audience today. So I would want all of you today to give me your biggest round of applause.  Let's continue with this energy and exuberance throughout as we're going to be awarding and rewarding the best and we're going to be learning from the best today. And without further ado, it is time for me to call upon the man of the hour. Ladies and gentlemen, an event is not possible without calling him on the stage. Naval Ohuja, co-founder, exchange for media group. Let's give him a huge, huge round of applause. Thank you so much Bhavna, God bless you. Good morning. Actually it's afternoon already. Good afternoon everyone. And welcome to the first edition of our initiative, new initiative Pride of India. I'd like to acknowledge the presence of my colleague and the president of our company, Mr. Sunil Kumar, who's sitting here. This was his brainchild two years back, born out of the ideas that we were trying to sort of think through during COVID induced lockdown. As many of you know, exchange for media really stands for, we are now called EFORM by the way, we changed our name and logo last year. EFORM really stands about what's happening in the marketing, advertising and the media business, the sectors across this country and our endeavor over the last 20 years of our existence has been to engage with and look at the best marketing practices, practices of large brands and corporates across India. Unilevers, the PNGs and Marikos of the world, auto companies of the world. That's been our forte over the last 20 years. And with this initiative called Pride of India, our intent is to engage in a meaningful dialogue and also recognize brands which are really driving the next level of economic growth in this country. Pride of India is about homegrown brands, as you can see. It is about brands that are India made. It is about brands that are, as I said, driving economic growth in the country. A lot of surveys that are done by government or quasi-government bodies, also talk about Indian homegrown companies being the future for this country. And the economic growth that these companies drive also drives employment hugely because a large amount of or much larger amount of profit that these companies generate is reinvested back in the business for future growth purposes. As you will see tonight, our intent is to recognize these homegrown brands. And the beautiful part about this initiative, this program that we put together is that this is really about companies, corporate India that does not necessarily only live in the large metros, Delhi or Bombay or Bangalore. You will meet many of the winners who represent various parts of Bharat from Uttar Pradesh in the North, from Tamil Nadu in the South, to Kolkata in the East, to various parts of Maharashtra. So it's really exciting for us to have put together this initiative. Our intent is also to recognize brands or companies that are relatively new, which for lack of better terms, we call D2C brands these days, which is direct to consumer brands, brands that are funded that are changing the paradigm of how companies are reaching out to customers, which are not going through the so-called middlemen, but directly talking to customers and creating a large customer base, lot of such services, lot of products are now being sold through direct to customer approach. And you will see Pride of India initiative being a mix of mid-sized companies as well as these D2C brand. As you know, the top level of the pyramid incorporated in India is run by large corporates, which are represented by maybe a few dozen sectors. But when you look at the middle of the pyramid, which is our intent through Pride of India, the middle of pyramid really is about thousands and hundreds of thousands of companies, which are based across hundreds of geographical locations. The interesting part also is that the sectoral representation in this middle of the pyramid is huge, unlike the top layer where the big boys are kind of represented by a few dozen sectors. As I said, the middle layer is about thousands or perhaps hundreds of sectors. You will see sectors like garments, I mentioned D2C, you'll see sectors like real estate, bath fittings, food products. It is a really wide list. So really, this is an exciting initiative for us. And thank you for being part of this initiative. As you know, the time till evening will be spent in the conference, the Pride of India conference, where we'll talk about various issues that are driving growth in the mid-size corporate India. And then 430 onwards, we have the award show. I'd also like to thank and acknowledge the presence of Mr. Elvi Krishnan, the CEO of TAM in India, who are our knowledge partners and who also did a lot of groundwork with us to get this initiative going. With Elvi and his team, we curated the first list of companies that you will see on stage tonight and also during the day while the conference is on. So thank you Elvi for partnering with us for taking the initiative to do so. Thank you also to Ajit Varghese, Akshath, the entire team at ShareChat for investing faith in this initiative, for supporting this initiative in year one and our other partners, there's Archduck and also the Hindustan Times team. I'd also like to acknowledge two people who've been, I mean, our entire team has been involved, but two people who primarily really driven this initiative, Ankit, who's here and Ankit came on board only three months back. So for him, it's been a kind of baptism by fire. Also, Simran Sabarwal, who's been with us for a good part of eight, nine years now and she's based in Chennai and she's been truly instrumental in driving this initiative. So thank you for all of you for being here. With you, I look forward to learning a lot through the day and also meeting some of the, you know, winners tonight. Thank you so much. Well, ladies and gentlemen, let the applause continue as it is time for us to now call upon Sunil from our president exchange for media group to join us as this being the brainchild. Let's give him a huge, huge round of applause. It's an honor having you here with us. Please, we'd love to have you on the stage now. Good afternoon. But nevertheless, I said everything that you said. You know, we all work together, as never mentioned the team. And, you know, yeah, so it's a nice feeling always. You know, we think of several things to do and we're able to do some of them. What I can share perhaps is the vision for this. We're going to make it bigger. One secret, if I can let it out, is, you know, we are going to go out of Bombay and Delhi and do it in other centers where people are actually located. Right? Obviously, we won't be able to fit in 100 cities, but we have in mind certain cities. I was discussing with Seema. She's the head of sales for SMB at Share Chat. And she was saying, yeah, that's true.  Right? So that's one thing we are going to be doing, discovering more brands who are in this space. We know there are, as we told us, there are a few lack brands that he tracks. You know, their spends or their marketing, right? He's going to share some of insights from there in his session. So we are going to discover many more brands. We won't be able to discover all of those few lags that we tracks, but yeah. So we're going to be doing that. And at some stage, perhaps do a lot more coverage thanks to Nazia and her team. You know, we have started covering these brands more extensively on our editorial platform. So that's something I'm very happy about.  You know, also what we are learning is that, you know, they have the insights, which probably some of the large brands miss out, right? So it's not really something they have, you know, that something we already knew and they're just trying to copy the large brands or things that have happened. These are the guys that we're going to realize we are going to meet some of those brands on stage, they'll share their stories, which I'm also really looking forward to as to what they share, how they made their brands happen. So it's like a new marketing paradigm. It's a new brand management thinking that's going to happen, which is going to be purely, purely Indian. You know, as we hear of Korea, how different it is. By now we know from this web series that different society, different way of looking at things. So I think that's something which we are really trying to do in terms of discovering what's making these brands tick in India or what everyone likes calling it Bharat and rightly so. They really belong to India. They're about Indian people. You know, we hear of a certain brand of OTT, you know, not doing too well in India and they're saying, you're saying you didn't understand Bharat. You didn't know why they didn't, they're not succeeding the way they should. So I really seek support of everyone to be a part of the journey. Do share your feedback. Do tell us how we can do more, how we can do things better. And with that, I thank everyone for joining us this morning. Thank you very much. And I look forward to meeting you all. Thank you so much, Mr. Kumar. Well, ladies and gentlemen, with that note, it is time for us to get started with our first keynote speaker of the day, Mr. LV Krishnan, CEO Tam Media Research will be talking on Insight Session Outlook on SMB Advertising Intelligence Trends 2022-2023. So with this, let's give him a huge, huge round of applause as we welcome him on the stage. Come on, audience, you can be much better with that. Let's get more energy. Good afternoon to all of you. You know, just a couple of days back, I came across this media report which said the fact that almost on 30,000 brands in India connect with 80% of the consumers in the Indian market, actually. And these 30,000 brands are small brands. What it said beyond those lines was the fact that today, the brands from Bharat are walking shoulder to shoulder with those multinational brands which came around 50 years back or 60 years back into this particular country. And that is an enormous pride for all of us, actually. And I believe the fact that when I take you through this presentation and went through the data, a huge amount of data that we collate on advertising trends across different platforms, some of the brands and some of you all with owning those brands, sitting in this particular room, the next decade will probably be among the top 100 global brands coming from the Indian market. So it's an additional pride for this forum to have hosted 10 years before that happens to be sitting in the same room and talking to you all. So with that, let me take you through some of the things that we found in the data. There's a huge amount of insights available, actually. I just called out a few bit of it to take you through what it looks like as the new era of Indian brands emerging into the global market. So what we're doing basically is focusing on three things. Why the focus on SMD in an advertising spend arena? Evolution of how this SMD advertising has happened on the addicts level. And you picked up one of the category called spices to see how it has emerged and what kind of competition exists within that particular category itself. And you'll be amazed to see the fact that when we talk about competition in categories like shampoos and so led by multinational brands fighting it out, even in a category as small as spice, this actually, you have so many Indian brands that are fighting for the consumer's attention. The reason for focusing on SMD, of course, is the fact that today, it has almost on six and a half crore players playing out in that particular market in different categories occupying different consumer segments and in retail stores as well as in the income space. But and definitely it's one of the biggest one that is contributing to the Indian GDP growth rate. Apart from that, it's the entrepreneurs who are pioneering these products or energizing this particular categories that are leading the way, creating employment, as well as of course the new businesses that consumers are interfacing with. And government of India has already recognized that but the most important thing that we want to leave behind here is that the SMD market penetration has grown multifold after the during and post the COVID scenario. Primarily probably led by the Ecom platforms that have come in place and allowing them to transact the goods business over his larger pan India market. So when you look at advertising at an overall level in the last one year, it's around 74,000 crores of money has been spent on different platforms, television, print, radio, digital, et cetera. But when you start breaking it down, there's a very interesting element of surprise that comes in. The minute we talk about 74,000 crores, we think about a Unilever or a Procurent Gamble or a Hero Motors advertising in a big way. But what you're seeing is basically 47% of that 74,000 crores is led with only around 0.03 advertisers. Of a scale of around 500,000 advertisers, just 0.03 percent of advertisers actually contribute to 50% of advertising. There is a 1% of set of advertisers who contribute the rest 38% and the long tail of 99% of advertisers contribute to 15% actually. An S&D segment comes within this 38% and 15%. It's broken down into both these two interfaces actually. So in a large manner, the growth that is fueling advertising and making advertising spends look as big as 74,000 crores is largely coming from this 99.9% of advertisers who are energizing different media to build their platforms and create content and serve consumers or engage consumers with entertainment and information. What we did was that with the forum, we picked up 600 of them actually from that long list of S&D advertisers and which are spread across 350 categories and 400,000 or some plus advertisers and we looked in depth to understand what is actually happening with them actually. Now if you break this down over the three years, 2019, 2020, 21 actually, the green section of the bar, stack bar is actually the S&D contribution to advertising and the rest comes in the yellow bar actually. Each year, they almost contribute to 5 to 6% of advertising which is almost on 4,000 crores. So if you put together all the S&D brands actually, the 600 brands that we have put together, we have listed down, those 600 brands contribute to almost on 4,000 crores out of the 70,000 crores that are being spent on advertising. During 2020, they actually collapsed. So in 2021, they have recovered back very well. So when you compare 2021 to 2020, which is the green section, you see a 29% growth rate. But when you look at 2021 compared to 2019, you're still lower than the 2019 total volume of advertising spends in the country. So for 4,300 crores that they spent in 2019, you're still around close to 3,000 or 3,900 crores in 2021 actually. If you look at categories, these S&B sector comes in out and the 600 S&B sector is coming actually. A vast action. But if you look at the top 10, which is contributing to bulk of the spends, which is around 40 to 50% of the spends actually, you see the e-com sector, retail and education sector and dominating across all the platforms, whether it's to take TV, print, radio or digital, retail and e-com largely dominates that particular one. And one of the key categories that is emerging from that is also spices. Homegrown, locally produced products, traditionally produced products, have become one of the largest advertisers from this particular category of genre of advertisers. Besides of course, you see besides e-com, you also see retail outlets advertising, specifically the jewelry category or textiles and clothing category. You see students focus on competitive exam centres advertising and of course, you see home products slowly coming up in a big way. If you break the pre and post of pandemic and look at how advertising has actually happened, there's a big bounce back that you see towards the end of the year. So the yellow bar, yellow stack is basically the October December period, which is a festive period. The July-September period is the light green, April-June is the dark green and the red is the Jan-March period, between 2019, 2021. Across all the form key mediums, print, TV, digital and radio, what you're seeing in 2021 is there's been a big bounce back of advertising in the last quarter of 2021. So that portrays what kind of growth one is going to expect in 2022 and as we go into 2023 actually. 40% of advertising is actually happening in that particular period compared to the previous years for the same quarter. So let's break it down further now into television, print, radio and digital and see what's exactly happening. Some key nuggets. The interesting thing with SMB advertisers is how they focus on television. Very, very focused in terms of the kind of genres that you want to consume and what they want to communicate in terms of messaging actually. While if you look at on the left hand side, the overall advertising scenario which is primarily focusing on genres like movies, a bit on news which is on 20% of money being spent on news and then the rest of the genres come in. For the SMBs it's very clear that who their audiences are actually. Most of the audiences are on the news platform. So 40% of stands actually happen on that side and then of course followed by the feature films that comes as the second segment actually. If you look at the kind of advertising they are doing because of the sharper messaging that most of the products do in the SMB sector, the duration or the commercial durations that they use is also much shorter. So they know the fact that consumers have very little bit of time that they connect with on advertising and therefore their focus is very, very, very clear. Most of the advertising happens if you look at the lower section which is the SMB advertising, 43% of advertising is less than 20 seconds. While at an overall level for advertisers it's only 26% of advertising which is less than 20 seconds section. If you think the fact that SMB advertisers don't have the money to spend on advertising, you're wrong. Look at the celebrities that they've used actually. They've used like a Goldie Masala using Salman Khan or Amitabh Bachchan or MS Dhoni coming up as brand ambassadors actually. So there has been a major usage of celebrities to get messaging across to the end consumers. So they're not falling short of seeing how do I connect with consumers and make my brand presence connected with consumers effectively in nature. If you look at the number of endorsers that's been used by SMB sector, among the 600 brands that we picked up there's almost 100 odd brands that have used endorsers in a significant way which is almost one third of all the advertisers who have used in endorsements from celebrities during the course of 2021. If you look at the digital side, there are 165 web publishers that have used, so it's not a, while YouTube and Facebook are large platforms that are used by SMBs significantly but money has also gone into various other web publishers to get eyeball transactions actually. Although later on I'll show you that digital advertising among SMBs is lower in lower proportion than the regular advertisers. Most of the money is being spent on traditional media, TV and print because they're getting a continuous feedback on consumers on how they're connecting back with the brand. There are 200 plus categories that have actually used SMB in digital platform that are in SMB that have used digital platform. There are 345 advertisers that have used it and around 1000 odd brands. So digital is a little slower in growing within the SMB sector, but it's definitely taking shape in a big way. If you look at categories using digital in the SMB sector we saw is using traditional medium among the SMB sector. You'll see traditional medium being higher. Around 270 plus brands using traditional media compared to 200 brands have used, 200 categories have used digital. Even if you're looking at the brands around 2600 brands have used traditional media which has only just 1000 brands using digital platform. You'll see the big brands categories and advertisers using digital platform. See a lot of e-education or edutic brands rental products like what you see over here the e-com home interior furniture which is for Lanko using almost 7% of advertising on digital platforms. So you see a combination of education, e-com and rental companies using digital as you head into 2021. And if you break that down between video ads and display ads which is more or less similar. So unlike regular advertisers which have skewed towards display advertising on digital there's a huge amount of focus here on the video advertising to get communication of the brand through very, very effectively on digital platforms. And between YouTube and Facebook which takes a larger share of the advertising it's not very, very different most of the advertisers in the duplicate tool between Facebook and YouTube. Although there are very clear separation you see brands which are also very aligned to specific platforms specifically when you go down the order in categories like spices, et cetera. Between digital and traditional media at this point we are seeing a 20% overlap which is lower than the regular advertisers overlap between digital and traditional media. If you look at print quickly while print gets most of its advertising from north and to certain extent from west market SMB advertising on print has largely been heavily focused on the south zone market action. South has become one of the biggest contributor to print advertising from the SMB sector. That's also because of the fact that the retail category is big in south much bigger in south than in west, north and east. Language wise obviously therefore because of the skewed towards south language becomes the important platform for publications to look at. And festival advertising is a big thing among the SMB advertisers. They use festival applications to push the brand very effectively and the returns also been pretty good for them during this period. That's why you see October, December being a key element of a period of advertising plus at the same time the media makes specifically print heavily being used during the festival sign. On radio, again you see from among the SMB advertisers south becoming a very, very strong contributor to the overall advertising of SMB on an all India basis action. And in radio to just like on TV you see shorter duration advertising, clear branding coming through very, very clearly for SMB sector. So that's why we need on to the spices as a case study to give an idea about how brands are using media in a significant way. And we picked up this because it was among one of the top five categories and we also saw this category puzzling with competition in a significant way. So if you look at this category you'll see digital and print very, very small component actually on 6% actually. Bulk of them is largely into TV which is two thirds of them are on or three fourth of them are on television and another one fourth of them close to is on radio. That's on a very only localized level basis. If you look at how things have changed over a period of time actually print is the one which is degrown. But although the digital may have been just 4% of the overall value of wise the growth seems to be pretty significant in nature. Digital has grown by almost 172 times unlike television which is on 27% or radio's around 40% growth rate actually. So digital is growing effectively within this particular category. Brands are attempting digital and trying it out and seeing whether they are whether they are giving me the ROI, same ROI as or television has given me or radio has given me nature. But they're not gone completely switched over to digital and you'll see that in the next slide where you'll see presence across all the four mediums by most of the brands actually. So if you look at SMB categories print and radio's mine declined in 2021 and TV and digital is where they see the growth in happens happening. And this is one of the most competitive category that I said. So if you look at the big brands like a Shivam Goldy Masala or a Shakti Masala all of them are jostling for space and consumer attention in nature. And because there's so much of competition that spread across media is pretty strong in nature. So they're not isolated to one single media and saying the fact that's where our focus will be in. Most of these brands try to focus on all the medium and trying to connect it wherever the consumers are getting available in. So if you look at the top 10 brands they almost take away around 74% of spends on television almost 90% of spends on print almost 92% on radio and almost 99% of them on digital. So although the category may have something around close to 30 odd brands in terms of competition is the top 10 brands that are dominating advertising in a significant way. If you look at some of these brands like Shivam Goldy Masala over year to year from each of the medium perspective. Most of the years, most of them have grown actually when you compare it to the previous years. So in terms of ad volumes and ad spends there's consistent growth rate that is actually happening. And at the same time what we are also noticing is that because competition as the distribution has democratized the brand availability across markets the need to fight in the marketplace has also started growing with continuous new messaging new creative as well as shorter duration communication happening significantly. So to end up this small nutshell presentation if you were supposed to look at the growth of where advertising is going to be for S&P sector in the near future and what is their contribution going to be for in the next five years actually. We already know the fact that BSE is expecting or witnessing almost on 60 plus S&P is to bring any pre funds to this year or the 16M 2020 saw almost on 16 S&P is raising almost on 100 plus in IPOs and MSNB is encouraging the fact that you all move on to the government marketplace. From an advertising perspective this is what we are seeing actually. The S&P sector which is marked in the green bracket of the stock bar is actually showing almost around close to 14% growth rate next year which is almost around close to 30% more than the average growth rate of the advertising industry and a 12% growth rate year after from 23 to 25. While in terms of market share between S&P and the rest of them they will retain around six to 7% market share numbers but growth rate is a much more faster growth rate than the average advertising industry growth rate that's happening. So this is a sector that we all need to keep looking at it closely and it's amazing how they are making this happen purely with infrastructure support and brand solution supports happening driven internally by their own organizations without much external support. So that's what it is. Thank you very much for your time and I hope you've leamed out some bit of information from the short presentation. Thank you. So we just requested, please join us on the stage. We've got a lovely moment to give away to you. So ladies and gentlemen, first up a huge, huge round of applause and I'd just be stepping in and if we have Mr. Oja we'd love to have him on the stage but if not I'll just take the liberty of stepping in and giving you the momentum of that first. Ladies and gentlemen what an incredible presentation. I was just sitting through it and so many insights and we're ever so thankful to you for joining us Mr. Krishnan with all your insights and I'm sure that's gonna help a lot of brands who are present here today. So with this it is time for us to move on to our first panel discussion. We've got the business leaders round table and they're gonna be talking about building brands that Bharat Trust businesses do not need to spend too much money acquiring new customers. All they need to do is a plan. So this session shows how to optimize your marketing budget to increase a profit margins and make your brand that Bharat Trust. While we're getting the stage ready for our panel discussion I'm gonna be taking the liberty of introducing to you all our panelists and our moderator. So please do give them a huge round of applause once they join us on stage. Well the session is gonna be moderated by our moderator Aftab Naqwida group CEO of Gozoop and we're gonna be having our panel members shortly joining us. First up we're gonna have Ashwinder R Singh CEO residential Bhaltia Urban. We've got Mr. K.R. Nagarajan chairman Ramraj Kottan who's gonna be also joined by his son who's the CEO of Ramraj Kottan Arun Ishwar. We've got Mr. Utsav Malhotra COO of Noise. We've got Mr. Rishi Sharma VP Bedinath and we've got Mr. Cheh Bhuvan the partner digital of Deloitte. So with this we're gonna be shortly once we have all our chairs being placed on the stage but meanwhile we hope you're having a great time and do keep tweeting about the event do let the word go out. Of course we'd love to share shares of all these learnings to reach as much of audiences possible beyond this room. So while we have the stage getting ready so just allow us a moment while we get it ready to be on the stage. Meanwhile, thank you all once again for joining us and we're gonna be once again announcing the moderator and our panelists. Our moderator being Aftab Naakwi the group CEO of Gozoop. We've got our panelists, Mr. Shwinder Arsing CEO residential Bhaal Kiya Urban. We've got Mr. K.R. Nagarajan chairman Ramraj Kottan who's gonna be also joined with his son Arun Ishwar CEO of Ramraj Kottan who's gonna be helping in the translating. We've got Mr. Utsav Malhotra, COO of Noise. We've got Mr. Rishi Sharma VP Bedinath and we've got Mr. Chebuva the partner digital Deloitte. So with this as we can see the stage shortly being ready we're gonna be just requesting one by one our panelists and our moderator to join us. So ladies and gentlemen with a huge round of applause first up could we have our moderator Aftab Naakwi group CEO Gozoop to please join us. Thank you so much. We'd give you the liberty to choose a table for yourself. A chair whichever you'd like being in the center we've got seven of you so I believe a center would work perfectly for you. So while we have of course our moderator Aftab Naakwi group CEO Gozoop I just shortly request Mr. Ashwinder Arsing CEO residential Bhaal Kiya Urban to kindly join us. Ladies and gentlemen a huge, huge round of applause for Mr. Ashwinder Arsing CEO residential Bhaal Kiya Urban. As we've got our two dignitaries on the stage I'm gonna be taking the liberty of now calling upon Mr. Kiya Nagarajan Chairman Ram Raj Kotan who's also gonna be accompanied with his son Arunishwar CEO Ram Raj Kotan. A huge, huge round of applause for both our gentlemen for joining us the chairman and the CEO of Ram Raj Kotan. Thank you so much for your valuable time. With this I'd now like to along with your applause Ladies and gentlemen call upon Mr. Utsam Malhotra. He's delayed a little. Okay, he's gonna be joining us shortly. We're gonna be now, okay, perfect. Mr. Utsam Malhotra CEO of Noise. Could we have a huge round of applause? And if I can just say, could we have some noise for him? Yes, certain funds will keep coming and I hope the brands appreciate on that. Well with this we're gonna be having Mr. Rishi Sharma VP Bedinath if you could have the honor of having him on stage. Ladies and gentlemen, a huge, huge round of applause. And I'd now like to take the honor of calling Mr. Jeb who our partner is still delighted to now join us. Ladies and gentlemen, a huge, huge round of applause, please. As well as our stage is set, it is time for me to pass on the light Bedinath to our moderator. It's gonna be a tough task ahead of us to take forth with this glorious panel of yours. Over to you. Great, thank you very much. Very warm welcome to everyone present here. Mr. Elvi Christian just shared some very valuable insights as to how the contribution of SMBs to ADEX is increasing. What looked even more promising is the growth over the next four years. And for me personally, it was a contribution of digital and how that is growing as a percentage of the total ADEX. You're very interesting to know that in fact, our country is the ninth fastest growing market for digital advertising spends in the world. And that is also growing extremely, extremely fast. Today, we'll deep dive a bit further. And with all the fantastic panelists that we have here, we're gonna get deeper into figuring out strategies as to what they're using to acquire customers more effectively and efficiently in a connected world in Bharat. We'll also be asking them about questions as to how they're optimizing their marketing spends, how this queue has happened for them over the years, especially in the past 24 months. And most importantly, we'll be asking them as to how they're truly building a brand that Bharat loves. So with that, a very warm welcome to all the panelists here once again. Before we deep dive into the questions, I think it's important to just mention that the past 24 months have been challenging for a lot of people. But while the challenges were there, there were also a lot of opportunities. And the brands that really took these opportunities are the ones which zoomed ahead and today possibly are becoming the pride of our nation. With that, let me get in Rishi into the conversation. Rishi in the past 24 months, we have seen that consumers have become more and more mindful about the health and being more concerned about it. How has that really impacted Bedinath as a business? And what have you done to navigate that? Thank you, that was a great question. So definitely the consumers have realized that their health and wellness is of utmost importance and they want to learn more about it. They want to read up more about it. It actually led us to have a complete digital transformation within the organization, whether it comes to the consumer facing side or it is the company facing side. Consumer facing side, especially at D2C website, which was primarily more of information giving, had to be really revamped to provide the right information that the consumers were looking for. They were looking for specific details on specific products, specific details on raw materials, specific details for specific ailments. We as an Ayurvedic house had to provide that information to the consumers and ensure that the right information reaches them. At the same time, we also had to revamp a complete digital presence so that they could reach us in the right way, no matter where they start up from. So whether that's social media integration, whether that's SEO, whether it's linking our website to our various other channels. So ensuring that the consumer had a very easy journey to reach the right information that they were looking for and also to provide a seamless experience for them to actually purchase the products online, because as we are aware during lockdown during the past 24 months, e-com sales were actually boosted a lot. And we want to ensure that the consumer was able to get those products in the right way, in the fastest way and be able to buy the right product for themselves. So that complete digital transformation actually helped us provide the right guidance and the right products to our audience in the past 24. Okay, Rishi, I'm gonna come back to the point you made about e-commerce and D2C. And I would be interested to know more about how you're leveraging D2C in Bharat. But I'll come to that in a moment. Let me take the same question to Mr. Nagarajan. Mr. Nagarajan, for your company, how did COVID impact? And how did you navigate that entire thing? Did you do anything differently? What happened to all? My name is Nagarajan, Founder and Chairman, Ramraj Gattan. Our total business in radius is where of Doti. On the COVID time, we are manufacturing masks. Supply to hold South India. Secretary. Now, in COVID time, in our company, we didn't tell anyone that we don't have a job. We gave all the credit and permission to wear masks. We prepared masks for the market and gave a lot of credit to South India. We didn't take anyone's job. Even if we were close to getting food, we needed all the credit. We were getting a lot of digital money. So, we didn't have a big business. In the COVID time, we had a 25-20% salary in January. We gave a lot of credit to COVID. We did a lot of business. We didn't have a lot of money. Good afternoon, everyone. Basically, what he is saying is, during the COVID times, we never took a pessimistic view. First thing, what we did was that we decided that we are going to pay everybody the salary.  So, that was a very positive intent that he had. He said that I'm not going to do any of such decisions. And he also saw COVID as an opportunity. He didn't see that he had nearly 200 stores. All those stores were closed. But he never, again, took it in a negative way. What he did was he tried to build the e-commerce site. So, within two months, we saw our e-commerce site actually increase in volume by 100 times, not by just a few percentages, 100 times the volume grew. And further, what he did was he had a lot of stock of fabrics. So, he wanted to actually, you know, utilize them and create masks. And I don't know how many people from South India are here, but in South India, if you go to any temple in Tirupati or anywhere, you will only see Ramraj mask. It's such a dominant position in the market because the main reason is his whole mantra was first positivity and affordability. Those two things is what he showed to the consumers, automatically consumers, they embraced it. And what he wanted to say was in that financial year, the COVID financial year, also the business grew by 25%. We never actually had any sales de-growth in that year. In spite of having four months, our entire stores are not operating. Lovely, positivity and affordability, great mantras for success. Let me take this to Utsav. Utsav, past 24 months, would have been very disruptive for your organization. How did you really navigate and made the best out of the situation? So noise for those who may not know is a smart wearables business. And for us, COVID had a very different impact. The last 24 months, almost certainly assured that India woke up to monitoring health, which was, let's say two years ago, a case of us educating the consumer, today it was more a benefits approach. So we'd migrated the funnel dramatically, where the consumers were willing to accept, but more proactively come and ask for a product that existed. For us, I think it was a huge learning experience to adapt. And I think, I don't think it was a disrupter. I think it was really an opportunity for businesses to reorient themselves, take a step back and not be caught in the rigmarole of the daily chores and the business's usual operations that we kind of surround ourselves with. For us, I think what was a revelation was that we managed to connect with our consumers a lot closely. We engaged in weekly Zoom call focus groups of sorts with our consumers to take insights. And those insights translated into products that we'd never done before. New use cases started emerging, where consumers basically said, you know what, we are at home. And now the battery life needed on an earbud is a lot higher because the work from home need has changed how we're using the product. Stuff like now that we are at home, we need noise cancellation because you're surrounded by 20 other people and therefore a solve is needed. So when we actually did that, I think not only were we serving a solution for the consumer, I think the result was in how the sales translated. Noise today is not only India's number one smart watch brand and we've been so in the last seven quarters on the trot. We are now in the basic smart watch category, the number one brand in APAC and number three globally. And for a homegrown brand to put India on the global map during this period, I think is no mean feat. Most importantly, our business grew 240%. We registered profits, the employee fold grew by almost 100%. And we did all of this while it's remaining bootstrapped. So I think for us it was a blessing. Lovely, that's the way to go. What's up, you mentioned a lot of things, including how you're getting insights from your customers. And I think that was a very interesting way to do it. But you also mentioned about work from home and it'll be interesting to understand how work from home has impacted the real estate industry. So Ashwinder, how is COVID impacted and work from home becoming mainstream? Did that impact in any manner your potential customers? Thank you. Actually, just to give everyone a brief introduction, Bhartya city is now India's largest integrated township with around 150 acres of development. Our concept always was that it is a city within a city. And at core design was an important aspect. So a lot of focus was there on design. We have now 6,000 families staying there. And somehow, we always felt that home is not just the four walls, but it is what inside those four walls and what is outside that four walls. And how do you design? How do you kind of design something which is 700 square feet, but looks like 1,000 square feet because we've seen a lot of 1,500 square feet looking like 1,000 square feet. And as we say, roti kapra makhan, this is a very sensitive subject. And real estate went through the toughest phase in the last decade. However, COVID had a brilliant... COVID was very unfortunate, but it had a brilliant impact on the millennials because that was the segment which was always talking about the shared economy. And suddenly a home became a very important aspect of it because of work from home. And the time that was being spent on home, spent in home, like in Mumbai, because most of the people in the family were working, they would leave in the morning and come back in the evening. So a home was mostly to be spent during weekends and to sleep at night. But this completely changed. So the sales in the last two years, overall in the residential sector, which is 85% of the total real estate in India, have been dramatically high, very positive. The millennials, which is in the age group of 28 to 35 are the biggest segment that have been buying. And that requirement of an extra space in the home became very important. That is why they wanted to move from a rental home to your own home. So work from home actually is now, they say it's like a hybrid because it will always have some segment of the working economy working from home. And they're also talking about a third space now, which is neither the home nor the office, but somewhere in between. So that is also emerging. But COVID, most of the developers reinvented themselves who were developers with a lot of brand equity. It differentiated men from the boys. Most of the debt in the real estate sector went away in the last two years. If you want to go and buy or ready to move in apartment, say for example, in Mumbai, you might not get it today. You might have to buy it on resale and not from the developer because there aren't any, because everything is sold. The requirement of debt from the banking world and the financial services world from developers has reduced drastically. So COVID has really turned around the real estate sector, which was going through the worst part in the previous decade. So that's how it is. Great. I'm sure there will be way interesting to know later possibly how you mentioned about millennials. How did you go about attracting them? But I'll come to that in a moment. Let me get Jay into the conversation. Jay, you've been advising, working with multiple brands, clients. How have you helped them navigate during COVID and post-COVID times? Great. I think at Deloitte, we have been fortunate enough to be part of many success stories over a long period of time. During COVID, when we looked at most of our clients coming to us, most of the brands coming to us, the fundamental theme that tied the outcome of their success during COVID time was the why behind their brand. Communicating in your channel, communicating with new product services, packaging, and delivery, and even all things around your product is all of which, when the ethos and why you exist, if that is consistently represented, because that's the soul of your business. Most companies spend time in getting, yeah, most companies got that right during COVID. The ones who could not fell behind. The ones who were able to utilize their messaging consistently across this, and it required a lot of foundational capabilities within the organization. And I think most brands which LeapFrogued had some sort of digital capabilities in their organizations. Jail, stay with you for a moment. Are there any marketing strategies that really stand out for you, or possibly any platform which is not the usual platform that your clients use to reach out to Bharat and to really acquire customers? Would you like to share any example of that? We always say when you buy your platform, you can only achieve parity, but you have to differentiate yourself. That's where your uniqueness, your co-competencies needs to come into the play. There isn't a silver bullet. What we have seen many organizations to, and quite intelligently, they've been using the influencers who are not the famous ones, but who have the potential in a local market. And we saw the TAM report in the early part of the presentation, turning influencers into creators was one very strong theme for the S&P brands that we worked with and we observed. The second thing that stood out was spending time and energy in first-party data, especially for the direct-to-consumer brands where third-party cookies are systematically going away. It's a matter of time in two years' time you wouldn't have access to those. Imagine if you were to start only then and say, how do I create a virtuous cycle where better services are offered to my customer when in return I get the better profile of my customer? Having all of those strategies in place, you're not gonna get it right first-time, but having small initiatives and moving the needle is very, very important. Okay, so leveraging influencers as creators, also leveraging first-party data, making better sense out of it, great strategies. Rishi, would you like to add something to it and also tell us that when you leverage e-commerce to really connect with Bharat, what are the marketing strategies that you really deployed and how did it really help? Sure, so, Bairdnath has always been more focused on their traditional Ayurvedic medicines, which we always felt was more popular on the GT segment and our focus on advertising had always been on GT, traditional print, media, radio. Digital was barely 5% of our advertising spends, but during COVID, we realized that there was an audience on the digital platforms as well, on the digital stage who were interested in Ayurvedic products, who were interested in knowing about these Ayurvedic products, reading about them. And they were more comfortable in ordering them, say from Marketplace or from the direct website of the brand and who were not really interested in going out to a store, say to a chemist or a general store to buy that product. And they would always compare products before buying and see whether it actually fulfills their needs and their requirements. And Rishi, this was not in tier one, tier two cities, this was in Bharat and Bharat across India. Exactly, so Delhi Bombay aside, we also had to go down to tier three, tier four cities and we saw that the same trend actually followed there, where the consumer actually wanted knowledge, he wanted information and then they would want to compare and buy the right brand, the right product for themselves, whether it fulfills their needs or not. So we realized that we had to also become the information provider and the person who would actually help them make that decision to ensure that they get the right product and the right ingredients in that. So we really pushed our own D2C website by giving them a lot of the required information there. We also leveraged social media a lot because especially in say tier two, tier three towns, Facebook, YouTube, these are a lot more popular, especially with the younger audience. And they use it as a medium to say, consume data or to sort of like browse through videos or photos. And as mentioned earlier, we use a lot of video ads rather than display ads. And that actually helped us grab a lot of share of that audience, which helped us drive sales towards our website. And during the first lockdown phase itself, we saw an 800% growth on our D2C website, which we had continue on for the next two years. And just by that organic sort of audience that we were gaining through our social media, we achieved that. And then we started off more on the inorganic front by doing display ads and other advertising. So I guess for us, the key part was getting that organic audience initially who were genuinely looking for a product. And we were just there to give the right product the right time to them. And leveraging that and then using that base to reach the audience who are also looking for a similar sort of product helped us drive that sales to like. Okay, so like look like audiences you would have used to leverage that as well. So in addition to just two points of influencer and first party data, I think two valuable points here from Rishi. One was in making sure that when someone is looking out for you, your digital hygiene is in place and you're discoverable, mapping the entire customer journey and possibly video ads, which has really helped you. Ashwinder, would you like to add something to that? You mentioned about millennials and attracting them. What are the kind of strategies that Bharti Arban has used? See, one of the things that worked beautifully well for us was that people wanted to, you know, either walk to work or they now want to walk to retail hospitality. So the second Leela hotel has come up in Bharti city. We have the largest mall of Bengaluru, which is in North Bangalore. And all of this started playing very well for us. And suddenly we saw a spike, not just by advertising our homes, but advertising what an integrated township offers you. So, you know, you could be saw a lot of people on their calls while walking in the park or, you know, just the family was having their picnic and the guy, you know, just on a distant was working. So the millennials, because the distance from work to home kind of blurred because you were working from home and people wanted to, they were not really worried how much distance they have to travel. So they wanted to be in an integrated township and that is where the millennials, which was the incremental segment that gave that, you know, positive blip to real estate started looking out. And the way we reached out to them is because real estate is a B2B2C kind of an industry. In India, you know, you hardly have clients buying a home directly because they have their own brokers, either institutional or neighborhood brokers. So our focus was more on training the channel partners, giving them the USPs of what an integrated township offers, making them, you know, just tell a story that how it is going to help the millennials if they kind of shift it to an integrated township. And obviously we had an advantage because we didn't have competition. And the channel partners then started selling quite a bit because the standalone societies weren't doing as well because the moment people had an option that they had a mall and they had a hotel and they had a great school. And suddenly from 4,000 families in the last two years, we are now 6,000 families. So we connected directly through display ads and through video ads so that the end consumer also gets to know about Bhartya city. But a lot of focus was on the B2B segment where we did a lot of marketing and to our surprise something as basic as communication through WhatsApp did wonders for us because it was a very focused segment that we wanted to train and educate and tell them what are the benefits for an end consumer to stay in an integrated township is always in a standalone, you know, residential society. Ashwin, I've been reading a bit about Bhartya urban and what really stands out for me is design. Do you think that design played a role in also attracting millennials something? You know, it's something we are very proud of and what happened, our pitch to the architect was that our chairman's pitch to the architect was that a 680 square feet apartment should give a feel of 800 square feet apartment. And there were architects across the globe working on it because we kind of spoke to and kind of hired, you know, seven, eight architects just on the design aspect. And finally, what came out was that we created a concept of Bay windows. So the window got extended by a foot and that design suddenly made a 650, 680 odd square feet apartment because in India we have to understand affordability is key, you know, just to give you a perspective, Avtaap, the input prices in real estate have gone up by 40 to 50% which is steel, cement, et cetera. This is the only country in the universe where the demand has gone up, the input prices have gone up and supply is less because you can't create supply overnight but the prices have not gone up because the segment or the buyer does not want to kind of, there is no scope for the affordable majority mid-segment to increase his or her budget. So that is where the design element, so we created this in NICU homes where we had Bay windows in every bedroom where people could spend time with their kids, read a book, you know, watch a web series and that has created a cascading positive impact on our design element and we are now again working on design to see how can we keep on innovating and providing the best to the end consumer because now home has become a big necessity and this demand is going to be quite sustainable at least for the coming decade. Yeah, okay, Rishi mentioned about customer journey, you added to it with design which plays a very important role in conversions. Let me take you to Mr. Nagarajan. Mr. Nagarajan, I'm aware that you have substantial marketing budgets. In the past 12 months or so, and since you mentioned about e-commerce, as your marketing budget optimized, maybe from print, radio, more towards digital, how have you gone about attracting customers? Last two years, my advertisement budget has reduced a lot. We have done 108% of what we have done and we have done 20% of what we have done. Because we don't know what the business is like, we have reduced it. But for that, our business has not reduced at all. In the first COVID time, we had 20% growth. In the second year, we had 50% growth in the business. The number of budgets has reduced a lot. We didn't have much revenue. Business has not reduced. What he is saying is that the last two years after the onset of COVID, the marketing budgets came down. Traditionally, what we were spending pre-COVID, we were only spending 20% to 25%. But that did not have any impact on sales because we were already an established brand. One thing he failed to add, I'll just add on to it, is that in terms of the ad mix, we were traditionally, before COVID, we were mostly spending on traditional mediums. Now, print, television, radio, there's the fourth medium in the south, which is called wallpainting, which is not discussed here. We were one of the pioneers in that. But post COVID, we didn't make a shift in our strategy. We were more embracing digital because we noticed that most of our consumers post 2017 when GEO came on board, many people were starting to have smartphones and most of our traditional customers were entering the digital space. And we also found the ROAs to be much better there. So we did increase our budgets in digital, but overall our marketing spent was reduced in the last two years compared to what we were doing before COVID. But our established brand presence in the south helped us in retaining our market share. Okay, great. Utsum, what about you? How is the marketing mix looking like at noise? So I'll keep it brief, but the fact is that I just want to add a dimension where for SMBs or the D2C startups, especially in our case when you're a bootstrap business, you have to operate with frugality. Marketing monies are always less. So you have to make the most of them. As a consequence, the focus on digital performance advertisement where ROI and ROS are the holy grail, so to say, end up being key. But I think one needs to constantly have an eye on who you are speaking to and the where and the what kind of emerge from that. You start choosing platforms, you start getting the messaging right. If you have the right eye on who the consumer is and if businesses can actually decode that and get a grip of it, I think there are more and enough platforms that do justice today. Okay, Mr. Nagarajan had mentioned about positivity and affordability as his mantra. Utsum, what is your mantra at noise? I think for us, optimization is the mantra where for every dollar spent, unless there is a return attached, we kind of blackball it. So we are very, very conscious about the money that we spend. For us, the mantra truly lies in the lifetime value of the consumer and if we can get him back to be able to justify the cost of acquisition and that's been the success for us. Okay, great. LTV and optimization is with itself. Jay, what about you? If there was a one-line mantra, what is your one-line mantra? I would say, let your why decide your what. Let the why decide the what. Okay, Rishi, what about you? Check. You've always believed, listen to your consumer.  We, hello? Yes, sorry. So we feel that it's a part of our responsibility to listen to them and give them exactly what they need and that has helped us in the last 100 years. Okay, listening to them, Ashwinder, what about you? See, we have always, we want the consumer to move away from this square feet, discussion of carpet versus super and look at a home in its complete entirety. And for us, design is at the core of everything and we want to deliver happiness, which is worked very well for us. Great. That's the communication we do. Lovely, lovely. Fantastic, great insight. Thank you very much. I'm just gonna leave you with my one-line mantra, which in fact is a line from Sanskrit which says, sarvam paravasam dukham, sarvam atmavasam sukham, and possibly this is the best call to action to atmanirvar, which it simply means that if everything is in someone else's control, you'll be unhappy and if things are in your control, you'll be happy, right? So with that, I'll just conclude this entire panel discussion and hope that we keep building brands which not only build trust in royalty in Bharat, but also take Bharat there. Thank you, everyone. Thank you very much. Thank you. Ladies and gentlemen, a huge round of applause for all our panelists. Thank you so much. And may I request Ms. Navala Hoja to kindly join us to give away the mementos to our panelists. So ladies and gentlemen, let the applause continue. They've given us their valuable time and their keen knowledge and experience while sharing the anecdotes today. It's an incredible day. And once again, a big, big thank you to all our panelists. Ladies and gentlemen, let the applause continue. We may request you all to just step a little ahead and if we can have a group photograph. Would you like to step a little ahead? Yes. So all of you can be in one frame, Mr. Hoja. Yes, thank you. Ladies and gentlemen, a huge, huge round of applause. What an incredible panel discussion this has turned out to be. And once again, a big thank you to all our panelists for their expertise. Thank you. So well, we hope you all are having a great time. What a great panel discussion that was. We got so much of experience on that panel. And with this, it is time for me to move on to our next speaker of the day. Well, she's going to be talking on Accelerating Digital Reach in Bharat for businesses. Ladies and gentlemen, please put your hands together for none other than Seema Wallya, SMB head, Sheshad joining us. A huge, huge round of applause for Seema as I request her to join us. Thank you Seema for your valuable time. And with this, great to have you on the stage. Good afternoon, everyone. Pretty happy to be here and catching all of you just before we break for the lunch. I think I'll have a lot of attentive, awake audience who would want me to be quick with the presentation. I promise to make it small and interesting for all of you. I'm Seema Wallya and I work with Sheshad. I take care of the SMB side of business. I'm here to talk about a very interesting topic today. And that is how we are helping to accelerate the digital reach in Bharat for the businesses or the brands. So, I quickly start with it. And before we actually talk about the role that share chat and watch as platforms are playing for the brands, let's take a quick understanding of India as a landscape, and India as a landscape and what Bharat is all about. So, we all know that we are living in a country which has about 1600 dialects, about 800 plus mother tongues and 22 official languages. You know, the initial 200 or 250 million internet users or the 10% of India that we talk about, when they started on internet, primarily English was their official languages. And that is how the platforms which are built initially for them, actually cater to that demand. The real revolution happened when possibly let's talk about 2015 with the advent of 4G. You know, when the 90% of the remaining Bharat or the 90% of today's internet users started using internet or social media to influence most of their decision. And it is this Bharat that all of us are focused on today. They heard a lot of interesting success stories during the panel discussion and otherwise as to how everybody today knows that the next big wave of growth is going to come from this Bharat. Now, a very popular misconception and it's a very sad misconception is that when we talk of Bharat, we say that Bharat is poor or uneducated or possibly they don't have the money to spend. You know, it's completely unfounded. If you look at, you know, I'm some of you would have already got it. We have this amazing Bharat, the Neo India story that we have done, the chapter that we have done. And it would show you, you know, in fact that the contribution of Bharat today in the effluent segment of NCCS A and B is, you know, highly increasing. In fact, 33% of it is, you know, the Bharat is already in the NCCS A segment. Social media today, you know, is a top influencer in the buying decisions. We say that, you know, about 400 million of digital monetizable population of India, about 85% of that is going to come through these vernacular markets. You know, about as high as 56% of them are using these online, you know, portals to buy, sell, make online payments, et cetera. In fact, lot of this, you know, lot of this growth actually got triggered, you know, with lockdown and the last one and a half, two years wherein we saw, you know, most of these late adapters to the technology popping down on the tech wagon and making the optimum utilization of these resources. Now, some fun facts about our platforms together, ShareChat and Bodge, we have about 340 million plus active users with us. We have a very strong creator community of 80 million plus individuals who are consistently churning out, you know, brilliant user-generated content for us in about 15 languages. Not at all guilty in accepting the fact that English is not the language on our platform. In fact, Hindi, Tamil, Telugu, Kannur, Malayalam are, you know, our top five languages. We have about 250 plus million monthly video views today. Now, how are we connecting the, you know, how are we bridging that gap between Bharat and the brands, you know, it is very important for us to understand that to make inroads into Bharat language first, you know, has to be the strategy for each brand. And I think very happily, you know, I was hearing to most of the stories and I think happily all the brands have already recognized and accepted this fact that, you know, vernacular is the way to go or Indic languages is the way to go. So it's very critical to understand, you know, that the Bharat, you know, it's actually like cohorts, you know, the cohorts have developed, it could be the base of a cohort, could be the interest or the language or the geography or the profession.  One, they're fully, you know, vernacular. They are very proud of the fact that deeply rooted in their community. They feel no way to come out of the, you know, out of community or they have vernacular and speak, you know, let's say do conduct business in an English language. They're completely comfortable as to where they are.  And that's how, you know, we believe that they love watching personalized content. So in fact, you know, with the help of our brilliant AI and multi-language based platform, we have been consistently creating content for Bharat, keeping in mind their behavior and the preferences. Our AI, you know, is a beautiful mix of data sciences and some human intervention and how we do it? So a user sitting in Karnataka and a user sitting in, let's say Kolkata, login in the app at the same time, watching content being specifically customized and curated for them depending on where they're logging in from and the language of their choice, both of them logging in at the same time and when they leave the app, they are taking away, you know, their own personalized experience. That's how personalized we have made our entire platform about. Not only that, we also have our, you know, inbuilt analytics to actually help brands track and measure the performance because it's very important when your money's concerned, you should be able to figure out and to measure the performance based on standard and custom attributes. Okay, so, you know, when we talk of growth in Bharat, you know, with share chat, today we have about 1400 plus SMBs who already have placed their trust in us and have effectively used our platform to attract this Bharat's attention. We have witnessed tremendous growth in our campaigns and over five X growth in net revenues and I'm very happy to share that this growth has been extremely consistent and growing month on month for us, you know. Again, very interesting fact about Bharat is that we have brands from across categories, you know, e-commerce, e-commerce, fintech, etech, entertainment, some of the bigger, you know, and major categories, which have been advertising with us. So our vision has been actually, you know, why we were doing this, our vision has been to create an ecosystem that facilitates language-first communication, connects users, brands, and creators. So our, and we have, you know, we have a wide variety of ad formats that caters to all the sizes and interest to interact with Bharat across the funnels. I would be showing you some examples, you know, in the next slide. But before that, you know, I was actually listening to what Aftab was saying and I think we also heard you, Aftab, and when we're talking about the entire, you know, share chat ads platform, we actually created a beautiful segment called self-serve, you know, and self-serve is essentially a platform which would enable SMB brands, you know, to directly interact with their users, you know, to directly, to have a complete control of their business because when it's your money, you need to have a control over it.  The complete control is given in the hands of advertiser with a beautiful team at the back end, which would be guiding you with everything. Now, a quick look into some of the high-impact ad formats that we have on the platform. Of course, we have the PIN post, a lovely exit, interstitial format, you know, which is the last ad that you see when you're exiting our app, native feed ads, video feed ads, and a couple of very dynamic solutions, you know, something like a carousel, which would have all your products in a single ad placement, dynamic grid ads, you know, which not only showcase your product, but also redirects the user back to your page in video purchase, wherein while I'm navigating the content on the app, I can also have a look at their product discovery. Okay, so this is something very, very interesting that we have been doing at Share Chat, and this is called chat rooms. This is like, you know, audio version, wherein there is a moderator, a celebrity, and a lot of users who can actually engage in a very healthy conversation, a very active conversation where the moderator, while the moderator has the complete control over the conversation, audience can actually request for, audience can actually request to connect and converse through a audio chat message. You can do gifting, you can comment, and you can in a very healthy manner, interact with the rest of the audience. A very quick sneak peek into a couple of case studies that have worked very happily for us. FMGCG sector, if you look at Kurkure, you know, while their objective was to drive awareness for the new flavors, we played on brands of love for creativity, and you know, we actually used it by creating special branded filters. As a result, we had more than 4K user-generated content, videos, and 11.5 plus million views, which have been growing day on day.  Okay, some great news coming from our portal would be a launch of shared chat ads network, or scan, as we lovingly call it. We are going to tie up with some of the top online publishing partners to give our advertisers an unparalleled reach in Bharat. There's a lot more to be discussed on this, but it's under wraps, since there's a lot of work happening, a lot of work in progress, we would be discussing more about this in our coming days. So, you know, in the nutshell, I would just want to, you know, leave you with some quick thoughts, and that is the growth in the next decade is completely led by Bharat. Short video formats are here to stay, and in fact to grow.  We also want to make it a very safe platform for the users while making content to commerce story, big reality for all of us. Thank you so much. Thank you. Ladies and gentlemen, a huge, huge round of applause. Firstly, Seema, I'm really excited for the share chat ads network, and we're just going to be giving you a lovely memento. We'd see if we can have any of our dignitaries joining us on the stage for the same. Else, just a second, all right. Seema, so apologies on that. We're just requesting Mr. Ahuja to join us on it. Ladies and gentlemen, I'll give it, perfect. Thank you so much. So ladies and gentlemen with this, it is time for us to now move towards the pre-function area. Let's have a great scrumptious lunch, which is laid out for all of you. And please, let's resume back at 2.10, Indian standard time back in this area and resume with our wonderful day ahead. Thank you once again, and thank you for joining us. Check, one, one, two. Thank you. But the mic will be addressed to everyone who is outside to please join us in the meeting and the function area so that we can start off with our program. We've got an exciting lineup of speakers, and then of course, we've got the clicking of words from the other end. So we request you all please join us back. Let's resume with our function and our program today, and let's continue to request all, if you can hear my voice, to please join us back. Thank you. Ladies and gentlemen, we request you all to join us back in the main function area. We've got an amazing lineup of speakers, all ready and set for you. So we request you to join us. We hope you'll have a great lunch. Eva, we request you all to please join us back in the main function area after the show with our program. Thank you. And it's long before we begin, we just request you all to please join us in the main function area so that we can do so with our program. It is our first step, and she won't be either in private finger brands. So we're excited to have all of you join us. Thank you for that. And we request you to please join us in the main function area. Thank you. Ladies and gentlemen, requesting you all to please join us in the main function area so that we can resume with our program. Thank you once again. Well, we can see some great energy and brilliant networking amongst all of you. And we're happy to see all the smiling faces physically present today amongst us. So just allow us a couple more minutes while we get ready. Of course, we're gonna be starting with our AVs and then resuming with our upcoming panel discussion once again, a big thank you. So right now, we're gonna be requesting our team to do the E4M presentation on the screen now, ladies and gentlemen. You want to make your media plan smart. So choose a new channel. Till now, live TV on your connected devices, but reach out to the internet for about 100 million smart viewers. To advertise, email sales at aajtag.com or call Kiji at 999-892-171-5. Check, check. So ladies and gentlemen, welcome back. Well, we hope you all had a great time at the lunch and we hope you were able to network with one another and get to know one another better. Well, we'll kick start with our post-lunch sessions first by having our partner presentations on the stage. Of course, our presenting partner being shared chat, connecting brands with Bharat. We've got co-gold partner, Arch Tak. We've got co-part by partner, HD Media Group, helping brands reach 270 million Indians through trusted content, not just massive scale, but also real audience connection. Also, we've got our co-partner being Zozo Day and our knowledge partner being Tam, switch on data monetization every day. Could we now cue in for the partner presentations, please? If you want to make smart, then choose the new channel, live TV on your connected devices. Get to the internet-related, about 100 million smart viewers. To advertise, email salesatarchtak.com or call 999-892-171-5. So ladies and gentlemen, with this, I'd like to talk about Exchange for Media, E4M, which was set up in the year 2000 with the aim of publishing niche relevant and quality publications for marketing, advertising and media professionals. Well, the Exchange for Media Group, which is the E4M group, organizes more than 25 large format events annually and these are clearly focused on adding to the effectiveness of brands, marketers and various media platforms by the way of debate and discussion at our conferences or at felicitating the best of these fields at our Gala award evenings. Well, let's have a look at the presentation, please. Exchange for Media, a name synonymous with the latest news about the advertising industry in India. The Exchange for Media Group, set up in 2000, has the most credible media platforms covering the entire advertising, media and marketing domain with its highly acclaimed digital, print and on-ground assets. The group's flagship news portal, ExchangeForMedia.com, reaches over six lakh subscribers who are the first to receive breaking news in the industry. The buzzing website not only covers the news but goes beyond the obvious to bring in a fresh point of view. Impact, the weekly news magazine from the group is the most widely read business magazine in the advertising trade with in-depth analysis and news-based features providing perspective to key happenings in the industry. The monthly Pitch Magazine provides a ringside view of events unfolding in the marketing landscape along with media and advertising. Another monthly magazine, Realty Plus is a market leader in repertoire on the real estate industry. Today, Exchange for Media is not only a leading publisher in the domain but owns the IP of more than 50 events spread across Mumbai, Delhi and Bangalore making it a powerful house of information and knowledge sharing. Exchange for Media has curated and launched some of the most successful IPs across marketing, digital, TV, print, radio, mobile, OOH and PR. The Impact Person of the Year, Exchange for Media conclave, Indian Digital Marketing Awards, Tech Munch, Pitch CMO Summit, India Marketing Awards, Prime Time Awards, Indian Content Marketing Awards, Golden Mikes and Bar are some of the group's top notch events in addition to niche, bespoke events and roundtables curated especially for discerning clients. Exchange for Media events attracts tall watches speakers along with the loyal audience, comprising of leaders, trendsetters and opinion makers. They are the perfect networking platform for the entire media and advertising industry. No wonder, Exchange for Media group publications and events have high credibility and reach and are the destination of choice for agency, brand and media professionals across the industry. Exchange for Media. So ladies and gentlemen, with this, I'd now like to humbly once again welcome you all to our first edition of the Exchange for Media's Pride of India Brands. And right now it is time for us to resume firstly. Could we have once again a huge round of applause for all of you out here, what a fabulous day this is turning out to be. And with this, it is time for us to move on to the next panel of the day. Here our speakers are gonna be sharing the secrets of building successful brands for Bharat.  Thank you so much, Jaya for joining us. Welcoming Jaya on the stage, it is now time for me to call upon Kailash Kakkar, MD, Quickheel Technologies, Kailash. Thank you so much. Namrata Chodrani, the CEO of Khadim. Thank you so much, Namrata, for your valuable time. Joining them on the stage is Dheeraj Gupta, founder and MD of Jumbuking. Thank you so much, Dheeraj, for joining us. And now inviting on the stage, Mr. Rahul Tiwari, CFO Games 24-7. Thank you so much, Rahul, for your valuable time. As we have our dignitaries on the stage, it is time for me to pass on the light, wait and to chair to take it forth. Over to you, chair. Thank you. First of all, really glad to be your face-to-face after doing lots of panel discussions online. I think a privilege to meet people face-to-face. So today's session is essentially on the success stories of brands in Bharat. And before I start discussing with the panelists, what I just want to highlight is that Bharat has suddenly become very important. I don't know how many of you are aware, but the last, I think, 100 million internet users have come from Bharat. Covid has seen the least impact in Bharat. And the government's stimulus towards this part of India has been increasing year on year. And so a lot of brands have started looking at this market in a very sort of serious way. And we've got a very eminent panelist with us. And to start the session, I think, I'll ask, like, Nambaratha, can start first, is in your opinion, how have you looked at your brand when you're looking at Bharat as a market? Hello. So firstly, thank you for the invitation and it's an honor to be part of the Sistine panel. So I think when we look at Bharat, I think we'll take a step back and divide India into two segments. The first segment being those who stay in the urban markets and the tier one markets who have a higher disposable income, who shop from high streets and malls. They have a lot of much more higher exposure to digital media. They have international travel, which is a huge thing in India because we are actually not Bharat. The international travelers is actually India. They have a lot of retail experience because they've traveled abroad, they have digital media, they have got e-commerce through exposure. So because of which, they demand good product, good service, good VM, packaging, omni, they want the best. That's what we call India. The second segment is the people who stay in the tier two and tier three markets in the rural markets. They shop from small exclusive brand outlets, small retail counters, multi-brand retailers. Their disposable income is increasing there. They have exposure to TV, some exposure to digital media and they are also demanding fashion today. You can't have a Shalta attitude with them and we call this market Bharat, which is the future of India. That's how we have categorized Bharat and India and that's how we have positioned our business to catering to both these markets. And just to ask you a little more, in terms of your priority, when we are looking at India and when we break it into urban India and what we are calling at the Bharat right now, how has your priority changed over the years? How important suddenly Bharat has become? Bharat has always been very important to us because just to give you a perspective, we have two main businesses, one is retail, one is distribution. On the retail side, 58 to 60% of our business comes from the tier two, tier three markets, which is predominantly Bharat. On the distribution side, 80% of our business comes from the tier two, tier three markets. So we have almost 550 odd franchisees out of which 80% would be in the tier two, tier three markets. So we have been a heritage Indian brand with deep roots in these markets. We have 750 odd outers across the country with that kind of penetration. It's only possible in these markets. So I think I'll discuss in detail over time as to how the businesses are, the products are focused in that direction. But yes, I think that's how we are looking at and that's the penetration we have. Kailash, what's your view? How has Quickheel looked at India as in urban India versus Bharat? So with Quickheel, actually, for Quickheel, the Bharat was important from day one and still today, Bharat is our major focus, more than 95% we generate revenue from Bharat. And when it comes to the urban versus the metros and all the same. So Quickheel has reached out to even urban, even the downed tier two, tier three cities, the way the computer started moving to these tiers, actually. So Quickheel has reached out to each and every town, like a blood with the computer actually. So wherever the computer went there, the Quickheel reached there automatically. I really didn't have to take a big struggle for that. It reached there automatically. Thank you, thank you. I'll move on to a very interesting role which Dheeraj is doing in our country. Dheeraj, what's your view? Like in terms of how has it evolved for you over the years? I'm sure you would have started somewhere in Bombay, but how has your journey been? Hi, Jay, thanks for the question. So yes, the mocking started as what about as we all know and the idea was to always to create an Indian brand. Of course, the multinationals are there. They have got strong brand recall, very strong systems in place, but how to get an Indian product which not to be able to scale up. And I think we very interestingly about five years ago, we did some survey and we actually moved away from Barapa and started calling ourselves the Indian burger because earlier we should think about that India, you know, Mumbai also is a part of that. People don't have enough money. They're trying to buy cheap food, inexpensive food. But what we realized is that actually India has become extremely aspirational, including Barapa. And it is the right thing to do for brands is to understand those aspirations and appeal to them because the youth especially, they are super vibrant whether they are from Mumbai or from Nasek or from Amravati and the disposable incomes are rising. And the more we gave out better products, the more we did the entire burgers range and of course we had a lot of the Indian flavors and we started selling combos. And I think the students, the younger populations, they really, really loved what was happening. And I think one major thing is the Indian business environment, especially the Bharat environment, it requires a business model which is where the returns will be commensurate to the potential that that market has. Like typically, you know, an MNC brand would invest three to four crores to put up a store. The jammoking goes and puts up a store in 30 lakhs, 25 lakhs in those same markets. So the ROIs, the success ratio of the stores automatically increases many full because our franchises would be very happy doing 25, 30,000 rupees a day in sale and make good money. And while in the MNC brands, they would have to do at least a one lakh rupees of sale to even break even. So I think as a brand, we understand the inherent strength, we understand Bharat better and yes, the opportunity is there. COVID, of course, took what has set us all behind by a few years, but now we are heading to go. Thank you, thank you very much. Rahul, moving on to you. Gaming is seeing a huge boom in India. And I think in our media terminology, we used to talk about TV and digital and now the whole buzzword is gaming. What's your viewpoint between gaming and urban India versus looking at the Bharat? So I think our experience has been that the company has been created by Bharat. It's a brand that is homegrown. We basically looked at evergreen content that was very popular offline. And we looked at the large market opportunity and also kind of thought that the consumption, entertainment consumption, patterns were changing fundamentally. So when you look at the scale of the market I'm in today, gaming is the largest category for entertainment, right? 400 million people who've consumed digital entertainment through mobile devices. And it's also consumption pattern that's changed fundamentally, right? So people today are looking for anywhere, anytime entertainment, and they're also looking for entertainment that they've control over. And that is like Bharat speaking, right? Because people want control on what they're consuming. Also Bharat is speaking because they are looking at snackable consumption of entertainment. Today you can actually go and play a game of Rummy or you can draft a team on our platform, a fantasy team, or as low as like 20 rupees. And out of the 400 million gamers who are here in this country, we think that majority of them come from tier two, tier three cities, semi-urban areas. And they're all engaging with us digitally, which is, you know, I think we are very fortunate as a brand to kind of ride this entire wave. And a lot of you know, the environment has helped, the digitization of India has helped, UPI has helped, right? So all of these technology backbone that's been created in the country is benefiting digital brands like we have in gaming. And on that, I think I'll go back to Namrata. What I think will be interesting to know when we are talking about digital, how has digital impacted your business when you look at Bharat versus when you look at urban India? So what role does digital play? What role does offline play? So, you know, historically and conventionally, offline media, which is television or print, has always had a higher market share, has much more eyeballs and has always been the larger relevant platform for marketing and advertising. But, you know, I'll give you some stats, what is available in today's industry numbers. You know, TV has a reach of approximately 850 million. Print has a reach of approximately 450 million. Internet penetration is almost 700 million. Smartphones are approximately 500 or million. So digital media has become much more relevant and significant as something you cannot ignore. Some, you know, finer points over there are, you know, on the reach side, you know, earlier television ads were more like, you know, you know, the way to judge the impact of them used to be based on TRPs and GRVs and, you know, high-reach numbers. Today, the success of a campaign is judged by the likes, comments, shares. They are judged by the kind of conversation that is happening around it, you know, viral videos or retweets or, you know, the amount of comments that come on the entire, you know, the hashtag campaigns that flow by it are becoming a more significant part of digital media. On the content side, you know, fast or rapid content consumption has become the deal of the day. You cannot talk directly to the today's consumer. You have to have an intelligent mechanism to talk to them.  Video has become a strong brand asset, short video formats, you know, are becoming consuming more brands are developing those kinds of contents to be able to put it to the various platforms that are there today. Given that Bharat has many Bharats within it, you know, vernacular communication or vernacular videos or content has started becoming more relevant because as more and more people are developing a voice, democratization internet is only helping it. So I think, you know, that has become a very, very strong medium for communication and that's becoming relevant to the organizations and brands to keep a knack in mind. The Raju's and the Rashmi's of the world today are becoming more relevant in terms of communication compared to, you know, the larger A-listers the R-wise are better because the perception in the minds of the consumers are taken more by these influencers because today's consumers are more or today's Gen Z's and milledials are more perceptive, you know, and they relate or they consume product or services based on who they relate to now. So I think these factors, brands need to be more human. They need to be more inclusive. These factors also add to, you know, communication on digital media. So from our perspective, you know, though we are a very strong brick and mortar brand and, you know, we are also under a very strong distribution channel, but we are focusing much more on digital media today than we were focusing on offline. In fact, the majority of our spend will be coming through digital media. So that's how we want it. I think you mentioned some really important things and I'd just like to sort of summarize that. One you spoke about was vernacular. You spoke about short video. And I think the third you spoke about was voice. So, and that's what even in our sort of media planning we keep saying that the three V's to reach out to the Bharat consumers. I would want you also to give your perspective when it comes to like, how do you look at, because when it comes to like, say Rahul or Kailaj, their brands are completely digital. But for you, how does it make a difference? How would you look at your consumers? Are you still trying to talk to them through offline or is digital playing a big role? I think digital is a reality, which we have embraced openly instead of thinking that we are a brick and mortar brand. So digital is going to take away from us. And we just feel that it keeps on adding. It's opens up a whole new world of how business can grow. So it's an enabler, technology is an enabler. So, for us in the food industry, we are very, very fortunate that we have the Swiggy's and the Zomatos of the world who have come up, spent crores of money in creating this entire ecosystem around home delivery. And it was an entire segment of business, which we used to miss out on. And now it is possible because these players are there. There's a lot of the restaurant industry, which is also fighting with the Swiggy's and the Zomatos, but we feel that they're provided that the margin part, the sharing is taken care of. So it's an example. One of the, you know, something which has come out of digital. And as far as marketing is concerned, I think we have taken our own sweet time to understand how it works. Earlier we thought that if you have got a half a million or one million Facebook likes, which means you've made it, but we now realize that it does not actually get shown to the people who may have liked what you've done. But so now content is becoming king and it is actually relevant. So we also understand that whoever understands how to use digital better, faster is going to win. It's a new medium which has come up. And as I say, it is, so we, you know, probably to do a national campaign on television, on an annualized basis, you need a budget of at least a minimum of 40, 50 crores below that, you know, you'll be missed, but digitally you can do so much more with 10% of that money. So I think, but the transition is going to be gradual. It won't be, you know, today offline and tomorrow online, it is going to take its time. And I think the best thing to do is just happily ride the wave, straddle both the things. It will be from an 80, 20, 80 offline, 20% online. And then slowly, slowly it will move to 80%. So, you know, I think it's the TV channels and the newspaper guys who have to worry about what to do on digital. We as brands are going to go with what is going on, help us reach our consumers faster. If I were to like probe you a little more and ask you for a number, what percentage is it currently and what do you expect it to be? Let's say two years' help. The digital spends? Okay, so we are spending a lot of money. So, you know, I think the food industry is very fortunate to have the Swiggy's and the Mato's. So for us, they become like newspapers. Like traditionally we would put an ad in a newspaper because everybody's reading the newspaper in the morning. You place your ad there and your product is likely to get bought. The Swiggy and the Mato is like a newspaper for us. Anybody looking to order online is going over there and searching. So for us, the most important thing is be very easily lead discoverable on those apps. And it is a straight call to action. You know, we don't have to hope that he will see our ad on Facebook. And somewhere when he's going back home, he's going to remember Oh, they're booking us, launch a new product. By the way, we launched a new product called Harapara Kabab, we'll try it. So, you know, he's not going to, he'll have to remember, okay, I have to go and eat. Over here, there's call to action, immediately clicks, orders and business happens. Gordon, but we still didn't get a number from you. But I think we'll just move on. So digital is still in the lower 10% of the expense. And two years hence, what do you predict? As I said, it will go from 10 to 20, 20 to 30. It is what is going to get better results. Gordon, Gordon. So, you know, the offline medium still creates that larger than life imagery. Putting up a hoarding still says a lot about the brand because not everyone can afford to put up a hoarding. So there is that exclusivity thing. While in digital, it seems like everybody can do digital. So, you know, there is that, ABPO sort of premium is attached to offline. So it is very critical. Moving to, I have another sort of question. How do tech brands look at Bharat? So, Kailash, what would your view be? Like when you're a tech brand, how do you tackle Bharat? Versus like say somebody selling a burger or somebody selling a shampoo or something? So when it comes to the tech brand, digital is the most important factor. And with Quick Hill, actually we started our e-commerce as well as communication through digital in year 98, actually. So at that given time, even in India, there was not a single payment gateway from any bank. So I have to tie up with one of the American company and they could able to even able to give service to Indian customers also and foreign customers also. But then gradually ICIC Bank and everyone started. So definitely when it comes to the commerce as well as the communication part of it, the time has started changing. As you said, just a little bit earlier, internet users in India has reached 200 million, they say. That's, yeah, yes. So, and if you look at the Indian population, so there is a still big number of population who is not using internet. So when it comes to the, and for me, the customer is, everyone is the customer. Like, you know, because people are using computers and all this thing at home might be not using smartphone. So for us, the both the, you know, both the, this thing is very important when it comes to the digital and offline also, both are equally important. Yes, means if I have to tell you from a number point of view, like a revenue point of view and all this thing, I could say that, you know, my almost 95% revenue used to come from offline five to six years back. Today, almost 27% has started coming from digital part of it, you know. But I would say that even the offline part, which I will say that, which goes to the shop and then from shop, the customer comes and buy the product at shop. I'm sitting in my office. So I don't know whether he's paying digitally or cash to the shopkeeper. But for me, it is offline because I don't have that details with me. And I believe that even at shop level also, the digital has gone quite up actually. That is what I'm looking at this entire gaming part. So how is it that you are tackling the consumer when it comes to Bharat? So how do you reach your consumer? What's the way when you look at a brand like yours? The way we have kind of thought about the mass market is through personalization. And that the cornerstone of that strategy is basically data and data science. Our customers, when they interact with us, the entire, if you look at the marketing funnel that we have is completely digital. So right from acquisition to activation, retention, monetization, it's entirely digital. It's a challenge in the Indian context because when you think about new customers, especially customers that are experiencing internet or a mobile device for entertainment for the first time, there's a lot of apprehension. So we got to develop that trust. And the way we do that is by looking at the digital footprint that the customer is leaving on the platform and using it very, very powerfully for nudging them to engage more and more with the platform. So the entire strategy around communicating with the customer changes, the product has to morph in multiple ways to look at that hyper segmentation of the market. So for example, you and I, playing a fantasy sports game on our platform, maybe the product that you see could be different from the form factor kind of depending on the device, depending upon our understanding of you as a customer can change. So the communication strategy changes, the campaigns, the promotions, they can be hyper personalized. So we've used data as a store advantage. And we think that we are still on that journey because there are a lot of people who are coming onto the internet for the first time and they're unfamiliar. What we have done as a strategy is to look at making these new customers better customers. So the way we do that is by nudging them to become better skilled players on our platform. So that's the investment that we do on the platform. The benefit that we get is better stickiness of the customers and a better lifetime value of those customers on our platform. Very interesting, very, because I always thought personalization was more in urban India, but it's interesting that you've been able to collect a lot of data, even when it comes to the smaller towns. That's true because the rural customers are actually looking for that support from a digital brand. And I think we give them that level of trust. For example, one of the things that we did as incremental innovation was we allowed people to withdraw whatever was their wallet balance on our platform instantaneously. So if you pressed a button on the app, you would see that money lying on your bank account within a few seconds. So I mean, these are like small little things that we do for the customer, but it does develop that trust in the online brand. Interesting, very interesting. Namrata, this is something which is specifically for you. How has e-commerce made a role in Bharat? So we all know that it's like, today to order anything here, click off a button on Amazon, flip card, everything is there, but what role does that play in terms of delivering the product to the consumer when it comes to Bharat? So e-commerce in every form is very relevant today and something that cannot be ignored. Be it someone purchasing a product from your own website or a marketplace or a B2B kind of a format wherein you're selling two platforms which are actually selling to other retailers to the online platform. From our perspective, almost 50 to 60% of the orders come from the tier two, tier three markets. So that helps to service customers where we don't have physical presence and you make use of your brand available in those markets. But when we look at e-commerce, we look at sales from all possible online platforms which also includes, you know, omni-fine your own stores and utilizing your existing platforms to be able to service a customer through the online platform which that basically means is, you know, we've omni-fied all our stores. So any customer who walks into our store and doesn't find a color or a size of their choice, the product is delivered to their doorstep. So, you know, how that works is that, you know, it improves the customer service. It improves the, you know, the order time, the delivery timeline improves working capital efficiency, reduces logistic cost.  We're trying to figure a way, you know, how to, you know, link the e-commerce orders and service them through our, you know, company on outlets and our franchises for that matter. But, you know, I would also like to add in this, you know, increasing sales is not relatively difficult. I mean, it's a relative basis. But one also needs to keep, you know, in mind, you know, the cost of doing business and the profitability angle, because, you know, if you are in an affordable fashion, that what we are, if you're ASPs at a certain level, one needs to be careful on the, how much cost you're incurring in beat on the kind of commissions, on your logistic cost, on your marketing cost, so as to effectively make money at the end of the day. Yes, it's a platform which no one can ignore because it is only growing. It's also increasing the penetration in the market. It's an ability to virtually improve your brand visibility in markets that you don't have physical presence. So that's something which we are definitely working on. But we are very, very conscious that we need to make money on that. Thank you, thank you very much. This is a question for all you panelists and I would, we would definitely want to know from your viewpoint. Like years ago, when the shampoo category was trying to enter into rural India, they realized that you couldn't sell bottles and they came up with one rupee sachet. I think Cavincare was the brand who introduced it to India. So have you seen any such kind of innovations or anything which is happening right now in your mind, which is like, you know, path breaking or which is breaking the clutter to reach out to this consumer and it's open for all. So I think in our industry, you know, the focus is to how to provide fast fashion at the most reasonable price. It can be, you know, how do you make a Hawaii Chapel at 125 rupees fashionable? How do you make a flip flop at 299 rupees? Exciting. How do you make a 599 rupees sports shoes or 690 rupees because sports shoes, you know, trendy and fashionable? It's quite an art to be able to, and this is in context of the increasing raw material prices, you know, because at the end of the day, you need to provide the right price at the right quality to the consumer. And at the same time, make, you know, the your healthy gross margins and your bottom line margins on it. In fact, you know, in the retail business as well, it's quite an art to be able to provide the kind of fashion at the kind of at this price at the kind of affordability and still make healthy margins in the high rental market like India, you know. So I think it's to maintain that balance. I think there's a lot which goes on with our production team, with our vendors to be able to create that kind of, to have that kind of DNA to be able to provide the product at that price. So I think in, from our context, innovation is predominantly there. Yes, there's also a lot of work that goes on, you know, the packaging in terms of your VM, but in our context, I think it is providing the right product at the right price and still make your healthy margin. That's where the innovation that goes on. And maybe in context of the other industry, I'm quite a fan of those small 10 to 15 rupees pet bottles or soft drinks, which are out. I'm quite a huge fan of them. So I think that may be an innovation which may be called, you know, which we can talk in the FMC industry. Got it. I think C&Coke will be quite happy to know that. So this is really a good question and a good example about such a sample such part of it. So when it comes to the IT, it is very easy to serve the customer.  So what we have done that we knew that there are some customers who are very much price conscious and there are some customers who are much more quality conscious. So for a consumer product also, we have created a range between 500 for a, you know, the customer who is looking for cheap, cost effective, the anti-vary software is available for 500 rupees. And the customer who is looking for the premium quality service or a protection part of it, the product is available for 2000 rupees. So we have a range of products and then we have bifurcated based on the layer of protections. So somebody who is looking for low cost, then we have three to four layer protection. And somebody who is looking for quality product, they have almost 17 to 18 layer of protections for their system. So that way we have bifurcated and we are reaching out to all customers, which is not there with our competitors actually. God. Dheeraj, in your mind, I think the category we are operating it is all about supply chain constraints. So it's all about reaching as in, so for us supply chain is the bottleneck because the products get there. So like the patty that we sell, it gets made at a factory in Philore, which is near Chandigarh. From there it comes to Bombay and you know, we use IQ of technology to please the product, then it has to come in minus 18 bands. I think India is still about a decade away from getting very good infrastructure in the Bharat, the way we call it, the vehicles, the four-room infrastructure. And so it is very, very exciting. You know, I was just telling someone that in the US, which is a population of 33 crores, which is, you know, we say is having higher for capital income, India with 130 crore people, even 20% of them is still 26 crores and they have very good decent per capita income. So we have such a huge population to service. So once the supply chain constraints get resolved, so, you know, a brand like Subway having 18,000 stores in the US alone, you know, why shouldn't jumbo king target to have 20, 25,000 stores in India? And where will these come from? They will all come because of the tier two, tier three towns where people are looking for entertainment, going out, eating out, youth are becoming more and more aspirational. So I think the next 10 to 20 years, it is just all about staying fort, building the brand, putting in the systems in place and remaining focused. Any innovation from your category, outside your category, which has sort of excited you and thought that this is something which a brand has done differently? We work very closely with Coke as a layer of average partner.  So like for us on the supply chain side, there are a lot of these changes. Like, you know, we, so it's not for the B2C side, the B2B side of our business where we are coming up with smaller packs so that distribution becomes easier. Instead of 12 kg sources, if we can get six kg sources and that those are the kind of innovations which will make servicing Bharat possible. Rahul, your point of view? So I'm kind of trying to relate back to the sachet marketing concept that you had and kind of, you know, I think that we've tried doing something similar, right? So if you have like, you know, 10 minutes and you have 20 rupees in your pocket, you can entertain yourself, right? Full entertainment, right? Immersive, interactive entertainment. I mean, that's gaming. But I think where we've innovated is that today the Indian consumer is bombarded with all kinds of, you know, global games. And India, you know, today is also the hottest gaming market. So Indians downloaded more games last year than the US and the Chinese market. 7 billion downloads in Indian market. So to be able to penetrate that market, we had to come up with a sachet strategy, right?  That's what we have tried to, so kind of, you know, just relating back to what you just said. Thanks, thanks. Interesting thing, I think in the interest of time, probably one last sort of closing comment from all of you all. Any predictions, anything which you all, you all foresee for Bharat as a market? I think the biggest opportunity, you know, is the sheer size and the untapped volume in this market.  So the shift that will possibly happen is, you know, people from buying zero pairs to like one pair, one pair to two pairs, you know, so I think, and that is what possibly gonna grow the market and create the market, the organized segment being 30% only. So the majority of the growth, it'll be coming from this market which is predominantly in the tier two, tier three markets.  It's very fashion, from our perspective, very fashion conscious, and you can't have a complacent attitude towards it. Because, as I said earlier, you know, they're well aware, the exposure is huge. You know, we have a very, very strong creative and a designing team to be able to cater to that market.  And there are consumers for it because people are ready to pay for a good product irrespective of the brand recognition. So you've got to be out there. You've got to be on your feet and provide that kind of product to the consumers because in my mind, Bharat is the new India and it is converging sooner than we actually expect it to. Belashi, any closing comments? I will, I would just like to add to Namrata because I don't want to say same thing now. Yes, India is a very big country and looking at the population of India and looking at the people, you know, the spending capacity. There's a big opportunity here in India. I just wanted to add one more thing here that when it comes to the brand, you know, so definitely people go with the brand and brand is actually what is a brand? Brand is all about trust, trust which is people keeping on that product and all the same. But with this pandemic in the last two and a half years, you know, the pandemic has taught us lot many things, you know. Now people will start gradually shifting like in next 10, 10, 15 years, people will start shifting from a product brand to the solution brand.  And then if you want something free, you think I want something free. But if somebody comes and says that, you know, I can make your home automation where everything will be available on your mobile, you know. And then if he says that, okay, Samsung freeze will not work with this automation, LG freeze works with the automation, then you will automatically shift because your priority has become a solution now, okay. If that Usha fan is not going to be compatible with the automation and the Orient fan is going to be compatible to that automation, the customer shift is going to happen towards the solution part of it. And this is going to happen across industries actually. This is the future, this is what I want to do. Very interesting. Just quick comment. Yeah, we are short on time. It's dirty looks. So just, I just say that don't underestimate Bharat, make aspirational brands. I think a lot of big brands have made the mistake of trying to come up with cheaper products. And I've got stuck because the brand imagery was spoiled. The Bharat is rising up very quickly. So maintain whatever brand positioning you want to, the youth are aspirational and over the next five years, 10 years, you would have been much more money as a company if you would do that. Because changing later on becomes very difficult. I think for interactive digital entertainment, my prediction is that what Bharat is doing today, I think the globe of the world will do tomorrow. And the reason I say that is that the mass of the customers in Bharat is huge in just in terms of numbers. It's young and culturally, I think the deepest that you can see globally. So their power to change the narrative for entertainment for the next many years is just very, very formidable. Thank you. Thank you very much. I think we are running over time. So we'll end the thing here. I hope it was very enjoyable. We've got like really interesting people, interesting ideas and thoughts. Thank you for your time. Thanks a lot. Thank you. Ladies and gentlemen, a huge, huge round of applause. And may I, with a huge round of applause, welcome Sneha Valki, the director of growth and strategy E4M to kindly join us on the stage to give away the mementos to our esteemed panelists. So we just request you, ladies and gentlemen, a huge round of applause as we have our panelists on stage. Let the applause continue, everyone. What an incredible panel this has turned out to be. And I'm sure you've got your key insights to take forth your business ahead from this. With this, we just request you, please step ahead for a group photograph as this is going to be a moment for all of us to cherish. Sneha, please join us. Yes, ladies and gentlemen, a huge round of applause as we have our incredible panelists who have joined us on the stage and chat us with their anecdotes and knowledge. Thank you once again. I hope you all are having a great time and we're divulging into such great knowledge coming from our great lineup of speakers. Ladies and gentlemen, it is time for us to now move on to the business leaders round table on the other side. This is going to be our third panel of the day and let's meet the entrepreneurs who've built brands in Bharat for Bharat who became the best sellers over the years. Well, this session is going to be moderated by Ms. Nazia Alvi, editor, exchangeformedia.com. So we just request Nazia first see to join us as the moderator on the stage. Ladies and gentlemen, a huge round of applause for our moderator and it is time for us to now call upon our panel members one by one. First up with the mightiest round of applause, let's welcome on the stage, Mr. Arjun Ranga MD, cycle pure Agrabatis who's taken out his valuable time today. Mr. Sike Kumarwal, the CEO and co-founder of Natural Salons and Spa. Thank you so much, sir, for joining us. A huge, huge round of applause. Veerupam Saheb, ED and CEO, lighting consumer-durable Surya Roshni. Thank you so much for your valuable time. And for Mr. V. Noshad MD, walk Karo International. A huge round of applause as he joins us on the stage. Thank you. With this, Nazia, the stage is all yours. Take it forth. Thank you, Bhavna, thanks a lot. We're already starting late and this is also the final session so we must end it on a high note and I'm so glad that I have such dignitaries and as you all know, this session was originally to be moderated by Anurag sir. So I have very, very big shoes to fit into. I don't think I'll be able to do justice to that. So as you all know, we are today celebrating Brands of Bharat and I'm very privileged to be sitting with the, sorry, can you hear me? So I'm very privileged to be sitting with the dignitaries who've really launched four very renowned brands for us. So I will not do much of talking. I let them do more of it. And I would want to start with Mr. Ranga, with my first question, which is about, because his is also the oldest brand. His brand started in 1948. If you can tell us about the story behind the inception of the brand, how did it come in? What was the inspiration? The entire concept, how did the concept come in? Thank you. Thanks for the opportunity. Welcome everybody. It's truly an honor to be recognized as a Bharat brand because that's what we are. My grandfather was the true entrepreneur in the family, Sri Andrangarao. He comes from a very poor background in Madurai district in a small village called Watraipu. If you look at our family legacy, we're either Purohitsa teachers in our family. My grandfather lost his father in 1920 during the Great Plague, similar to what we have now. So through his life, it was always a struggle for him. In school, he had to go to the wholesale market, buy sweets, come and sell it outside his school to make his pay for his school fees and things like that. And he was a man who always dared to dream and when he got an opportunity to move out of his village, he went to Arvangad, the college factories, working there as a bookkeeper. Then he moved to Kurg as an accountant in one of the consolidated coffee works. And around 1948, when India got independence, he said, this is the time I need to start my own journey. With his four children, wife, his grandmother, he left everything, moved to Mysore with just meager savings that he had and started our Agarbati business in 1948. Very quickly, he realized that to sell a brand, you need a core competence. And so he said, fragrance creation is going to be a key. He set up a fragrance creation lab. And then he said, we need a brand. And the genius that he was, he said, I need to create a brand that everybody in the country would understand, immaterial of their background. And he said, in 1948, everybody knew what a cycle was. And it was an aspirational product. So he said, cycle pure Agarbati, as affordable as a cycle. And that's how he started the brand and that's how he coined the word cycle. Today, I think it's synonymous with prayer and spirituality and well-being as well. And that's how the legacy started. Ethical business pra