Hey everyone, welcome to the channel. My name is PhillyB2 and in this video I'm going to be showing you how to duplicate slash clone Pokemon from trees, rock spawns, and treasure chest in Pokemon Legends Arceus. You want to be straight up, the thumbnail is Photoshop, but you can get the exact same results as the thumbnail if you do follow along with this video. Shout out to Catlink for discovering this method. I put her link down in the description below. Alright, now that that's all out of the way, let's get into this process. This one's a good one. There are three things that you will encounter when you are playing Pokemon Legends Arceus. One are trees that drop berries, and also trees that can drop Burmese, Wormadons, Combes, Charums, Cherubi, and Heracross. When you hit the shaking rocks in the game, you're going to be getting Geodudes, Gravelers, and when you're in the Alabaster Ice Lands, those shaking rocks are going to give you Bergmites. And when you're in the corn at Highlands, you're going to have these shaking chests that can either drop Vaultorbs or Rotoms. So there's a good group of Pokemon that you can encounter from all these types of different tables. And then I'm going to show you in this video how to duplicate those encounters you had with those same exact Pokemon, so that you can get the exact copy or clone of it. So now you'll be watching some old footage of me going to different zones where I encounter rocks, trees, or chests. And I'm just trying to see if they're going to present to me the same exact Pokemon so you can watch the data and follow along and kind of learn the steps while you're watching it. Okay, we got our first rock. We are currently on Romanus Island. All right, we have a Graveler. Not as shiny. Okay, catch. After you catch the certain Pokemon that you're supposed to have, go ahead and save. After that, we're just going to check the Summary of Graveler. Okay, this is a Summary check of Graveler height 33, weight 224.9 pounds, nature timid. Now what we're going to do is head into a loading area. We'll be using this cavern as our second loading area. So we're going to wait 30 minutes here and hopefully we get a repetition. I will see you after 30 minutes for the test. I'm just going to wait here and not battle literally 30 minutes. Alexa, set alarm for 30 minutes. I'm very sorry if I triggered your Alexa. Oh, I did it again. I'm sorry. Okay, see you in 30 minutes. So to explain what just happened, I found a Graveler inside of a rock. I caught that Graveler, then I saved my game and then I found an area in the map. It has to be within the map that you can go inside of, which is a different zone. So it would be like entering a cave or entering a cavern, things like that. Not leaving the area though. You do not want to leave the area. You want to go inside of a cave or cavern. For that example, I've walked into that cavern and I'm going to wait there for 30 minutes. You have to wait for 30 minutes. If you do battle with Pokemon, that timer will go longer. So just wait 30 minutes inside of the cave. Go grab a snack. Go drink some water. Once the 30 minutes is done, then you're going to exit out of the cave like this video. All right. It's been 30 minutes later and I'm now exiting this cave or this cavern. I'm going to go back to the exact spot we marked in the map that Graveler should pop out and it should be the exact same one if this test is correct. Okay, the rock is shaking. This is a good sign. All right, here we go. I'm going to go ahead and catch this. Okay. Let's compare both of them now. I also got a water stone again from here. So exact same drop from the rock. Okay. So let's check the summaries. Again, you can see that this one is 33 and 224.9 pounds. ID is 669279. Okay. Next one, 33, 224.9 pounds. These are the exact freaking same ones. Oh my gosh. All right, let's go back to this one and go to its... You can see its attack is down and speed is up. Attack is down and speed is up. Nature, as you can see, right here is timid. Nature on this one is timid. So it works. So if you're in the obsidian field lands and you happen to get a shiny from a tree or a rock, the place that you want to go to and wait 30 minutes is going to be in here. So I don't think it matters. You can knock out as many trees or rocks as you want. And let's see you get three shiny Pokemon showing up in these areas. And you catch them all from the trees or the rocks. And you just hang out in this cave, come back out, and they should be the same. All right, we are now in the Crimson Mire lands. And I'm going to find ourselves a rock or a tree to hit because we haven't tested a tree out. So if we see a shaking tree or a rock, that's what we're going to go for. Okay, we got a tree encounter that we're going to test out next. All right. And it's just a little Burmy here, level 16. So since we did test it, I'm going to just mark it on the map. So we're going to be entering inside of Valor Cavern as our test area. The timer can now start. So we're going to hit that 30 minutes and I will see you right after that. All right, 30 minutes has now passed. We're going to exit this area. We're going to fly over to the tree that we got our Burmy at. Oh, it's daytime. That has definitely been 30 minutes. Okay, hit that. And this shouldn't be the exact same Burmy. All right, so we're going to go ahead and catch you with an Ultra Ball. Check the summary. All right, so Burmy number one, height 7, weight 7.6 pounds. We're going to go a little further. Struggle Bug is the move. It doesn't have a nature that is going to increase or decrease any stats. And it is Bashful. Next one, Bashful, exact same effort levels in HP and Attack. Struggle Bug, same thing, 7 inches, 7.6 pounds. So now we've confirmed that trees are all the same as well.  If you get a shiny, great.  And it's unlimited shinies, but it also could be trade bait. But of course, you're going to be very limited by what you can get. But this is exactly what to do when you are in the Crimson Meyer Lens and want to try the stats. So hit all the trees in the area, go for all the rocks in the area. It's going to be a great time. Okay, we have a tree here and I'm just going to go ahead, knock it, see what we get. It's a Wormadon. We're just going to catch it with an Ultra Ball. Okay, caught. And now what we're going to do is wait and turn back cave. All right, so I will see you guys in 30 minutes. All right, so we have finished the 30 minutes and we're going to go back to the spot and we're going to see if it's the same Wormadon in the tree. So here is the tree again. Got our Lucario and we should get the exact same pink Wormadon coming out. There we go, caught. As you can see, height is 1-7, weight 14.6, moves over wind, iron head, psychic bug buzz. You can see that it has two effort levels in special attack, one in attack and it's Dossau Nature. We'll go to the next one. Oh, look at that. It's also Dossau Nature has the exact same effort levels, exact same moves and the exact same height and weight. So this is a successful test moving on to the next area. Okay, welcome to the Coronet Highlands. This is where the video originally came from where the test happened for the Graveler and we're going to test out a few things here. We're going to go for boxes, we're going to go for tree and we're also going to go for a rock encounter here. The first thing is a tree and as you can see, we have a Burmeat. Okay, there is a treasure chest over here. Just going to go ahead and see what's in it. And it's a Rotom. That's awesome. Never got a Rotom to pop out before. Wow, hello Rotom. You see what's in this rock. Okay, we got a Graveler that also has appeared here. I'm going to head over to the Stone Portal, which will bring me to another zone. You could technically walk into any cave here. That would bring you to another instance as well. So we're going to just going to see if this works out. We are now in the Stone Portal and I will see you guys in 30 minutes. All right, 30 minutes are done and we are now exiting. We should have the tree shaking again. There's the Burmeat. All right, there it is. There's the shake and the Rotom should be right here. There it is. And here is the rock also shaking and then there's the Graveler just like before. Level 46 Graveler, same exact one again. As you can see, all those Pokemon encounters were exactly the same all over again. Just proving again that it's the exact same Pokemon encounter. At this point, I'm not going to go through all the stats again because the other three areas I showed you all the stats. But it's just really cool to see all three kinds of encounters in one area, which means you can just go around the whole entire map, collect every single rock, hit every single tree, open every single chest and see what you get. If you get anything spicy, special, maybe a Shiny Alpha Pokemon, then you can go ahead and go inside of those caves, wait 30 minutes, then come back out and do it all over again and you can infinitely collect these Pokemon nonstop. So you can get regular clones, you can get Shiny clones, you can get Alpha Pokemon clones or Alpha Pokemon Shiny clones. This is really cool and I think this is a great starting point that you guys can start looking up and researching and maybe you'll find your own information and maybe you guys can find out what we can do with exploiting this feature in the game. Now the only place in this video I didn't show exactly with footage was the alabaster Iceland's, but all you got to do again is copy everything we just did previously in the video and then go into the cavern or the temple, wait 30 minutes, come out and rinse and repeat. It's really that simple. Now everyone knows how to do the clone encounter in this game. I like calling it the infinity stone method. It's just so fun because it started off with a Graveler when it was discovered online and it's just nonstop the same exact Graveler. So again, let me know if you do get a Shiny Pokemon from this and try this method out every 30 minutes, get keep getting the same Shiny Pokemon. This is also great if you guys can do a little more research and even learn more than me from it and let me know because this is for the community to figure out on their own as well and develop different ways of discovering how to use this whole entire going into a cave and coming out of it to your advantage. So it's cool that it's in the game and yeah, that's pretty much it guys. Hope you enjoyed the video here. Leave a like subscribe if you're new to the channel and I will see you guys in the next video. This is Philly beats you and I'm out.


brands which are loved across generations and which manage to bring out the child in each of us. Be fighting over your favorite five star or readily sharing gems. Mondellis with its delightful assortment of chocolates over generations or decades has ensured that it has given us that kuch khaz zindagi me even when the going gets rough. That's why I'm more than pleased to welcome Mr. Anil Vishwanathan, director marketing chocolates, Mondellis India to a pitch brand talk virtual series. Thank you Mr. Anil Vishwanathan. Thank you, glad to be here. Today we shall be discussing how Mondellis is managing to stay close to its consumers even in adverse situations. But before we start I'd like to request our audience to keep sending us their questions. We shall try and take them towards the end of the discussion. And also please keep tweeting our hashtag is Eforum webinar pitch brand talk. Let me start with my favorite brand. Now for years we've associated Cadbury Dairy Milk with celebrations, the happy movements of our lives. But the current circumstance that we all in has left very little scope for celebrations. So tell me how did you go about keeping that age old brand positioning intact? I think if you've been seeing what you've been doing with our brand Cadbury Dairy Milk over the last couple of years we've actually taken our proposition of kuch mitha ho jaay a few logical steps forward. I think after having spent a fair amount of years trying to expand the consumption of chocolates by substituting or offering it as an alternative, a modern alternative to traditional Indian sweets. I think we've seen that the category is expanded and found relevance in millions of Indian households. I think the next logical role for us was to kind of play a larger role in consumers lives. And I think over a period of time we've tried to see what is the emotional connect that we can drive beyond just celebration and beyond just being an alternative to traditional Indian sweets. And I think that's where we've also kind of pivoted and gotten closer to our global brand proposition which is around generosity. And I think one of the earlier things that we've been doing over the last three years is to try and figure out the right articulation of generosity that is relevant for our culture. So the journey if I were to put it in Hindi has been from mitha to mithas and kind of expanding the role of chocolate not just as a mere substitute in mitha occasions but actually stand for mithas. And as we started understanding the space of mithas and the sweetness and goodness I think there's a natural relationship between goodness and sweetness and that's the bit that we are trying to leverage in our messaging and that's where we got to. The new strategy of Cadbury Dynamite really, which is about kucha chha hojaya kuch mitha hojaya So anytime that there is a moment of goodness that is worth celebrating that's worth sharing, that's worth sharing light on. I think that's what we've picked up as the proposition for Cadbury Dynamite and this journey has begun a couple of years back and it's all about spreading generosity of goodness. That's inherent in us and I think when we explored the space with consumers I think we also found out that this is the space that's most at risk in a country where everybody is busy in their own pursuits very focused on their own needs and their own focus I think that's what has been at stake. We are an inherently generous culture but we find people missing that, not showing their adequate amount of generosity and that's what we've been talking about, sharing a light on that. And interesting right in these two days times comes a crisis when we actually realize what's core to us and what our core values are and I think the country is spread with a feeling of generosity a feeling of gratitude for all those who are making our lives a bit more simpler all those who are braving the situation out there and kind of battling so that we are comfortable and safe in our homes and definitely a feeling of gratitude amongst all of us who possibly have the privilege to be comfortable in our houses and I think hence for the brand which is now talking about the purpose of being generous and inspiring people to be generous what better time to join this movement and kind of help people express their generosity because there's really no limit right? We can't just say thank you to a person and it's done I think constantly on a daily basis I think we feel that we need to express our gratitude and that's really what the brand has picked up and not only talking about it but also kind of doing it in many ways and another interesting things for all of us who grew up in the 80s and the 90s is that you brought back the iconic kuch khas head tune in a few videos that came up recently Sir tell us what kind of response did you get from your viewers? Very good response I think because what we are trying to say is also so core to the brand and I think one of the things that we realized early on when we were researching the impact of this situation with consumers I think we found two broad kind of themes two broad drivers of the impact to the way the consumers are feeling one is this whole feeling of the pandemic and what the pandemic has created which is a sense of fear, a sense of concern about our own health and hygiene and health of us and our families and also concern about the kind of things that we should be doing what brand we should be choosing, a feeling of a desire for reassurance and then of course this whole space around restricted living where people are not being able to live the way there were lots of constraints within their homes, not being able to do the things that they used to going out etc and then relying on their kind of close knit family and themselves to kind of cope with the situation I think we saw that consumers were definitely looking for reassurance and positivity and a feeling that yes this time these two shall pass and we will come across at the end of this kind of dark tunnel with light at the end of it and I think hence they were looking for positivity and I think what better positivity can the brand bring by creating a set of messages that are inspiring and bringing back a tone which we thought would evoke that feeling of specialness and positivity and nostalgia because that's what we link nostalgia with happy good feelings that make us feel reassured so that's what kind of triggered the thought and of course it is our agency team you mentioned about nostalgia even that kuch kha says in the game it still has a very strong brand connect even today did you consider at any point to bring back that entire commercial because I was watching Ramayam the other day and I think one of the brands Amul it has brought back about the 20-30 year old greeny commercials which are very high in nostalgia value so did you think at any point that you can bring back your old commercial because you have a legacy there of course I think one is to rely on your legacy and one is to also create new legacies and the balance that we always have to tread and I think in all honesty it's a very familiar storyline and a familiar ad and a familiar music jingle for a bunch of us who possibly are the Gen Y and the Gen Xers and possibly the Gen Zers need something which is much more modern and new and that's the balance that we've been trying to do with the brand so for the younger generations who possibly don't remember that born in the Google and the Star Network era they might not remember that and for them we have a bunch of different stuff that we're doing it's a constant balance that we have to strike in some of these things and also another thing is you know logos are considered to be sacrifice for brands but on 1st May for the first time in 70 years Canvary Dairy Milk replaced its logo with the word thank you so tell us why did you decide to tweak that even if it was the limited edition bar I think again over the last couple of years as I was saying I think the moment you start thinking about purpose and what we want to do with our brand beyond just offering our core product offering which is a great tasting chocolate and we really want to stand for something and inspire people to do something I think what we've realized is that it's not just about standing in a pedestal and telling people to do stuff it's also about doing some stuff yourself and I think this is in its own way the brand is also trying to say that look hey I'm also out there and you know I'm not here just to ask you to go and do something but I'm there with you and I want to stand for the emotion that I talk about and I think it's about kind of an attempt to reach out and make a bit more of an effort to reach out and connect and solidify the connect I think just adding that element of authenticity and effort into the message was at the core and I think we felt that if you genuinely feel about it what better stage than the real estate that I like to provide to really pass on that message it's almost like then provides a very instant trigger you go into a store and you see a thank you bar of chocolate you don't need anything else to give you the context it's quite instant in the way it passes on the message and that's the reason for trying this out and I mean I guess it's not just about letting go of the logo it's also about doing not just in English but also doing it in eight regional languages we felt that this then again strengthened the connect to the consumer I think the moment you're able to communicate in your own language just adds and makes it a bit more hard to make a trigger so I think that's the other reason why we felt it it's a fair amount of supply chain complexity involved in making eight different bars and then ensuring that they're distributed in the right way to the right markets it's given sleepless nights to a lot of teams that's worked on the back end to make it happen but we thought again this is the effort to take to ensure that we can make this initiative a bit more heartfelt you know never before I'm in a situation on our TV set so you know switch on our mobile phones and about 80 to 9% ads are dealing with one topic COVID-19 you know this has been the case for weeks so as an advertiser what has been your overall strategy when you realize that this is not a fleeting problem that we are dealing with here yeah I think to be honest I think the first thing that happened when the situation unfolded was our attempt to first understand the supply side of things to understand what's happening on the supply side and that's the part of the business that was much more impacted because of the store closures, because of the lockdown because of the various challenges that we faced in terms of supply of our goods because very soon we found that we were not able to service our markets and service our consumers so I think to be honest the first focus was towards that and to understand how do we get that in place because finally at the end of the day what's the role of advertising the role of advertising is to ensure that the consumer gets the product and that the product is not available then it's really you know beyond a certain point you're saying what is it that you're doing so I think that was the first step we went through to ensure that the supply side disruptions are mitigated and consumers get to find their products when they go out to the market I think post that I guess the question really was that what do we communicate as products start getting onto the shelves do we assume that it's business as usual do we assume that nothing has happened or do we think that something has happened and we need to have a point of view I think from whatever we have understood from our consumers I think I've you know definitely consumers are desiring to talk to their to the brands that they love to the brands that they believe in the brands that they trust to understand the brands point of view and to also kind of reassure themselves in terms of how do I interpret this situation I think given what I was talking about the two broad impacts the consumer felt on the pandemic and on restricted living some brands and categories obviously had to treat their message because they were offering something that is very specific to the situation brands that are operating in the category of health and hygiene where they obviously have something specific to offer in the current circumstance and of course those brands and categories have chosen to specify and customize the messaging around that and understand I think other than that for us it's pretty much been to understand has anything changed in the consumers interaction with that category and is the consumer going to interact with the categories and brands differently and in that context do I need to treat them and I think hence in that context we started observing what's happening in the consumers life from a demand side now and for example if they're not going out as often and they're not going to be hanging around and buying a chocolate if they're not going to be commuting to school or college and they're not going to buy a chocolate on the way to tuition to buy a chocolate on the way back home and they're going to be at home then how do we leverage that and how do we ensure that we are salient and we give messaging to people who are at home so I think that's what we've tried to focus on one focus is to say how is the consumers interaction with the brands and categories changing and how do we then customize or change our messages to that context and then of course depending on our brands and what purpose or what the core proposition is if you think that there could be a point of view we could share with the consumers so that they can tide through this period and we could help them in this period I think that's what brands have tried to do so if their milk was talking about generosity and being generous and show a sense of gratitude to those who are out there Oreo is talking about staying playful at home because you know rather than getting bogged down you have your family, you have your kids at home this is your entertainment your living room is the new cinema hall how do I convert that, how do I be playful how do I overcome whatever stresses and pressure that I might have at work but take out that time to connect with my family and my children I think that's what Oreo is talking about Bumrita is talking about health and well-being so I think trying to understand what we could talk about from our brand's core which the consumers could connect with in their current context is the second thing that we've tried to do so those are the two things that we've tried to do in the current context now you're speaking about Oreo I think just before the long run we had an ad which said no disconnect to connect which was quite the opportunity what happened so I'm sure you had to have to change your communication there on you know though you don't have the Oreo vertical angle correct, I think Oreo was inspiring people to disconnect now the inspiration is all around us we're also disconnect I think what we need is the inspiration to connect and that's what Oreo has provided it magically I think it was just about the Oreo's proposition is about staying playful and you're saying no stay playful at home so I think almost a seamless transition you know this is a situation where you know a lot of sectors are doing well some sectors obviously have taken the worst hit FMCG is one of the better off in a better off situation but yet as a brand you cannot be seen to be heart selling your products it's a sensitive situation right now so where do you draw the line there as a response to the brand? I think you draw the line by clarifying for yourself what is the role you're playing at a central level the role that you're playing is to service what the consumer wants we are in the service of our consumers and as long as you care about that and you're trying to solve for it I think other things fall into place I don't think you're here to put out something creative because you want to say something because you have a point of view I think all of that evolves out of our core objective to service what the consumer wants I mean that gives a sense of clarity in terms of what you need to do and what you don't need to do I think definitely converting a crisis into an opportunity is as you're rightly saying is a title to manage but I think as long as you're clear about what you're doing and you're servicing what the consumer wants there is no conflict because the consumer is seeking that the moment you're out there offering something that the consumer doesn't want is where things fall apart so I think it starts with understanding your consumer deeply knowing that in these times what he or she wants and then servicing it in which case there won't be any distance I think if you have that filter if you know your consumer then I don't see it becoming such a big issue of course I mean given the PNL to manage I'm just saying that these are tough situations there are business disruptions as you're saying so the PNL to manage and of course we need to make different choices in terms of managing the PNL and you have to align yourself to that as well because you're also in service of delivering your PNL so those are the kind of balances that we need to strike I'll just take this moment to remind our viewers to keep tweeting our hashtag is eForumWebinar and pitch plan talk and also please sending us your questions I'd like to take Manbha Kalyani she wants to ask you where does your production and manufacturing stand at this point I know there was a hit in the month of March but has things become better now? things are improving by the day and I think as we are all seeing the guidelines come through we are complying with the government guidelines as they are coming through and you know that is allowing us to get back to our normal operations they are clawing back while our factories are operational we do have challenges in terms of complying with guidelines we also have challenges in terms of having all our employees in place in some cases employees are stuck in other states and we are still figuring out the best before they come back in some of our manufacturing locations are close to containment zones and we need to comply and we need to be careful about that it's also a very dynamic situation I think that's making things a bit more complicated than normal but we are clawing back towards normalcy at this point in time what is your expectation from your creative agency? you know a lot of them are making video ads for many brands kind of interchangeable to be very honest do you think this is the time when you can make video ads or should you about providing business solutions to your clients or maybe engage with your consumers in a very different format always what do you think? it's interesting you are almost saying they both are not related you are driving business and doing something for the consumer I think intensely they are related I think one of the experiences that has helped us always over a period of time is the quality of the relationship that we have with our agency partners I don't think there are two sides to that table to say client one side and agency other side we see ours as brand custodians so in as much as you know we are passionate about what creative goes out our agency partners are as passionate about delivering business so I think it's a common understanding everything evolves out of delivering the brand's business objective and towards delivering a business objective there is a marketing objective and there is a communication objective that flows through so you should be able to see the clear linkage between what we are trying to do and a Facebook post that you are putting out today or a tweet that you are putting out tomorrow is kind of linked towards driving a certain objective which is the service of the business so I don't see any dichotomy there and of course there are some sort of assets that are more focused on building equity and there are some assets that are you know designed towards executing a certain promotion both exist in service of the business I think we are quite clear there and thankfully we don't have we have a fairly mature marketing ecosystem working towards a common purpose I don't see any issues there and I guess I mean that's a good place to be in that's what we should strive for so it's not about hey I've got this idea let's put this out because it's Covid times and consumer is thinking this and this let's put this out I don't think we are responding in a reactive way I think proactively understanding what our consumer is going through and as I said I'll go back to the point that consumer is seeking a point of view from the brand and I think you can interpret what the consumer is seeking and give a brand a message given that the PNL allows it that's how it kind of flows and tell us what are the different ways you are connecting with your consumers I started using a lot of influencers if I'm not wrong any other brand specific mediums you are targeting I mean trying to figure out and go where the consumer is really neat I think that's broadly been the approach to figure out where the consumer is and engage with him or her depending on who the consumer cohort is where he is and what he is seeking so if he is a gen zedder whose all data seems to tell us is possibly in a much more of a positive mind frame than many others in these times and really actually anticipating and looking forward to convert even the drudgery of sitting at home into something which is fun Firestar is actually engaging with him on Instagram telling him to do nothing outside but do some have some fun inside so that's working in that context and then of course you have if you are a young family with young children and you are trying to figure out interesting ways to do some fun activities at home maybe try something new in the kitchen you know Oreo and Cadbury Dairy Milk is telling them go mad with Madbury or create a nice Oreo cheesecake at home do it yourself I think customizing messages depending on who the consumer cohort is of course relying on influencers relying on multiple channels we also have deep relationship with our platform partners we have the JVPs with them so I think we are also in talks with them in terms of what's right for each of these mediums and then you know kind of putting what is relevant for those mediums you know also tell me most brands right now have turned their attention to CSR activities how soon do you see product related campaigns making a return to centre stage and tell me a little bit more when you say product related marketing what do you mean by that you know very hard selling a product in the sense you know where a phone manufacturer goes on talking about these new features of a phone a new product that you are launching in the market now it's more about you know stay safe stay care that kind of communication coming out of most brands so interesting question that you ask I think again yes I don't think every brand message needs to definitely reflect the current times but that's definitely something to keep in mind for us we go forward that even I think all data seems to indicate and markets where this crisis has passed through is also giving us information post crisis as things open up things aren't going to go back to what they were earlier very soon I think there are there is going to be an overhang of the impact of the current situation people are going to behave a bit differently and reflecting that in our messaging needs to happen so even if we are thinking about new messages that brand would want to put out it needs to kind of be conscious of what we have gone through in the last three months in the way you want to depict the messages or the kind of messages you want to talk to there might be some messages that would be more appropriate and some it's not be as appropriate and we anticipate when we are doing our homework ensuring that we work that through in our minds when you think about and what even about core brand messaging I would expect that there will be a context that will change based on what consumer experience in the last two to three months and I think that's going to change I think other than that I think as I said Anita some of these CSR messages are again emerging out of the mother brand or the organization wanting to contribute to the situation I think what you have seen in the current crisis is individuals and organizations have stood up and have realized that they need to play a part all of us have played our part many of us have ensured that our domestic health continues to get their salaries you know many of us have gone out of the board to help those who come to a building and you know the security guards, the milk men I think people are doing their bit going beyond their bit, individuals and organizations are going their bit so I think that's what you are seeing and organizations are sharing that movement unless you are talking about this movement doing groundswell coming up so that more and more people come in and contribute because the impact the economic impact amongst those who have been really hurt is so huge that we need more and more and actually continuous flow in of people contributing to the situation and that will happen only if you communicate to each other that hey this is what I am doing not to say it's not coming out of a zone of trying to get brownie points for yourself but actually trying to share and create that spirit of sharing to say this is what we are doing and let's all do this together let's all get that together I think that's what is driving and in many cases many of these activities are also cool to what an organization stands for or what a brand stands for it's what has been standing for a long period of time a brand stands for nutrition and that's a hugely at stake in these conditions and stands for the brand to talk about it so I think it goes back to what's relevant in these times that brands are dialing up but as things move on there's a business to deliver people are looking for staff people are going to go back to shop they are going to look for a new shade of lipstick they are going to go back and figure out that they need a better phone and again brands are in service of the consumers the consumers are looking out for that brands are going to communicate that I think what's happening now is also in service of the consumer and when something new happens it's also in service of the consumer let me take this sir take a question from one of our viewers from facebook who's watching this on facebook live he's Partho Ray and he wants to know when the supply chain challenges during covid and competition at a time when competition and local brands are filling in the demand that the retail outlets how difficult or easy is it going to be to reconnect with the consumers and even the pure of brand loyalty shift yeah I think that's a very good point and hence I think relevant for some categories much more than some others categories that are possibly wants and not needs indulgences and not essentials are likely to obviously need to work harder to reestablish their credentials broadly yes and also those kinds of categories are as much influenced by supply as they are by demand so if they are there in the stores invisible they get picked up so I think getting that in place is a fundamental part I think a large part of the way we built our categories also by focusing on sales and focusing on doing a bunch of things in sales expanded our visicular footprint and you know now more than 400,000 stores if you go you'll find our coolers and you know that definitely ensures that you know we are connected to the consumer you can't miscat believe it comes into the store so I think that's what you've done and of course that part is disrupted and the first focus is to get that back that is that will be our first priority and that will be the first and foremost way that we ensure that we reconnect so hence the big priority around sales a big priority around supply chain and those are the areas we are maxing out on in terms of all our focus and hence all the learning from the other markets are also telling us that those who hit the shelves the fastest to get back on the shelves the fastest are the ones who are going to win so hence that's definitely the first step I think going on from there I think this is where it goes back to the kind of approach that brand builders have taken if in the recent past in the near term in the past they focused on short term and short term sales on promotions, on new launches etc etc and have not built on core equity they might struggle harder brands that have actually built built equity focused on equity have a strong proposition is it close to consumers hearts enjoy the trust of consumers I would suspect that you go back to the brands they trust I mean you and me have consumers rights so when you go back to the stores which are the brands that we will pick up there are brands we love that we will loyal to we've been consuming over a bunch of years yes if that's not available and I need that category maybe yes and today I am doing a switch I am going by what's available but does that mean that I lose connect with my consumer with the brands that I am close to I don't think so I think it's a short term disruption in these times it will benefit it's also a less cluttered environment but I mean given the kind of business disruptions it's safe to assume that only businesses that are doing well will continue to enjoy being salient on television at these times as things open up I think again who gets to the shelf fastest who has built equity in the past and then who is going to invest I think it's always been a game of investment it's a tough country it's a big country millions of consumers so it's a big factor of investment so those who are out there to invest are likely to gain you know you spoke about business and I want to know you know I was reading the international link said the pandemic is driving unprecedented demand for its snacks in North America and at the same time lockdowns in emerging markets including China have generated more than a third of Monde-Liz's revenue having a toll on its business as far as it is concerned where does the revenue stand you're talking about India or you're talking about local India so I think from an Indian perspective I think as you know Monde-Liz international over the last couple of years we've gotten our vision right it was empowering people to snack right so we see ourselves as a snacking leader and hence we have a basket of categories which thankfully kind of straddle all occasions straddle multiple needs and hence we are able to offer a suite and not just different categories also different price points right so we have the portfolio that goes from 1 rupees to 200 rupees so that allows us the flexibility to offer a range and of course as we are realizing over the pandemic period there are obviously movements that's happening across categories and some categories are benefitting and some categories are getting impacted those categories which are more impulse more out of home are impacted and we are seeing a boom so that's the balance that we're seeing I think as you heard in the US we have a big big business and they of course enjoyed the benefit of pantry loading and that's what they've seen a lot of growth so I think we've seen mixed responses and hence of course business has been impacted but yeah we've seen different brands operate differently and I think as I was saying things are improving and we do see that we will start moving towards a situation where we start recovering as well tell me what has been the biggest shift or change in marketing world post in the slot of COVID-19 I think the situation because it is unprecedented has ensured that it has forced people to take a step back and reflect on almost a moment of pause to reflect on what you've been doing so far and almost do a re-contract to yourself to say am I sure what I'm doing is right is there something that needs changing and what needs changing I think the fact that it's forced us to go back to think and go back to our kind of drawing board I think is what is possibly the biggest change arising out of that there are brands in categories which says wow this is a great opportunity let me go ahead and invest there are brands that say okay I need to do anything so depending on where they are the outcomes and implications are different but otherwise this forced opportunity to rethink is what is I think the biggest change other than that I think from a broad brand and marketing standpoint it goes back to building brands and building strong propositions through compelling storytelling I don't think that is going to change and that's where I think what you were talking about earlier on you can easily shift the wall paper and figure out the kind of messages that cut through because they are emerging out of a strong proposition no having said that tell me how has as far as advertising spends I can say how has it changed for are you spending as much on television you were one of the biggest advertisers on television earlier are you spending as much on television right now can we move to digital I think obviously I cannot comment on numbers as you know I think business has been impacted so obviously our advertising investments have also been impacted so I mean that's the fact having said that I think there ever possible I think we have seen that there are opportunities to connect with consumers differently and we have taken that opportunity so even in April we thought there is an opportunity to talk to we kicked off a program in January called Madbury there is a really about inviting people to conceive of their own Cadbury Dermil flavor so pick up Cadbury Dermil and mix and match whatever you want and conceive your new Dermil flavor and we have had as close to a million people who responded and the whole notion of the Madbury campaign is just discover the magic of mixing and matching what you love with your favorite chocolate and discover a completely new new flavor that never existed so we kicked off that campaign in January and actually the campaign was running through and through we felt that there is a easy way to tweak that campaign to invite people to use these Covid times to you know fool around with chocolate really take the Cadbury Dermil look around in the kitchen ok maybe some cinnamon maybe some apples and let me see what comes through I think that's really a great opportunity and that's what we did and that's what we did in April we have taken that campaign personalized and depending on cohort depending on interest areas and we've created a host of a very interesting campaign in April that worked really well as I spoke to you earlier Orio tweeted message to say stay people at home and then of course with 5 stars you know everybody was saying don't go outside so we just tweaked that to say do nothing outside 5 stars has been talking about do nothing for a while now we just said hashtag do nothing outside so you know kind of leveraging that and talking to them in an interesting way so where ever possible you've done that I think because we have brands that that can relate to our consumers and we could think of meaningful messaging we've done that equally speaking there are brands where we think it's possibly not the right time to talk we've not done anything depending on where we are we've taken those choices and the viewer from Zoom asked how are you going to be approaching this vocal for local call that is given by the 5 minister and what's the question then how are you going to be approaching I mean are there going to be more manufacturing facilities coming out from India, more products which are India's way I mean we see also I'm guessing this is a viewer's question yeah so I'm just the reason I was a bit curious we see ourselves as in service of consumers and launching products and doing stuff in India selling in India advertising in India I mean I don't see any issue consumers see us as a Indian MNC and many many brands have many many years of legacy we have strong I mean these brands are truly Indian and represent India that we have grown up in so yeah so that's our point of view and of course we are a big source of employment we have multiple factories across the country we are working in the communities we are working closely with our farmers down south who are growing cocoa we are not only investing in their communities but one of the largest sources of cocoa there so we have a host of sustainability initiatives in the country so there's a bunch of things where we believe that you know we have nothing to fear and of course you know there have been clarifications that have come subsequently as well you know and bear with me this is a slightly longish questions just from me the most brands have cut that spends and you know it's not reasonable to expect them to spend as much as they did in the previous year now when modulus looks at cutbacks in advertising know which of the three agencies would be affected the most would it be media agencies as you might not advertise as much creative agencies which might you might not want to create as many fresh campaigns or would it be production house it is ad production but it would be only a fraction of what they were initially they wouldn't be those block bus ones anymore so who would be the biggest casualty of the crisis of its three yeah I mean I would say that you know Nita it's all about the ecosystem and I think you know we have committed to and I mean all are thankfully all our relationships are long-term so we've had a fantastic track record of growth for the last few years and all our partners have benefited from it and hence when the situation gets tough you know as I said I mean we have a very mature ecosystem and we are in it together so I think we are all in it together we've been in it together in the past we've been in it together today and tomorrow we'll smile together so I think that's the spirit I don't think it's about singling out and saying okay you're impacted you're not all of us are impacted and then there's one last question you know now employees are at home kids don't have school all of us are constantly reaching out to some for something to munch on so are you using this insight are you to make your brand more relevant are there new launches expected which would cater to this munching habit I think obviously no forward-looking statements here but I mean we do have a very interesting lineup of products that are already available and of course we want people to munch on responsibly we want to offer consumers as much choice and there's a whole host of things that we've done I think one of the reasons why the category has grown and actually buffed the trend in the past has also been because of the kind of innovation that we've done innovation not just in terms of completing your products but also on our course on our core brands so we have launched dark milk last year which offers a completely new taste of chocolate to the consumers that didn't exist which has recently introduced 70% dark chocolate and bonvil we have some very interesting variants in silk that we've launched like silk hazelnut last year silk oreo red velvet we've also interestingly launched a bunch of interesting offers in the lower unit price points at 5 and 10 so in 5 rupees we've launched a new product called Chocobix which is a biscuit caramel coated chocolate which is a new product that we've launched in a few markets earlier this year we've launched Crispello which is again a very interesting and a different unique texture that didn't exist before we've launched Matty 5 stars so it's a host of launches we've launched 30% radio sugar so as you can see I think in the last year and a half to 18 months we do have noticed that there is increased excitement in foods increased excitement even in chocolate and snacking and we've catered to that so I think there is a bunch of things that we've done looking at different consumer cohorts looking at different consumer groups in different cities so I think there's a whole host available and I think we are currently focused on addressing the disruptions that they've gone through my supply side and my demand side so that's what is going to keep our hands full now and get things back on momentum and of course using our brands to continue to reassure consumers and offer them that kind of support that we're there in it together and celebrating the wonderful spirit that you've seen in the country thank you so much as far as I'm concerned I don't think we can take away the joy and so hoping that the crisis is behind all of us soon and me, Monde Lisco very very well and we look forward to meeting coming out of your factory thank you so much Anil for joining us it was great having you here my pleasure was mine, thank you thank you so much Nikan, have a good day stay safe


George tricked me look we've got a lot to cover in this episode so let's not focus on that let's set that to number three right over there all right so there's been so much going on here at freedom and there's just so much to talk about first things first what did you think of the developer show that went up earlier today I don't know I love these guys there is some kind of Larry Curley and Mo vibe going on here they must be really good friends or at least get along really well um um I I just watched a video myself uh and I I love it I hope that we see more of these guys what do you think tell us more are you excited about the projects that they are working on here at freedom like heartbeat and a freedom mobile app or a new dashboard dashboard v2.0 are you excited a lot of you have been asking in the comments section why x y or z isn't quite working in the dashboard well it's beta guys that's the way beta works is we kind of throw a bunch of stuff at the wall we see what sticks and then you know we you know we we work with it we evolve in beta until we get to a finished released product and I really think that that's what we're moving to you know so tell me what do you think all right thing number two thing one thing two dr. Seuss reference oh sorry thing number two is there's a lot of twitch news going on and one of them is host mode host mode is well kind of a way that you can kind of do a hang out with your friends or your buddies and you know you can do epic stuff like you know hanging out over a twitch stream over on your own channel so let's say you are a big streamer you're not doing a stream but you still want to hang out with your fans at some point when you're not streaming that you want to chat if you're not really a big streamer but you want to throw something up while you're working on another project and use it as a social thing what do you think about this feature over on twitch if you'd like more information about this particular thing check out the star or stop promoting the video bar thing three thing three is that George tricked me and a couple of other freedom staff George put out a video a while back saying that he was going to start hiring from within and that he would start doing these epic things with freedom now at the time I had no idea I was part of that but hey what happened so yeah here I am I'm working for freedom along with Alex Adams and um and stuck diesel and a few other people and uh keemstar getting to work with him really cool guy believe it or not so much is going on here at freedom everything is evolving so quickly it's not even funny I know I'm using hand gestures a lot but try to work with me all right so I want to hear what you have to say about all of this stuff because it's very important we need your feedback without your feedback we can't grow so that's what we need you to do tell us let us know let us learn from your experiences if you have any experiences developing anything like the developers are working on let us know if you have any experiences using twitch or if you think this whole twitch youtube thing is a good idea bad idea let us know and last but not least if you think that George was secretly planning to hire us all along tell us below till next time I'm Anthony with freedom like subscribe comments please I'm not sure if this is gonna work till next time guys you've been watching the first video for a fireside chat with George where he shares our future and how he grew from 20 000 to 120 000 in just one month and click the second video to see how to monetize all of your videos with just a few clicks to enable all ad formats and monetize in all countries click the third video to be taken to a playlist of where is George entries and we will grow together as a family because this is the freedom family you are part of it we are all part of it and we're all growing together so there I am I'm just a gamer putting up gaming footage next thing I know I own a youtube network next thing I know now I work for an mcn go figure it's kind of crazy so grow with us and partner with freedom that play now button right there on the video bar is all you need to click to get started your secrets if you really look at yourself you will be speechless what happened to being doctors and teachers what happened to being your brother's keyboard now with days


Welcome to the PTL Overview Series. These series were initiated to go over the projects and their upcoming features that will be in the new release, which in this case is Kilo. We are posting these now on YouTube so that you can have the information right at your hands and watch it at your own leisure. But of course each PTL will offer their contact information and you can jump on IRC and ask them any questions that you may have to their specific project. Today we have Michael Still who is the NOVA PTL on the line and he will be going over any project updates that will be coming in the new release Kilo and of course he'll be available afterwards for any questions that you may have. So without further ado I'll change it over to Michael. Thank you very much. So first off thank you for coming along and watching this YouTube video. Hopefully it's useful to you. My name is Michael Still. I'm the Compute PTL. What that means is I'm the main cat herder for OpenSnack Compute. Next slide please. OpenSnack Compute currently consists of one project, NOVA. For those of you who are new to OpenSnack, NOVA is the virtual machine management system. So if you make an API request to OpenSnack for a virtual machine, NOVA is the system that actually builds that virtual machine and gives you access to it. To do that it might need to orchestrate other systems. So for example if you ask for an interesting network configuration, we might go off to Neutron to set that up. Or if you ask for a persistent block device we would ask Cinder to do that work for us. So NOVA is interesting in that it gives you access to compute resources but also because it ties into a lot of other OpenSnack projects. And so probably the majority of OpenSnack deploys NOVA is part of the deployment because most people want to use compute. Next slide please. So how did the Kilo Summit go? So the OpenSnack release process is based around a six month cycle and the start of that cycle is a physical design summit in a different city each time. Kilo's design summit was in Paris and Paris felt really, really productive to me. So it was the second summit where I was the PTL and whilst Atlanta was, you know, a really good summit, I felt like Paris was us hitting our stride. We have an increasingly clear vision of the things we need to do to NOVA to meet users' needs as best as possible and we understand that there are big architectural improvements we need to make. But more importantly people signed on to do that work and we have a plan. So it just felt like we were meshing well, we know where we're going, we know what we need to do, we now just need to execute on it. Next slide please. Now, one of the things we introduced in the Juneau cycle which was the previous release was the specification process. Now this started off as something that NOVA and a small number of other projects did but it's now kind of OpenSnack-wide. Although each OpenSnack project is implemented separately so we, you know, the exact form it takes is different across projects but we're working on syncing that up at the moment. A specification is a formal design document which defines what is being implemented. It's reviewed separately from the code and it's reviewed before the code. So the idea in Juneau was if you wanted to do anything that wasn't a bug fix you would propose a specification. We'd review it and we'd say, ooh, we love this feature but you know, you need to think about tweaking it like this so it works well with, you know, the supervisor or whatever. And then, you know, that would get approved and then the code would be worked on. Now that was a really good process I feel but we'll talk a little bit more about that later. The other thing is that operators are encouraged to participate in that review process. So we have a few operators at the moment who will come along and say, you know, hey, this is a cool feature but you need to think about these things that will hurt me. And I think I'd like to encourage more of that. Operator feedback is very important to us and finding out that we're going to, you know, need to tweak things early is way less expensive than doing it later. Now there's a few places you can look for information about specifications and all of these URLs will be put in the YouTube talk description so don't, you know, frantically write them down from these slides. First off is a website that has approved specifications rendered to HTML and that's that first URL on the slide. But, you know, if you want to provide feedback before we approve something then you'll need to use our review system which is the second URL and that gives you an opportunity to comment on things other specific lines or a more general comment and, you know, be part of the interactive development process for reviews. Next slide, please. So how did specifications go in June? Well, first off there's a summary of the specifications that were implemented on my personal blog. This summary was written before the release was made but it should be, you know, basically correct. It was the basis for the release notes. So that's the other advantage of specifications is now we can say, you know, we've released a feature and here's exactly how we intend it to work. So that's really cool and hopefully useful for operators and employers. We did learn some lessons about specifications in June over. Next slide, please. Specifically, specifications did slow us down. Now some of that was intended, right? We needed to be more deliberate about the features we were writing so that we got them right the first time and, you know, so we needed to just slow down and pause and work out what we were doing. And I think because of that we're seeing higher quality features now. We're definitely rewriting features less than we used to. But we did also learn that that's not something we always have to do. So we've made some tweaks to the specification process for Keila. We now have the concept of fast track approvals. A fast track approval happens when you had a Juneau specification but for whatever reason it didn't manage to get into Juneau. So we have this very lightweight, a single reviewer can look at the specification and say, yes, this still makes sense to us to go. And that's been cool because it meant that we didn't have to pause the development cycle at the start of Keilo to get a lot of paperwork done. The stuff that was previously approved in Keilo got approved very quickly and people could start working on it straight away. We also have a trivial blueprint process. So as I said, in Keilo, absolutely everything had to have a specification. Sorry, in Juneau. In Keilo, that's not so true. So if it's something really simple, like, hey, I want to add a flag that changes the location of this temporary directory, that wouldn't require a specification. What you'd do is you'd write up several sentences, blueprints on Launchpad, and you'd bring it to one of our weekly NOSA meetings. And at that point, you get to advocate for it being trivial. We either agree or don't. And if we do agree, we just approve it on the smart. So that's unblocked a lot of the smaller changes as well. We also have the concept of black backlog blueprints. And this is an idea we stole from Keystone. And I had a couple of conversations with large deployers at the Paris Center and they seemed to really like this idea. So the idea is if you're a deployer but you don't employ a lot of software engineers, you can say, hey, I've got this problem in OpenSack or I need this feature. And you can use a truncated form of our template for the specification. So you might write a user story and say these are the use cases. You might describe the bugs that you're currently seeing or the problems you're having, that sort of thing. And then you can stop and you can send that off for review. And it gives Nova Core and the user a chance to talk about the feature and what it would look like and its relative priorities and things like that. And then we can approve it into a thing called the backlog. Now, the intention there is that new developers coming along looking for work in OpenSack therefore have a well-defined set of things that they could work on. We've already agreed on how it would work and what the user interface would look like and that sort of thing. They can just pick it up and complete the rest of the template and then implement it. I think there are some other side effects there that will be interesting if they happen. For example, if I was a deployer and I wanted to go out to a contract company to implement the feature, once I've got an approved backlog blueprint, that means I have a very defined scope of work. So I could go and get a couple of companies to close on it and then pick which other one I thought was best and go from there without ending up with two possibly very different features if I got two quotes from two different companies. And the other thing we did is we started defining project priorities which I think is a really interesting move but we'll discuss that on the next slide, please. So the idea with priorities is to address the architectural problems we see in NOVA. Generally, it's intended for wide-reaching problems or changes that touch the entire code base. So things like we need to be better at live upgrades or we need better scalability support. So I think it's unlikely that you'd ever see a single hypervisor driver listed as a priority. Whilst we love all of our hypervisor drivers, they're not project-wide and so they're not what priorities they're intending to fix. So to give you some examples, the next slide has a list of the priorities for Kilo. So first off, we have CELV2. CELV is our scalability story so if you want to take NOVA from, say, 500 hypervisor nodes up to 50,000, what you do is you break your NOVA deploy up into a series of sub-NOVAs and then they form a tree and talk to a parent NOVA and these sub-NOVAs are called CELVs. Rackspace, CERN, Nectar in Australia have all deployed CELVs. It is in use in production. The problem is it's not feature-complete. So there are users who would like to use CELVs but can't because they need support for a feature that doesn't exist in CELV. We've decided that that's the thing we need to address. So there's active work at the moment on a version 2 of CELVs that is feature-complete. It's going to tweak the exact way CELVs works but I won't try and describe that because we don't have time at the moment. You could read the specs if you're interested. But it's cool. I don't know if this work will be finished in Kilo but I think we'll make a good start on it and that's important because we are seeing a lot of large deployments of NOVA now. We also have the continued object transition. Now this is internal, not particularly sexy work but it's very, very important. So this is the transition of all of our data structures from something that was tied very closely to the SQL schema to something that is more custom to our internals. So for example, this allows us to decouple a schema upgrade from a code upgrade. So you could, for example, upgrade your NOVA services without doing the schema migration. And then the idea is that these objects handle updating the data to the new format on the fly when they read it from the database. But to do that we need to touch basically everywhere that reads from the database or writes to the database and so that work's been going for a couple of releases now. But it's continuing and I think we're getting close to the end and it will be very exciting in this one. The scheduler is clearly an area that people are interested in developing. We have a lot of people who come along and say, hey, I need to implement a feature a bit like this in the scheduler and the scheduler just isn't flexible enough at the moment. So we've got a good team now. They're working on that. They've got a good plan. The ultimate plan is to pull the scheduler out so it's a separate open stack service project, I guess. But we're not there yet. The first step is we have to pay down the technical debt on the scheduler because it wasn't intended to be like that and make it more flexible so we can implement these cool features that people propose. The V2.1 API is what the V3 API became if you've been around open stacks for a while. So it's become an effort to strongly version the API that was presented to users. So your client, when it connects to open stack, will say, hey, I understand this version and the server will degrade its responses to that version which means that, you know, for deployments where they don't want to upgrade client libraries every month, it means that they can now, with a reasonable amount of certainty when they start using the V2.1 API, be able to say, you know, this client maybe only needs to be updated every year or every couple of years depending on the support cycle for your desktop platform. We're also working on functional testing. We have always believed in unit testing and integration testing. We haven't been good at functional testing. But there's a team that's excited by fixing that problem and they're working on it now. And I think any form of testing is always welcome in open stack. We believe strongly in testing everything as much as humanly possible. The NOVA network to neutron migration is more about the neutron teams than the NOVA team. But we have this priority here so that we can unblock them whenever we need to. So if the neutron team comes to us and says, hey, we need to make this tweak to NOVA to make this migration work well, then what we're saying here is we will take those seriously and we will prioritize getting those things into the SOPE. I'd really like to see us have a really solid NOVA network for neutron migration storing in Kilo. And I think we're close to that now. We have a plan. We just need to implement it. No downtime DB upgrade is similar to the object transition work I talked about earlier. But it's focused on the SQL schema. So in many database engines, you can add a column to a table without rewriting the table. At the moment, what we do is whenever we change the schema, we do the adding of columns and the deleting of columns all at the same time. And that means that you are pretty much forced to take a database outage which will result in an API outage, for example. So what we're doing here is we're attempting to break out to the additive changes that you can make live from the contraction of the database by removing the bits we don't use anymore. So the idea here is that you'll be able to move to newer schemas in a live environment without affecting users. And then later on, you can take a planned outage to delete all the columns that are no longer used. And you might bundle up the delete from more than one migration and do them all at once. Bugs are obviously important. Every time a user reaches out to us and tells us that they're having a problem, we need to take that seriously. We have had a continued effort to focus on bugs and close them. We actually closed a fair few in Juno. There's always more bugs to close. So this is more recognizing this is a continuing effort that we need to not forget. And then finally, continuous integration. We've always believed in continuous integration. We've always believed in testing, like I mentioned before. There are some aspects of NOVA that aren't well continuously integrated at the moment. And I'm thinking of things like some storage drivers. Some plugins don't have the level of testing that we'd like to see. And so again, we'll continue to work on expanding our continuous integration coverage so that we hand our users the best possible quality of software. Next slide, please. Now, there's been approximately 40 specifications already approved for Kilo. So what I've done on this slide is I've tried to pull out some of the things that aren't priorities but that I think look interesting. Now, you know, this isn't an exhaustive list if you want to see that. I'd recommend going to the URL I mentioned earlier. The first one, again, isn't a super exciting new feature, but it's something I really want the players to know about. So the NOVA code has always assumed that the unique IDs we give to instances are in fact unique, but we haven't enforced that at the database layer. So it is theoretically possible that there are databases out there where that's not true. What we want to do is we want to turn on that enforcement in the SQL database, specifically because dv2 when we add it requires this.  And no one has reported one. But I'm highlighting this because I want the players to check. So we're going to provide a tool that will scan your database and let you know if you have problems. And then, you know, a migration in Kilo will add this enforcement. So it's just something to be aware of. I would be surprised if anybody has a problem. If they do, I'd very much like them to reach out and let us know so we can fix it early. There are also a bunch of not the 2.1 API improvements. So these are things that aren't tied up in the versioning project but are still interesting things we're doing to the API. We're going to improve the semantics around instance locking. At the moment, if you want to find out if an instance is locked, you do that by locking it, which is a little bit strange. Better result pagination, tagging for instances. There seems to be renewed interest in working on our EC2 compatible API. And so there's always a lot of API work happening, but especially in Kilo. IPaZ and Libvert are looking at adding support for SMBFS as a block volume. So this will mean that you can mount SAMBA or Windows file shares as volumes inside your nether instances, which makes a lot of sense in the Windows world especially. Ironic is going to add config drive support, which will continue to bring Ironic up to the level of compatibility with all the other hypervisor drives, which is good. And there's obviously continued work on network function virtualization, which is a big deal for our telco users. This work is mostly happening inside the Libvert driver, but it's things like Numer support, CPU pinning, continued work on PCI device workload, offloading that sort of thing. So I expect to see a fair bit of work done on that and we'll see a fair few features landed on it. And VMware is doing a bunch of interesting work around supporting OVA, which is an image format, ephemeral disk, vSAN, that sort of thing, which will be of interest to the VMware users. Next slide, please. And as I said, there are a lot of other specifications already approved for Kilo, but there's even more that are out there for review at the moment. So the URL on this slide, which again I'll have put in the description, is a summary of the specifications that are currently being proposed or have been approved. And I try to write an update to this every month also. And so I haven't actually counted, but I think it's in the order of there's 140 proposed changes to Kilo at the moment. And so if you're interested in a specific hypervisor driver or, for example, the things that we're talking about doing to the scheduler, this blog post would help you find out what we're currently proposing. Next slide, please. So anyway, thank you very much for coming along and watching this video. I hope it was useful to you. As always, I'm happy to chat. You can email me, I'm on Twitter, and I'm on FreeNode IRC in the OpenSnack channels. I do live in Australia, so sometimes there won't be a perfect time zone at the lab, so maybe email might be a better way of contacting me, but whatever works for you. And then I am also just one person. So if you ever have a question and you feel like you want to ask it in a more general manner, please do email our users mailing list at opensnack.isks.opensnack.org because there's lots of people much smarter than me who can also help you out. But anyway, thanks again for coming along and watching this video, and that's all I've got. Awesome. Thank you, Michael. And like I mentioned earlier, his IRC contact information will also be in the description of the YouTube video, as well as the links he included in the presentation and a link to his slides on SlideShare. So of course, feel free to reach out to Michael or us at OpenSnack if you do have any questions. Thanks.