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monatliche Verkäufe aufgrund des digitalen Marketings
So, yeah. Let me sort of start off to really sort of kick us off. The bit that I'll be sort of focusing on today is really looking at bringing back the human element back into marketing. So for those of you that were here yesterday, you'd heard the keynote speakers sort of focusing on elements of digital marketing automation, looking at using artificial intelligence, but then also not making and making sure we don't miss the human element. How are we getting that feedback from that consumer? And remembering we are consumer first. A couple of bits I'll be sort of focusing on today. So I'll give you a good introduction into the business, give you a bit of an understanding of how our team is set up to actually deliver, our business goals, and then sort of breaking that down into actually what do we do from a CRM point of view, and then key, which I think when whenever I'm sort of sitting in your your position, I'm just saying, what does it actually do? How do we what do we actually achieve by doing the things that we do? So kickoff with the business. So Sally Beauty Holdings, we're an American owned business. Starting in nineteen sixty four with a single standalone store in New Orleans. But it only really sort of sort of gone into nineteen 'seventy eight that that store estate started to grow. But it wasn't until nineteen eighty seven that the business then started to acquire other elements to then move into the UK and Ireland and further into Europe. It was in the sort of late '90s that the sauros ation started to progress and get bigger within North and South America. But really, sort of key point or key milestones at two thousand and seven was when we moved into and acquiring Salon Services as a brand, which is still a brand today, one of our routes to market, but also Beauty Express. So Beauty Express was a key brand within the UK and Ireland selling directly to the beautician. So it was another successful acquisition. It was twenty thirteen that we then created our flagship store in Oxford Street, which is a three level store, both serving our trade customer, also retail customers. We serve both. And in two thousand seventeen, as a business, we reached five thousand stores within our store estate. But there was another key, part that changed in the late twenty seventeen, which had led us to building Sally Europe. So Sally Europe was a key business decision. We wanted to create a division of the business, which is really focused on delivering a European hair and beauty wholesale business. So Pro Duo was already operating in Continental Europe within five countries. As you can see on the screen, the sort of store estate and the numbers that we have, but then sort of joining forces with the UK and Ireland roots to market, which is Sally Beauty looking after our retail customer and salon service looking after our trade customer. We also have a collection of e commerce websites, which we serve and support, but two main head health offices, two distribution centers, and we have full service teams as well. We also have an own brand development team as well because that's very a key focus for us. It's really good. So clear clear from that, and I think we all all would agree in the room that that's quite a cumbersome beast that you're dealing with day in day out. And I've didn't actually introduce you correctly at the start. Nerve's got the better of me, but, obviously, running across CRM, digital strategy, communications. Yes. Orchestration must must be tough. I mean, what is it that what is it that you guys are actually doing? How are you actually achieving this on a on a day to day basis? Yes. I mean, I think, it's well, yeah. I'll sort of take you through our give you a bit of context. I'll take you through our customers first, and then sort of look at the how we're actually set up to do that. So to put a bit of context behind that, that question is really sort of looking at, well, our trade customer is our priority number one. It's what our business is built on. It's where we achieve the most of our sales. And you see very much female dominated market, as you would expect, but we do entertain and and, have a lot of customers that support barbering, as well. As you would expect, you know, we have a a good database to work with. And with our trade customers, they have to apply for a trade card. That trade card processing gives us a good element of data collection at day one, which obviously gives us a great opportunity to then start communications. Our gold customers, which is quite a small proportion of our data, basically, was fifty percent of our sales. So as you would expect, a great segment we need to look after and nurture because they're a big part of our business. Seventy five percent of those are active. We class active as shopped in the last twelve months, which is a nice figure to maintain and continue to grow. We've got some figures up there regarding sort of basket sizes as well. But if we have a look at repeat purchases, our customers generally shop on a monthly basis, nearly two times a month, which in over, sort of encompassing the full database works at around nine shops per year. As I mentioned earlier, we we look after retail customers as well. So we have, as part of our store of stakes, are more retail led stores. Again, very female dominant market. Ninety three percent of our customers on our database are female. A slightly older demographic actually as well, so thirty to fifty years old, is a main proportion of that database. But the basket sizes are lower. With these customers now searching find those exclusive brands, ones that they may have found on blogs and vlogs. But then also within our our store teams, majority of them are hairdressers and beauticians. So we can actually provide that expertise in store as well. We seem to be nicely onto the team, which is back to the question. So, yeah, from a from a team point of view, yes, it can be quite cumbersome. Yeah. We have, I'd probably say, quite a lean team, but we have UK and Ireland to look after. There's five countries in in continental Europe, and the team looks just like this. So as my title suggested, yes, you know, we have to have those people that are looking after the digital communications in each of those areas. And looking at database and insights, that's obviously a very key part. We have tools that we can utilize to then drill down into that database to really sort of understand, how our customers are performing, and delivering key results and reports to our stakeholders internally. We also have a dedicated resource focused on acquisition as well. So that acquisition is based in from a digital point of view but also in stores. So again, sort of going back to those trade customers, how can we get and find those professionals to join our business and join our trade card scheme? But direct mail, direct mail is is another key channel for us and it's why we put resource behind it. Particularly for our trade customers, we have a Tradefly, which has all the monthly promotions in, and that's been working well for many years and a very key publication for our trade customers. From a channel point of view, I mean, I've touched on some of those already. So yes, we invest across digital and print. Digital, as you probably would expect, has increased when it comes to an investment point of view. But, yes, you can see up on screen that, yes, we invest across the majority that probably most people do in the audience today. And yeah, we've recently sort of looked at personalizing the website to utilizing products from Imartis that obviously have within our package to start to personalize that web experience, which you find is key. We're sort of finding some great results through that already. Tech is obviously quite a a key point. I wanted to include this because I think it's always interesting to find out what, you know, what tools do you need to to actually deliver a successful CRM program and deliver, communications, to those particular two customer groups that we have. So as you would expect, yeah, we we get a lot of our data from EPOS. So a lot of the tools systems provide that back into our ERP systems. Because of the sort of merger of the two businesses, we have two ERP centers, in which case that gains all of that transactional data that we can then utilize within our single customer view database. So we are lucky enough to have one of those, in which case we can get a real good understanding of each and every single customer, what they like, what they don't like, and how they'd like to interact with us as a brand. As mentioned earlier, we have a collection of ecommerce websites. As email is one of our key channels for communication, then we have a specific tool to look at inbox placement, of which we monitor constantly. So looking at our inbox placement using that particular tool, we can see that ninety seven percent of the emails that we send reach the inbox, which is key. Analysis, what I mentioned earlier as well. So analysis, we have, again, a very specific tool to analyze that data within a single customer view to either provide reports or pieces of analysis for key stakeholders in the business or really just to understand what the current behavior is with our customers, whether that be through email engagement or how they're actually transacting and where they're transacting at the time. And lastly, we're we're going through a proof of concept with a coupon at till technology company at the moment, in which case that's proven to be very successful in the in the proof of concept stage. So we'll be looking to roll that out as we sort of go into the future. But, again, that'll be a key thing that we'll want to integrate with the systems that we have to really utilize the power behind that. It was more around. It wasn't just about the customer experience there, was it? It was more like the future that you were looking at. They would give you more data back than just the coupon, like, the the the rather than just the output for the customer. Right? Yes. Correct. Correct. Yes. Yeah. It it will do. Yes. Yeah. We'll be able to understand again at a a different channel how they react, how can we get them to spend that little bit more, how can we get them to back get come back into store or potentially transfer channels to then actually transact online if we've recognized that they don't. When because, obviously, we're talking about, like, the tech stack here, how you, you know, how you orientate that or put that into your ecosystem. So what arrived you at you know, that was, like, the next best thing to look at when you, you know, when you were really looking at it? Was it looking at the customer, looking at business data? Where did you where did you start? Yeah. I mean, I think it was, yeah, it was the next natural step for us, because I think, yeah, it's always been always been an aspiration of mine to say, well, you know, we obviously work in a very digital environment. I wanna just end trying to interact with the customer actually in store and actually to, you know, change that that experience they have in store as well. So I think, you know, that type of technology but then also provide, apart from, you know, pure promotions, that element of surprise and delight, which is is important. Yeah. And that's becoming more and more, you know, prevalent as we're as we're going through those sort of surprise and delight moments. Yes. Definitely. Definitely. Cool. So as we're looking at I mean, more around the business case, how you're delivering back the business, really, I guess this is, and what types of campaigns we're looking at. I think I think we were talking about I think sorry. Well, when we were talking, we were sitting down with the team. We were talking about the strategy around the friendship marketing program and looking at the campaigns that sit inside there. I found it really interesting. I think moving into that and just expanding outside from the BAU comms and then out from there as well would be good. Yeah. Sure. That's fine. Yeah. I'll start off with business usual communications. So, obviously, we have a key amount of communication we need to get through within a particular month, again, to our trade customers but also to our retail customers. It's a a small collection of communications up there, starting from, yes, from left to right. We have our trade flights, our key promotions. That's what our trade customers really want to know about. We start to, start to personalize those communications as well because we can with, obviously, the technology that we have, but also not not, leaving behind SMS. SMS is another key channel for us, whether that be for store openings, closures, or key promotions that we obviously want to get across in a very short space of time. So that's another very key channel for us. We work with, obviously, many suppliers. So L'Oreal is obviously one up there. But then, yeah, we like to obviously work with them, support them with the communications they want to get across to our customers too. And then key sales driving events, so things like twenty five percent off or VAT free is another one, in which case, you know, very dedicated periods of time to get customers to shop, to drive our sales. Then also targeted. So this is where we sort of lead into sort of more of a friendship marketing as as as a term that we say within our our business. So so that will include surprise and delight and things like birthday campaigns, things like welcome programs, a very highly targeted, timely, and relevant communications to those customers. And as I mentioned earlier, very targeted and almost, you know, almost sort of surgical approach when it comes to gaining additional sales from customers that may not have shopped when we, you know, would have expected them to. So, again, it's that very targeted nature then make sure that we don't erode margin too much and get through to that right customer who would, you know, would appreciate that type of offer. And then, yeah, nicely onto friendship marketing. So it gives you a bit of context of our general communications. But friendship marketing is is a concept that we've been working on for a while now. It flows quite nicely with the the messages that came out from day one yesterday, in the fact that it is about the customer first. It is consumer first, and having that more conversational approach with our customers. Because the way I always sort of think about it as well, you can understand their transactions. A lot of that comes back, whether that be from web, call center, or in store. You can monitor what they're looking at at the time on the on the website, and you can utilize that data. But then what about what the customer's saying? How can you then sort of bring that back in to your database and leverage that data you get to then close the loop on what they may want in the future, or what they, you know, how they feel at this particular time. So developing that a little bit further, so personalization is obviously a key purpose of the friendship marketing marketing program. We want to deliver personalized communications at the right time, right channel. Automation, obviously, plays its part as well. So either from a from a team efficiency point of view, automating more, obviously, makes it easier for teams to then get those communications out at the right time. But also from a real time sort of point of view, there's many things that, could be driven from an email, in leading to the form. As soon as they complete that form, then driving off another communication to effectively prove that you've listened to that customer, which I think is really important. That obviously leads beautifully onto engagement. By doing that, having that more conversational approach and learning more about that customer showing that, you know, your brand really wants to understand who they are as a particular person. They will respond to that. Anyone would. You know, it's part of building a human relationship, and retention. So, again, sort of fully closing that loop, getting those people to, you know, reach shop or to engage with the brand on whichever channel it may be, again, with that very conversational approach. So so to say you didn't ever look at it in, like, a linear way? No. It wasn't like, customer's gonna go from a to b to c. It was all about, you know, when they interact, how they interact, and that would dictate where they went on to and which type of journey. Right? Yes. Yeah. Very much so. Yeah. Because I think with one of the examples I'll I'll show in a couple of slides, it's very much that, albeit that, you know, the general customer wouldn't necessarily understand. But the through their interactions, through the communications we send, they're effectively determining their own journey. They're determining their own content of what they want to see based on the responses or feedback that they've given us, which again sort of goes back to that point that we are listening. We want to understand. And this is it. This is the ecosystem. So we've gone through many iterations as you would expect with, you know, digital marketing is all about test and learn. But this is pretty much where we've landed. We'll continue to develop it, obviously. But, yes, key, as you would expect, key program, welcome. Building a relationship, first impressions, got to be delivered perfectly. As I touched on earlier, our gold customers or our VIP customers, again, there, you know, should be something that looks after them, nurtures them, understands how we can help them better. Because particularly with our trade customers, they want help with themselves. They might want to develop themselves to do more treatments, for instance, but they also looking at, reactivation. Again, very key program to have within an ecosystem like this, to make sure you get people and reengage with them to make sure they stay with your brand rather than going to a competitor. But when, we would when we go back to the ecosystem Yeah. There you go. So talking about the ecosystem, how it interacted, we were talking before that can you expand upon moving from, like, a promotion approach in in in these types of campaigns? Because it would be more promotional, quite product heavy, and then it moved on to being what you refer to as more of, like, a solution space when we were talking about these types of campaigns. Right? Yes. Yeah. Correct. Yeah. I mean, I think, you know, speaking to someone else actually, just about, yeah, the sort of challenges within, I think, we probably all face in business, you know, moving from a more promotional approach to more of a content led or, or, you know, data led approach and actually listening to the customers. It's always a difficult, game to play. But, yeah, we we've sort of yeah. We've, I guess, sort of turned the key on that to actually prove what it can do by taking that that type of approach. But then really, again, sort of linking back to, yeah, yeah, sort of used cases, is looking at, yeah, how we've used that data. I think it's particularly, interesting, which, yeah, I can also sort of go through shortly. Okay. So, yes, this leads on quite nicely. So just purely focusing on a trade customer at the moment, and this is just part of that conversation that we have with them. So as I mentioned earlier, we they have a trade card. We get some data initially at day one. We can we can start to understand the customer. They may have shopped. Okay. We might be able to use that as sort of part of the communication cycle. With our trade customers, we're not selling to, effectively, the end consumer. You know, they're buying that product to then use on someone else's hair or on someone else's body. So we really wanted to understand what treatments and services do they provide, in which case if we can understand that, we can then start to understand what products do you need, what content do you need to see to then to start to prove what we're saying. And, actually, we want to understand. We want to help you improve your business, improve your skills. If we can start to understand exactly what they do, that helps us do that. So you can see up there, we, yeah, we get to understand what their hair treatments or barber treatments they may provide. But, again, that's just a snapshot of the conversation that we like to have with them. And the most important thing is making sure that, obviously, that data comes back into our into the email assist environment so then we can start to then drive appropriate communications after that. We took, before going to that, I'll show you a bit a bit of insight when we do that. So as you would expect and as I've touched on, those communications become a lot more relevant, a lot more targeted, a lot more meaningful for those particular customers. We've found that, yeah, shopping frequency increases by nine percent. So again, that's great. Everyone wants that. But particularly with ATV, again, because we've been that specific, actually showing the products that they want that they need for their particular business, twenty four percent increase on ATV. But then particularly just drilling down on email, so we take a we do take an omnichannel approach, but just looking at email, then we start to see email open rates peak at sixty five percent and average around about forty percent to forty five percent. So very, very strong. And we also focus on own brand participation. So as we've touched on earlier, we have own brands. But then as we understand what products that they need, we can then start to show our own brand products and show the benefits behind it, in which case we see a twenty percent uplift, on own brand participation. We've taken the same approach with our retail customers as well, but a slightly different slant. So within our retail led stores, we have more of a solutions based, merchandising approach. So we wanted to try and utilize that to try and link the digital world with the physical world. So we wanted to understand what their hair and beauty concerns were. So why were they coming to visit us? As I mentioned earlier, we, these customers are coming in for something different. They can't find what they're looking for on the high street in in in normal sort of hair and beauty stores. They need something different. So we want to understand what the hair and beauty concerns are. So, again, taking that same approach of, well, this is what we understand as the the customer problem, the pain point. Here's the solution. So when they get that digital communication, they can then take that effectively in store, and they can find in store that solution area. So it links that email. They can pick up and, obviously, have a conversation in store. So, again, that's worked very well for us as well. We've start to understand a bit bit more about the retail customer, because the retail customer, we don't know as much as we would like to. That's something that we're gonna look to develop in the future. But we found out, yes, seventy four percent really wanted to find out more about hair care solutions and hair care and styling solutions. Thirty one percent were coming to us for more color damaged hair solutions. So maybe they purchased another product, and it's you know, it has stripped the hair so much. They need a solution from us, but even more so, again, drilling down into email, the email open rate's peaking at eighty four percent. So, again, very, very timely communications, completely relevant to that customer, hence why they are starting to learn that, you know, that is what they need to engage with. And then an even better result when it came to, monitoring ATV. So we're starting to understand them more, getting more in their basket, potentially getting them to trade up into different products, and a thirty six percent increase on ATV. So, yeah, I mean, once again, it's very like, you're keeping the wheels on all this progression and evolving it. How much do you you know, when you're looking at also delivering back the business, business results, some things are customer centric, like the happiness check. I know you're gonna go into it in a bit more detail now, but I know you're gonna come into it also a little bit later around when you start, you know, really delivering back the results to the business as well to justify this spend. But what's the, I mean, what's the kind of mechanics behind it in the team strategy? How much time do you focus on, like, customer centricity versus looking at, you know, you know, actually getting the money in for the business? Right? How how does that work or do that into play? Yeah. I mean, we have quite a, I guess, sort of quite a structured process when it comes to building communications or programs that fit in within, friendship marketing. So we we always start with looking at data first. So it's very much a data led approach, to understand what affects you what the current behavior is because, you know, we we need to understand where we can get to to, obviously, meet those targets. But, yeah, throughout the process, it's always a question of, well, you know, what does the customer want? And, generally, we sort of split that up into and sort of two parts here. We look at, you know, what is the customer benefit, you know, how are they gonna actually benefit from these communications in this program, but also what's the commercial benefit. So we we appease, obviously, the the internal stakeholders and how it's delivering, the the targets, but then also focusing on the customer and what they can actually achieve, and what, you know, what is gonna change for them, which is quite key. So what is the, what is that what is the happiness check then? Sure. I'll take you through the happiness check. So this is, yeah. So this is something I I remember it well, actually. We, yeah, remember the office we were actually sitting in when we, you know, came up with this. But it it's I guess, it's sort of quite a simplistic approach. This is a a use case when it came to a welcome program. So, again, another omnichannel, program, partner friendship marketing program. But we wanted to understand, well, yeah, we can we can start to introduce things. We can look at their engagement. We can have a look at their transactions. We have to have a look at lots of things. But we really wanted to know to actually sort of pick up on customer sentiment, and then making sure that we can whatever that may be, bringing that back into the database and actually utilize that data that we've gained. So the happiness check was effectively the last stage of a welcome program. So we would send the communication to then understand or get them to rate us on their experience. It was a score between one and ten, so very similar to NPS. But we really want as, you know, as part of that, we wanted to understand, well, why are they scoring us like that as well? So we, again, we would achieve or ask for additional data as to why, particularly if well? So we, again, we would achieve or ask for additional data as to why, particularly if they scored us low. We really wanted to understand why. So, again, quite a simplistic approach. Benefits is, you know, we can get the data back into the database. We can utilize it. But the key part that I feel that is different to what probably a lot of other brands don't do is that we then pulled that data and routed that through to our call center. So if they'd scored us low, we wanted our call center then do outbound calls for them to actually recover and find out exactly what happened. And that was probably one of the key wins and successes for us in actually doing that. So it's very different, I think, from a lot of brands do when they sort of gain feedback. To be bringing that human element back in was very important. Again, just to show you what, you know, what that can do. So we were luck you know, we were quite lucky in the fact that most of our customers were scoring as well. So I I class happy as nine to ten, which, you know, might seem quite aggressive or air in the the upper scale. But so sixty nine percent, great happy days. But then looking at those ones that scored us one to six along with that reason of why they scored us that, part of that, you know, communication cycle back to the call center, that call center, then doing outbound calls, fifty two percent of those customers that scored us one to six, we have retained. They're still with us now, and they are still shopping, so just over half, which I think is impressive. It's huge. It's almost safety net in the, like, customer life cycle. Right? It is. It is. You know? And I think, you know, probably those customers that we've retained, they're probably our biggest promoters probably in the business in the fact that, you know, yes, they may have had you know, might not have met their expectations in day one, but actually now we've turned it around and proved to them that we are the business they should be doing dealing with. So from customers that maybe had a negative experience by investing, you know, obviously, the data strategy going to call center, actually, then you end up having promoters out the back of it. Yes. Hundred percent. Hundred percent. You know, and, yeah, I think, yeah, if, yeah, if businesses have that, you know, that resource to utilize a call center, then then why not? You know, it's quite easy to pull that data through and bring that, you know, that human element. You know, I think we've all been you know, all had a bad experience, but I think bringing that human element back in is quite key. You know, another digital communication isn't gonna suit that even the retailers in the room from, you know, the data getting it from one place to another place is always very challenging. I'm sure there'll be questions afterwards about what tech stack you're using and how you're using it. But, but, yeah, actually being able to execute on that, which I think is becoming a very common requirement. How do we actually join up the customer service side in order to deliver happy customers is huge potential for Definitely. Users. So onto results, how it's performing. Any more any more excellent stats? I can see a lot of pluses on the next slide, which is always good. Yeah. So a very happy team. Yeah. Yeah. Yeah. Yeah. Yeah. I'll go through those now. Yeah. So just looking at now sort of overall results of what we've achieved so far. So Rita's trying to sort of package up, and sort of, yeah, sort of start to to close down one session today. So, yeah, it's an overall impact of looking at more of a conversational approach, to utilizing that friendship marketing program, having those conversations, asking customers for feedback, but then or more importantly, utilizing that, within the communications and the learnings. So where we utilize recommendations, so again, that's very much sort of AI driven recommendations across multiple channels. We see a nineteen percent increase in in ATV where customers interact with customers interact with recommendations. If we have a look at email attributed web sales year on year, forty three percent increase. So again, much more relevant targeted communications delivering that growth. If we then build upon that further and look at total sales impact, so obviously, we have a store estate and looking at what we can attribute at the store level, looking at email and SMS, then a twenty five percent increase year on year in sales. And then we're now at a point where twenty percent of our monthly sales we can now attribute to digital communication channels. So there's quite a hefty amount to, yeah, to to look after and grow, and that will continue to grow with the work that we're doing, in the business. So just digitalizing the whole the whole engagement for customer and also reporting. Right? Yes. Yeah. Correct. Yeah. I mean, obviously, with digital communications, it's very easy to, yeah, to personalize, get out at the right time to the right person. We would also be starting to look at how we can further personalize our our print as well. So, again, we can utilize the data that we have within the platform, to then start to show, again, on another channel personalization, which will be key. I mean, print's really print really is coming back. I mean, it's always been a very high performer, but what we're seeing, obviously, in partners like Optalyze that we're working with and also, you know, other traditional print partners that we work with is that when you use it right, it it turns into an excellent reactivation tactic. It does. Yeah. And I yeah. And I think that's the point, actually, as I think, yeah, print yeah. It definitely isn't dead. It plays a part. But it is it it's how you apply and where you invest, I think, is is the point. So, yes, reactivation is is a good channel or a good program to use. But then also on, you know, your VIP or your gold customers, you know, they're worth the investment. They're providing so much back to the business, and a worthy group to see, you know, if you can change their behavior. Yeah. That's where you well, once again, that's where we always talk when you say much more progressive team that you have working with you, and they're not thinking about, oh, just because we're gonna get to a customer that hasn't bought in ninety days or something, send them something on print. It's all about linking that journey together. Actually, do they want to receive print? Yes. You know, is that something they want to actually engage with? Well, yeah. That's it. And, again, I think that sort of comes back to having that conversation. Yeah. You know? Have you ever asked? Fair. Yeah. Good point. Okay. Yeah. Just, yeah, just a few more. So again, looking at engagement now a little bit more on how we deliver emails, I think, specifically. So email open rates, and then looking at, again, sort of year on year figure, twenty nine percent increase. Again, that goes back to that personalization, that sort of expectation that emailers, is, you know, a good channel for them to engage with. Click through rates, again, very similar twenty eight percent increase. So, again, you know, we've got them to open. Great. But then the content we can you know, we're providing to them is clearly relevant. They're engaging a lot more. But then more important is, I sort of touched on earlier, is automation. So automation, you know, helps from a a real time nature back to the customer to provide that communication to them at the right time, but also team efficiency. So we've got to eighty nine percent, of email sales attributed sort of part to automation through to deliver by seventy five percent of email deliveries come from automation. So, yeah, so it's very, very little that we have to sort of send out manually, which is which is great. So I would think from, from all these results, the next section would be, you know, what the targets for next year for the team. I wouldn't obviously do that because they they they the results speak for themselves. You know? It's amazing. They do. Yeah. Yeah. I mean oh, yeah. I won't touch on, yeah, team targets as some of them in the audience today. But, but, yes, yeah, we'll be looking to grow further, you know, looking to sort of utilize what we have and improve on it, and continue to innovate, which is important. But, yes, we'll be looking to increase on all of those metrics as we go on. Another loaded question, but where is the future going? Future. So yes. Yeah. Quick slide on on future. So, yes, as you would expect. It's like we rehearsed, isn't it? It's amazing how quick these questions are pouring through. I know. It's great. Personalization, yes. We want to increase on that. I'm sure many people are in in this room. But, yes, really sort of looking to to develop our segmentation further, utilizing those multiple data points that we have to actually bring that back in and start to enhance a single customer view, and, obviously, not forgetting, yeah, as well as sort of links into friendship marketing that conversation, and bringing that more human relationship back into very much digital world and actually asking those questions, building that relationship with each of your your customers. Friendship marketing, yes, touched on. We're gonna develop that further. We're gonna continue to to iterate and learn from the friendship marketing ecosystem, and how those programs sort of interact with each other and interact with each other and how the customers respond. Content, you know, that's that's always a challenge. I think, you know, I've I've mentioned before sort of outside the rooms. Yeah. The further you get down to personalization, AI is the where's the content coming from? So we need, you know, great content that can be pulled from either systems or it's hand curated, but also channels. So we're gonna continue to look at other channels that we can engage with our customers on. So the key one, as I sort of touched on earlier, that's going through proof of concept is Coupa Nut Hill. That's another great channel we can start to utilize, and it's looking very successful so far. So our next steps will be to then roll that out through our UK and Ireland store estate, and then go through the same process, over in Continental Europe, and then start to link all of that data back into, into the email assist platform so we can then start to very much drip feed these communications through to those right people. And just just on I remember, I think it's three years ago now, going through the process with you guys and looking at, you know, quite an ad hoc strategy that you had and then looking at moving to more automation. I mean, how much how many more areas are you now looking to automate? I mean, that was like numb like, it was always automate every automate everything was pretty much what you wanted to get to. It is. Yeah. And it's still, yeah, it's still, yeah. We'll still get a couple of words within the business. Yeah. Think automate first. So, yes, you know, we're consumer consumers first, but then try and automate what we can as well. So, yes, that that is sort of drive for us because we know that if we can do that, it's more benefit to the customer, more benefit to the staff and the team that we have as well because it starts to do a lot in the background to let the machine decide, which is important. So, yeah, that's still it's still a focus for us. It still will be for for a while, I would say. But, yeah, channels is is another one we'll we'll put focus on. Amazing. Awesome. Guys, I think that the content Scott's produced deserves a round of applause. Can we have a good look at that?
