Amplifying brand reach: Strategies for success

And now I'm just going to move straight into our next panel, which is Amplifying brand reach: Strategies for success. We have four amazing panelists. I'm just going to call them up. Maya Azizi, Chief Brand Officer at The Luxury Closet. Just want to add that the founder of The Luxury Closet, Kunal, is one of our Vogue Business 100 innovators. Fahed Ghanim, CEO, Majid Al Futtaim Lifestyle, who is in every piece I write because he is so full of such great information. Elisa Bruno, CEO of Level Shoes and do look at those shoes! Apparently they were specially chosen for today. Correct? They're called the Josette shoes. And then we have Gaurav Mahajan, lLndmark Group CEO of Lifestyle Landmark Group, who I have known for many, many, many years. Our careers and probably go on side by side. Thank you all for taking time out. I know this is sort of pre-summer, post that storm that we've had. So it's a very busy time for all of you. So I really do appreciate it a lot. So I'm just going to dive straight in as I said. And I'm going to start with Gaurav. And the question I'm going to ask all of you, in what ways do you leverage technology and data analytics to better understand the market? Thank you. Good to start. Pleasure to be here Sujata. And good afternoon, everyone. Interesting question for an organization like ours built very intuitively. Visionary leaders, entrepreneurs who kind of built the organization from the gut. And also therefore created something that you would perhaps label as a traditional organization. And today, after 50 years of success, tremendous penetration, we are in the GCC. We are in India, and the Middle East. And also in the Southeast Asia. I think the need for technology in data analytics is actually paramount. It's not just an opportunity, but a need. Couple of things for the group, I think, which were perhaps pathbreaking. The group set up, almost about nine years back, something called, Data Labs. So there is an organization inside of Landmark called Data Labs Landmark. And this organization has actually been at the forefront of processing data, exploring all kinds of new frontiers in terms of technology and actually serves as a consulting organization to the rest of the group. So different businesses inside the Landmark Groups use Data Labs landmark as a support organization and Data Labs Landmark therefore, can position itself, structure itself, and develop itself as an organization which is totally centered around the use of technology, but not just the use of technology, but also developing means of being at the forefront of technology. Just another data point. Why I say that this is a need and an opportunity when the group has reached a level that it has, business more and more needs to come from existing customers. As you know, we have a loyalty program called Shukran. Shukran has 14 million members in the GCC. If you consider the population and the number of households, that's almost like an 80 to 90% penetration, and it's very evenly spread across the geography of GCC. So it's apparent to us, it's very clear to us that our growth is not so much from expansion of stores and the footprint. That growth will come from expansion of the engagement of our customer base. And that's right now, I would say a top priority. I could elaborate, but I think let's go around and I would love to give you some examples. Yeah, maybe I'll jump to Fahed now because, I know data analytics, something you look at a lot. And also doing reports and Majid Al Futtaims recently came out with the 2024 Beyond Shopping report, and it revealed that UAE and Saudi customers find it important for stores to offer interactive and engaging in-store experiences. How have you made sure your stores are interactive? And I know it's something you've worked on very closely, especially when it comes to creating both. Correct. So, today an organization without data is absolutely blind. And getting data and analytics is no longer a luxury. It's just basically leveling the field. So you're at par and see what other companies do just to have the right to play and to win. Now how can you turn that into a competitive advantage and build the right capabilities through the right capabilities, the right team and those investments and being able to understand your customer? I think it all comes down to having that right view of the customer and having the agility to deliver on that hyper fast and with a hyper personalization. So I think a lot what Sara talked about and what Michael talked about and what I think most of us is top of mind, what's keeping us up at night is are we doing enough and is it relevant to the consumer? Because peanuts is one thing. Having a good year is one thing, but is it sustainable growth and is it relevant? And in a way we apply that and I'm lucky to be working in the organization of Majim Al Futtaim because we work with data across the different topical. So the shopping malls on one hand is understanding consumer behaviors and collaborating with a lot of great groups. Many of you represented in the room. And then we have our hypermarket with Carrefour, but also to harvest data and then through Lifestyle but also to interact. Now, with the data capabilities, Digital Labs data scientist at multi levels of the organization and they collaborate together. And I was intrigued by a great presentation two weeks ago. The head of the department said we hired the team with empty CVs. So it's a team that HR said no to because they had literally empty CVs, but the product that they produced is beyond any expectations. So how they've utilized the power of AI to harness it and to bring relevance into a business like we could never imagine. Again, tradition-transformation, it's transformation. You have to continuously transform and build those capabilities and bring the relevance. So … as an example very simply were able to provide those specific journeys that are relevant to the customers. A simple cafe showed us that the dwell time has increased and then the impulse buy as a result of just operating the cafe, which is a nonprofit that, has really leveraged and reduced the churn rate of our consumers because the journey of buying furniture is a long journey. You have to come, you need to sync, work with the budget, work with the designer, and at the same time you're tired. So you need to rest. You need to wait for a friend or for your husband or your significant other to come in and so on, and then building that omnichannel digital. So the consideration goes home, you review and then you decide whether you want to transact online and offline. That was quite important. At the same time we introduced AR so you can have the sofa and projected at the space of your home and see does it fit. So those tools have to be non gimmicky. So there is a lot of newness in the market, a lot of technologies that we presented day in and day out. But how can you choose non gimmicks, real value add to your consumers that brings relevance, makes the journey seamless and deliver on what your purpose is, which is in our case is creating great moments every time. So creating that brand love has to be genuine, has to be authentic, and it takes a lot of effort and challenging yourself that what work is not necessarily continues to be relevant. So bring that newness, growing new ideas, innovation, working with data and using it for the business. Elisa, since you've come at Level Shoes, I think is the Level Shoes shoe game has got stronger, but it's social media game is definitely much stronger. What proportions of sales are now driven by campaigns? I mean, your TikTok campaign helped me choose my bridal shoes is still something I think we all talk about. How much conversion have you seen from those kind of campaigns? Thank you. Thank you for the question. And hi guys. I mean, certainly data as well underpins every decision making we do. But I think in order to get a bit more active on social media and I'll get to your question very, very soon, we really need insights. And I think building good data and thank God the group can provide us a lot of data. And as Michael said, we have different perspectives that convey together and are shared internally and of course, even externally. That's the starting point. What we are now doing since a few years is really capture those insight, analyzing data through different angles that can allow us to have the opportunity to mirror shopping behaviors, even anticipate shopping behaviors, or making reference to what you just said, creating a campaign that can become a behavior. And that can only come obviously with intuition. A little bit. But certainly data and insights most importantly. So, we actually recently launched an even more powerful campaign for those of you who are samba lovers, you know what I'm talking about. We just had 165,000 views organically on a samba video of a few seconds, where three of our employees were just tiptoeing around the desk. Don't ask me about the algorithms there, but certainly the data and insight that we gathered throughout our platforms, our group, insights teams and the observation of the engagement rates gave us the opportunity to come up with something that hopefully would work. And it did work. And, yeah, from bridal to samba dancing, God knows what we're gonna have later. But certainly it's an area where we are investing resources, energies. We are relying on experts that can give us more understanding of the tools that are available to interpret the data. And, of course, we're looking at AI, very closely because ideally. There would be a point where we can rest our brain a little bit and rely on the AI insights that are certainly a bit more comprehensive. Maya, The Luxury Closet has really played a significant role in growing the resale market in this region. But like Elisa, you've taken a very sort of disruptive approach to social media. You've worked with not the normal influencers. You've almost created your own influencers. How has this worked? The two things on edge for us as a startup, we can't live without SEO reports. So thankfully for Chalboub for all the data is and the best example is last month we had realized that purple was a search and I'm like, why is purple trending in terms of search? Like sometimes it just doesn't make sense. Very on point. And it trending. And we did it CRM. So we did a collection Purple Collection CRM 'Shop Your Purple' right now. And it was the most successful SEO email that we had done in March. And then the second is our most celebrity closet. So that's an interesting topic because I come from New York and New York, you have a very high reality TV obsession, like you watched a Real Housewives, even at L'Oreal, we would watch Real Housewives as a homework because they have an influence of trend. And then here, there was Dubai Bling, which I know a lot of people have mixed feelings about, but we do have celebrity closets for them and they are sold out. So for example, LJ 100 items she gave us from her closet. And when we went to pick it up, I'm like, I don't even have 100 items in my entire closet, and you're selling 100 items to us. And it got sold out, which was really impressive. And on that point, imagine the celebrities that we worked with. We had an objective of 500 million USD in terms of value, like the value of their closet to reign. And one year later today we're at 3.2 million value of celebrities. So it's just do not underestimate the power of talent and really creating that community which has been transformed throughout. So thank you. And how do you approach sustainability and ethical practices in your digital strategies because it difficult to put them together sometimes? It connects back to social. And what shocked me is when I had seen an unboxing. Also so many people are proud to unbox, especially when they have a rare find or treasure. Because I always say The Luxury Closets a treasure. You guys have no idea how many Chanel bags we have and how much you have to dig through. So I saw an unboxing and there was way too much plastic. So it was shocking. I was like, I don't want people to perceive Luxury Closet as having all this packaging and all this paper, and we remove the plastic, put a beautiful Luxury Closet dust bag and reduced the paper as well. So really have to pay attention social because it's most likely your first interaction with the brand. So it's like your first point of discovery, it goes back to brand love. So it's really special how we did that. So if you think there's still too much plastic, send us a DM because that's traumatizing. Send you guys a DM okay. So you're very open to that. You had to be very open to customers. And then feedback. Elisa and Fahed, when it comes to digital transformation, what is something you've been prioritizing when it comes to clientele and concierge and CRM? All right. I just wanted to add something on unboxing. You were amazing in eliminating that part of the consumer's journey. And I think it's a great message to deliver. Unboxing is actually quite huge in this region. I know, I know, but I think players like us have a responsibility in a way to also initiate trends or divert slightly trends that are still very commercial, but can be leading towards a more sustainable commerce. Sorry, what was the question again? Digital transformation and client and concierge tools and CRM. Sorry. And before I answer, you know, I mean. Size you have a lot. That's fine. So yeah, just when it comes to digital transformation, what are you prioritizing when it specially when it comes to client and concierge tools? Several services. I think one of these is really rely the app that we've launched a few years ago where we obviously have powered the app with the latest technologies in order to allow us to be very personalized throughout the journey of the customer with push notifications and to track conversion, which is something very challenging to do with social media, for instance. Except there may be stories on Instagram or a few others that many of them are not shoppable here. So technologies and let's say latest innovation is certainly for us very much focused on the app experience and of course, the some of the try ons, that we have online, some of the engaging services or, experiments that we do to gain more momentum, across all the platforms. Fahed, do you have? On digital transformation, we're prioritizing culture and empowerment. So today you need to build out at scale. We're going through multiple transformation and a lot of newness coming in through technologies. So what do you prioritize? You want to make sure that that's not the responsibility of one department, but it's culture. And so the use cases is coming from all departments, whether it's HC, the frontline, finance. And we found out that there is a lot of great contribution coming from the least expected areas. So making sure that this is the right mindset to have across the group, and you're able to harness all those ideas and implement them, and then empowerment to make sure that you're able to execute very fast. It's quite important. To scale or to fail fast becomes easy, becomes the norm. And at scale you're able to implement hyper personalization. You're able to come up with great initiatives from the stores. There are customers. They interact with customers, more often than we do. And then making sure how can you get those insights rather than just be obsessed with collecting data? So less is more. Making sure that transformation and innovation is applied at scale, celebrated at scale. And precisely because it keeps changing. Every conference I go to, there's a new buzzword. It's metaverse. It's AI. It's seems like it's personalization right now. It's not really authentic just to talk about the buzzwords. You need to find what makes sense from an investment perspective, from a customer perspective. Gaurav, I wanted to talk to you about, the launch of SheGlam, which happened at Lifestyle Center Point. You became the first offline retailer to retail this, beauty brand of Shein, actually in brick and mortar. Tell us about how this happened and what was maybe one key challenge you had of this collaboration between a pure online and a brick and mortar giant. Thanks. So, it's interesting this example has a lot of relevance to the conversation, that we are having. But let me just get over some of the basics. SheGlam is the beauty brand of Shein. They've collaborated with us. We've been delighted to be the first retailer, offline retailer in the world to sell this brand, and it's been an amazing journey. And there are some insights which I'd love to share which segue very well into the conversation that's been going on and what Michael was talking about, because for them it was we have the physical presence and we have the logistical ability retail in the region, six countries, 165 stores. We have the largest must each beauty retailer. So we have considerable strength, but it is a brand which is very young. And that's the interesting thing about digital success stories. Most of them seem to be very new and young players. They don't seem to have baggage. And personally, it's bothered me a bit because sometimes the question that bothers you or hovers on your head is that is it the preserve of those who don't have any baggage, as they call it, or heritage or legacy as people who have it would call it. But I think this is a very interesting story. I would say, of where the two meet and enjoy success together. We launched the first store in December. So two-three things we did. And digital has so many dimensions. We're talking about social and social is a fuzzy science. It's a science nevertheless but it's still a fuzzy science. And I think the interesting thing that we are beginning to learn and experience working with somebody like SheGlam and Shein is that they are way ahead on their ability to crack the science. And the results that we are seeing when we are collaborating are putting our 14 million base. So when we launched, we did some exercises of putting the word out there. SheGlam has a very young audience. Our average customer for the Landmark Group is slightly older. And we were a little concerned about how do we reach this consumer. What's the difference between Landmark Group and SheGlam? Our primary customer for the retail format center point where we were bringing SheGlam is a young mother and given the fact that we are penetration is very high in the GCC, you know, it's the younger Arab mother. If I were to define one customer. SheGlam customers range from 12 to beyond. And you'll be surprised the amount of teenagers who are aware, not just aware, but extremely familiar with SheGlam even customers in this geography, despite the fact that the brand is only present online, they've managed to create visibility, awareness and a pull. But for us, what was interesting was that, we were able to collaborate. And as I was telling you that we were already on a journey where we were working customer backwards. We were not trying to think what is called traditionally, I'm opening so many stores. I'm going to increase area, decrease area, add categories, remove categories. And therefore this is my business thought process is customer backwards where you say that I'm going to get so many customers I'm going to increase frequency recency etc. from my customer base. And therefore this is what we're going to do. And what we're doing from there is slicing our 14 million base into cohorts and actually doing very targeted messaging to these cohorts. So we did, without going into the retail, we found some data from our database, identified cohorts who we believed, were relevant for younger audiences bases what they'd been purchasing and their purchase behavior. And we started communicating with them about the launch of SheGlam. The result was mind boggling. The response that we've seen, at an overall level, because we've launched the stores in the stores physically, but also specifically the response to these targeted micro campaigns has been absolutely phenomenal. It is, of course, partly fueled by the affinity to the brand but it's also a great credibility test for the experiments of micro-targeting consumer cohorts. And we've seen a phenomenal change. We're learning you've seen the use of influencers and we've seen results. We did a small event. We launched a hashtag called #lifestyleIntoSheGlam. We had some influencers putting post to me. They all looked similar. And I'm not a digital native. We had 11.1 million views in 20 days. We've not seen engagement of that nature. And it's way above average for anybody. And this is a new brand, and these are audiences which are very new to us. 20% of our customers today coming into the store and shop in SheGlam are customers who never shopped with us before. And I'm only I'm talking about lifetime. I'm not talking about those who moved away and coming back. So I think it's been a great journey. Challenges of course I think, because this is an organization which actually is based, you know, which very moves very fast. The world of online, fast fashion players is way faster than even fast fashion players who operate in the physical world. And I think trying to match speed, but also the online world and online selling allows you a lot. You can store small amounts of merchandise in a warehouse, and you can airship it anywhere. The minute you open 150 stores, you need to ensure that each location is properly stocked, and that changes the dynamic. Launches are not as rapid. So, we are in that journey of trying to reconcile but I think it's been quite a interesting, beautiful journey. And I think it's quite a case study for us and I think also for the industry. Sounds very interesting. Another launch that has just happened is Psycho Bunny. Congratulations on that, Fahed. As a franchise partner, how is it collaborating with various international brands? How does that push and pull work. Are there concerns that brands have about maintaining that authentic DNA. But yet you have to educate them about this region, because we are a region that is very, very we're very proud of our culture. Yeah. I mean, when it comes to partnership, it's very much like marriage. So you need to find the right partner. Just simply put because you need to find a common ground, you need to focus that you both have the same vision and you have the same values. Otherwise conflict will appear quite fast. And we're quite open about our intentions, about how do we approach business, how do we select. So we're very clear that we're not in the business of collecting brands. We're about being the partner of choice, but also taking brands to their full potential in the region. Now, for me to get the best out of any partner that takes a lot of work on both sides. You need to sit at the table as peers. Us as understanding the regions and the markets and the customers and having the right data, them as knowing the brands and the products and trying to unlock the true potential of those brands in the markets by listening to our consumer at then whatever you do, wherever you launch, I mean, you mentioned Psycho Bunny and that's a that's quite interesting. It's not a brand that came… It was not a brand that I would have thought of that's going to come to this region. It was a not brand that was selected by our growth and business development on nobody's radar. But then I had few locals in the company who said, Fahed, you need to check this brand out. It's called Psycho Bunny. All the locals are carrying bags back with them from L.A.. Okay. Fair enough. I was going to the States. I checked it out. It had a store right next to Apple and almost in all the top malls all around the US coast-to-coast. They were opening stores, they had the private jet, just to keep up with their growth. In Vegas, they are doing very well in New York and L.A. So, you know, it warranted a conversation. The minute we launched, a lot of customers walk into the store saying, okay, finally it's done. I can't tell you who, but I had like a really prominent businessman right in the store yesterday going on a shopping spree. And those are customers who have interacted with the brand. And it's a fun brand that we'd like to bring closer to the market. That's what we think our role is. It's finding either iconic or disruptive brands that can bring a bit of newness. There is a lot of fatigue in retail. A lot of the malls are the same, the same experience, the same product. So how can you make your stores exciting or experiential? So it's no longer about the product. It's about how do you make people feel? And people don't need another luxury bag or a luxury shoe or another Chanel. It depends on price. They need shoes. Price matters. They need more shoes. Right? And it's a moment, you know. You're gifting something. So it's that moment that you're assisting them in. So how can you create a great moment at every part of the journey from the welcome online or offline? So redesigning those journeys again for different customers at every point and bring that collaboration. Now we've been very successful with our brands to bring also personalization. Hollister had the first time that they've changed their logo globally to an Arabic logo. So we're the first in the market because they understood the importance of Ramadan in the region. Just launched the capsule. It was a huge success. With Lululemon, again, we engage with a lot of ambassadors in the region. So we personalize still maintaining what the brand stands for. Doing that throughout life and making it relevant in Saudi is different than how we bring it to life in Dubai or in Kuwait. And it has been extremely welcome. So we've seen huge growth in the brand, but only through that localization and elegance to the local markets while maintaining the brand DNA for sure. Elisa, you've done some amazing collaborations, whether it's Ravi Restaurant with the sneakers, and then you've done stuff… I have a pair. You are one of the lucky ones. I tried getting a pair and she told me she couldn't help me. So delicious collaboration. Iman. Also, there's so many. How does it work when you come to an international brand and say, I want to do a limited edition? There is no one recipe. There is no one size fits all answer to this question because it's really about the authenticity of the intention behind the collab. I think our clients are really smart. They will see some forced collab there, right? And with Adidas we did a few and I think… But I think the Ravi one was one that it was very disruptive and different. Yeah, it was disruptive in a way that matched a designer with a non designer with a restaurant. With a restaurant. And a community place. That is certainly something quite authentic. So that's one example. But the same brand, we did another collaboration with a designer from Saudi that is just a young designer starting off the line. So it really depends on how real that is. And then we embrace it and we embark on a journey that requires a lot of, using the right word, fatigue, because we need to coach through the journey. There are so many collabs and have now become new buzzword. And there is something still very true about this region, that people don't know a lot of the nuances of the region, and I think Dubai is the region. Of course, it's a it's so. Maybe one thing you think that international brands don't understand. We were with Miu Miu this morning and they were asking us very specific questions about the way customers really shop. And for brands like Miu Miu, that is all about the feeling or the outfit and and the whole lifestyle picture of it have been so successful with footwear with Level. It's quite a unique situation because, you know, they were born ready to wear and they're asking, what is driving this? What is the customer looking for? How can they just buy the shoes without the rest of the beautiful outfit? And we say this is actually our job. This is what we do for living. So we're not going to tell you exactly. Well, but we really listened to our clients and we bring them together in the right way, at the right time and hopefully with the right communication. And this is certainly driven by a lot of passion for the region, radars on with all the new trends that are coming up in this region, is very prolific in terms of trends. Very much ahead of the curves. Very much, very much. While in the past we were running behind. And brands will look at the region as a business opportunity. Now they're really looking at us as an engagement opportunity to then run a bigger business outside the region, which is fantastic and makes all of us very proud. And we need to continue that. And so when big brands and CEOs like this come and ask, what do you think a brand like ours would do not only to stay relevant in the Middle East because we love you, but also to diversify, across the region. But what can be taken out of this region as an exemplary detail on the collection or launch, etc., etc.? And of course, in the past we only thought about Ramadan, which is still quite important. But, if I look at what we've done in the last campaign of Ramadan, we just touched on the spirit of it. We call the campaign Come Together because it's all about that ultimately. And you can celebrate Ramadan or not, but coming together is the the message of that month. And also going back to, you know, all the previous points on technologies and how they drive engagement experiences and interest. We actually created the Ramadan packaging, which was in the usual gold, lovely, but usual. There was obviously, one of our core brand colors with sort of a screen of the moving water, which was a picture, actually. But if you were scanning it with your camera from your phone, that will direct you to our lenses on Snap on Instagram, and the water will start moving and sound like this underwater. So again, do we need that to sell? No. But do we need something which is to stay relevant and have fun with our client during the holy month. Right. So yeah. I want to agree for international brands, we're agreeing today. And these are because think about it, Dubai Mall probably has more people any given night than the whole of Fifth Avenue, New York, where the retail is. So I think the brands are definitely missing out. And, we see that. And then on topic of handbags, I will send you the girl math TikTok because I think she has not seen the girl math. And Fahed had mentioned, Saudi and I think Saudi's on everybody's mind in this region right now. It's sort of the current focus, but it's a very young market, it's very social media fluent. And I think literally Snapchat is really huge which is different perhaps to other markets. How do you today your strategies for each of the GCC countries? Okay, we're actually opening a warehouse in Saudi. So we're very proud for that because I think once to maximize pre-loved. They were worried that their special item would have to come all the way to Dubai. So that's really one huge thing that we're working on because the sustainability in Saudi, they go hand in hand. So that's going to be big news for the fall that if you're in Saudi, you can give your items and you will stay in Saudi and stay authenticated. So that's really fun. Yeah. Well on marketing, we convinced the brands to unlock for us TikTok and Snapchat because they don't use those channels. Yeah. And if you're not using those channels, you're missing all the youngsters. So I think we took them through our journey and just huge one from our marketing department to unlock that. That's one thing. But then also on that how you personalize the collections. So just through, inter stock transfers, we're able to unlock almost 20 million more of sales last year. So because, depending on the others, the collection will do better in Jeddah versus Riyadh. And, you know, your winter collection might not perform as much. How do you move the stock quite fast. How do you react to the weather changes or a trend or a color in if it's purple. And make sure you feel that maintain your inventory levels. Inventory is something top of mind on a lot of retailers. How do you managed to keep the right stock levels is quite also important. Saudi, I have to spend a lot of time fascinating market but equally complex as well because, you know, there's so much happening socially. You know, the share of wallet is under stress. Customers are not just spending their money in retail, but they have so many other avenues. But the interesting thing about Saudi is it's a much younger market. It is also a market because of the sheer size and spread of the geography. Online penetration is the highest for us. And I think for most people in geography, in the GCC. Also because it's a market which is opening up young people, women, they're coming into the consumer set very suddenly and in a kind of a revolutionary way. So they are expressing themselves harder. And I think that's opening up the Snapchats. There was a there was a comment on, you know, social media. We had a product which was launched by us. Nothing very special, that we launched a small product without any incentive. One of the staff picked it up and floated a small video. The video got 2 billion views in about two weeks. And that product has been selling for the last two years because and it's built such a momentum. But it came out of Saudi and there are many such stories. And I think the other thing about Saudi is not just the consumer end of Saudi, but also, there's a lot of innovation in the market. Every time I walk the market, I see some local Saudi brands pretty well done. A lot of research on the products, on the retail. And it's evolving. It's developing. I think it's going to be quite a hotbed. I think, and just like any buzzword, there is always a lot of heat. And then there is the substance, but the substance is substantial enough. I think it's going to be a very exciting market to watch over the next few years. Okay. I'm going to open it up now to the floor, because I'm sure all of you have questions for all four of them. So if any of you want to just tell me who has a question, and we have a mic sent to you so that you can ask your question, please just introduce yourself too. And if you want to point the question to one person on the panel, let us know. Any questions? What shoes are you wearing? What shoes are you wearing? Okay, I actually also know where their shoes are. Louboutin. I'm sorry I had to. I couldn't be on stage with Elisa I did not do it. Actually, everyone wants to know what is a pressure. What do I know? What are the Josette shoes? Sorry. What are your Josette? Any other questions? If we don't, we'll go straight to tea. I think. Shall we go straight to tea? Where you can ask some questions personally. So now we have a 20 minute tea where everyone can network, and then we'll come back. We have two more panels afterwards, and I think they'll be more based on AI and tech. But I think this has been great. I think the one thing we've all learned is personalization. Personalization, personalization. Thank you all for joining us. Thank you. Thank you. Pleasure to.