[Music] [Tanmoy Barua] Welcome everyone. This is session S925 where we'll talk about how Air Canada Scales Personalized Journeys. We do expect to finish a little early, so we will have time for official Q&A, but if you want to come up and chat with us after, we're open to that as well.
So what is personalization? It is the practice of tailoring products, services, or experiences to meet the specific needs and preferences of each customers. Today, we live in an era where personalization is not just a competitive advantage, it's an expectation. Research shows more than 70% of consumers expect companies to deliver personalized interaction. So what that means is customer today wants brands to understand their preferences, anticipate their needs, and deliver personalized interactions across channels.
All right, In this session, we'll explore the past, present, and future of personalization and focus on Air Canada's use case. How Air Canada has evolved its approach to meet changing customer expectations.
Let's do a quick intro. My name is Tanmoy Barua. I'm a Senior Field Engineer. I live in beautiful Asheville, North Carolina. I have eight plus years of experience with Adobe products, and this is my year four at Adobe. I'm a Technical Consultant with software engineering background. I try to understand how Adobe solutions are built so I can deliver the best solution for our customers? I am back in school after some time pursuing an MBA at BU Questrom, and the goal is to bridge the gap between my technical expertise and business strategy.
[Asher Mohd] Thank you, my name is Asher, and as you can see from the picture, I'm from Canada. That's what I looked like two weeks ago, standing in a park taking picture for this deck.
I live in the beautiful city of Toronto.
I have eight plus years of experience in working in Digital Analytics, Personalization, and Martech in general. I have worked at Air Canada for the past seven years, and I am a frequent flyer. So the reason there's a star there is because when I sent this slide to my coworker to get his feedback, his response to the last bullet point was like, "Cool story, bro." Now moving on to what is Air Canada. For a lot of you, it might not be as familiar as a lot of other people in the room given that we are in North America. It is Canada's largest airline. It is headquartered in Montreal. We are one of the founding members of Star Alliance. We serve more than 180 plus destinations worldwide. We have more than 1,000 daily flights. In 2023, that's the official numbers I could find, we had 44.8 million passengers. So as you can imagine, like a big customer base. And we also own Aeroplan, which is a loyalty program, which has millions of highly engaged members.
Now talking about engagement, how does Air Canada engage millions of people worldwide? So from a digital reach perspective, we have multiple digital channels and different avenues of reaching to customers. So we reach to customers using our website, our mobile app, we send emails, we do social media marketing, and anything that you can imagine that could reach out to a customer.
From essential travel services standpoint, yes, we make people travel. That's our main offering that is out there, but as part of that, we need to be able to enable them to book, check-in, update their trip as and when needed. And beyond travel, we also have a loyalty program, which helps us become a part of our customers on a day-to-day basis as we partner with different brands across the world to create offerings that makes them want to come back to Air Canada and also inspire themselves to travel beyond. Now talking about engagement, there is a problem that every airline faces, and we want to dive deeper into it. And I will pass the mic to Tanmoy to talk about a problem that we face as an airline. Thank you, Asher.
So here's a question for all of us to think about.
Did you know that 80% of airline customers who abandon a flight search never return? Leading to lost revenue and potential missed long-term customer relationships. So how have the airlines been tackling this challenge? We actually had an answer since 1990s, and the answer has always been third-party cookies. Invented in 1993, it became the cornerstone of digital marketing. Airlines and everyone else have widely adopted and relied on third-party cookies since the early 2000s.
And the way it worked is fairly straightforward. A customer goes on the website, searches for a flight, but abandons the booking. A third-party cookie is placed in their browser and then collected data from that cookie. So things like browsing history, search behavior, time spent on pages were used to display ads and encourage customers to return and complete the booking.
This approach was fast and easy.
It had widespread industry adoption, and it was cheap and effective. Let me run you through some numbers. More than 90% advertisers have relied on third-party cookies for retargeting because of the ease of implementation.
Cheap and effective. Cost per acquisition, also known as CPA with third-party cookies, is 50% lower than other digital ad targeting methods.
But as we all know, the landscape has been shifting.
Data protection laws like GDPR-2018 and CCPA-2020 have reshaped how we think about retargeting and engaging our users.
Apple introduced ITP in 2017, progressively restricting cross-site tracking in Safari, and shortly, all the other browsers followed suit.
Google announced deprecation of third-party cookies in 2020. That has been delayed, so we'll see where that goes, but the plan is to shift the focus to browser-based content. So we can see third-party cookies are no longer an option A. It's no longer a viable solution. So how are the businesses solving for this gap? How is Air Canada solving for this gap? Thank you. So like a lot of other companies, we were in a similar situation where we didn't know what to do, we had ideas, but we really went down the avenue of building a first-party data strategy.
Now to define what is a first-party data strategy, we've been hearing about it for a while. We came up with three pillars that we wanted to tackle. The first one being customer identity resolution. As I mentioned before, we have a mobile app, we have website, we have a very complex digital outreach that is out there, and it reaches millions of customers. What we didn't know, because we never had to do it because of third-party cookies, was like who was coming to our website and be able to stitch it back to all the actions they were taking with Air Canada as a entity.
So let's say Tanmoy came to our website, he did a search, maybe he logged in at some point, and then he came to our website, he did a search, we had no way of figuring out, like it was the same person who came to both places, and be able to stitch those activities to gather his intent.
That's something that was a bedrock of our first-party data strategy, is to bring everything together and be able to resolve customer identity.
Next, real-time intent targeting. When you think about if you take it from your personal lives, you probably have searched for flights, and your mind changes every moment. At one point, you're like, "I want to go to Los Angeles." Second point, you're like, "I want to go to Toronto," because it's a nicer place.
But that's the problem for airlines. If we don't reach out to customers in a given time frame, customers' mindset is shifting and we are not able to pin them down with messaging that is actually relevant to them.
Next part, as I mentioned, we have a lot of channels, never had the capability to orchestrate and organize how we're reaching out in every channel in an orchestrated way where we're able to suppress messaging or boost messaging depending on who is coming to us and how they're coming to us and when they're coming to us.
So Adobe is our partner in helping us implement this strategy, and I just want to touch upon, like, how Adobe is helping us in a very product from a very product perspective. And then I will talk a little bit about, like, why we chose Adobe over other tools that we evaluated. So for us, Real-Time CDP enables real-time first-party data unification and audience sharing. That is something that was missing from us. We were longtime Adobe Audience Manager customers, but that only took us to the third-party cookie world. We needed something that could be based on first-party that was more durable and would help us attain our first priority strategy goals.
Adobe Journey Optimizer and Adobe Target allow seamless omnichannel engagement using unified profiles. So everything that we built in the CDP, we were able to activate on our own channels using Adobe Target and Adobe Journey Optimizer, and the CDP could even talk to our media channels and send the audiences over so we could do some targeting there as well. And the last part, which is very important for any strategy that you put out in a company, is measurement. Customer Journey Analytics enables a measurement across all activation channels for us because we can pipe in not just the web and mobile data, but also email and anything else that we put through AEP.
So as I mentioned, we evaluated a lot of products. The unique offering that really worked out for us with Adobe was all these tools are under the same roof. So we didn't have to go and figure out what integration we need to do, how do we bring different companies together, work on their product road map. It's one company which is already talking inside to each other and building their product maps on that basis.
So with that, I will pass to Tanmoy to walk us through on a high level how this works.
Using Adobe Journey Optimizer and Adobe Target, we can create experiences that bridge the anonymous to known gap. Going back to our previous example, let's say a visitor comes to the website for the first time. The visitor is assigned an ECID. At this stage, we can use Adobe Target and deliver optimized conversion experiences to our visitor. We can start to personalize their web and app experiences to convert them to a known profile. Once they subscribe or they sign up, a profile is created in AEP, and now we can unlock the capabilities of Adobe Journey Optimizer. So what's possible is real-time segmentation for dynamic, personalized customer journeys, offer decisioning to tailor content offers and next best actions, omnichannel messaging for consistent, personalized experiences across touch points.
Now the reason we're all here, so how is Air Canada scaling personalization? So thank you, Tanmoy. So we followed a long path. As you can imagine saying the word we need to build a first-party data strategy is easy. Doing it requires a lot of things to be done. Right? Acquiring technology is probably the easiest part of making it happen. So what we realized was acquiring this technology opens up a lot of cans that we have never looked down on, and we need to follow an approach that involves not just the technology team, but the broader company as a whole. So we followed a path.
The first thing that we did was we engaged with 40 plus people that we identified would be impacted by this change or by this addition to Air Canada, and we had one-on-one sessions with them highlighting the problem that as Tanmoy highlighted. The potential solutions that are there and why Adobe is our go-to solution, and got their feedback on everything that they wanted to know or understand.
The next step for us was based on the feedback we realized, we are talking about a lot of technology. A lot of people don't understand like, what exactly is it adding to their work, adding to their world? What are the capabilities? What exactly is the benefit of investing so much in this technology and making these changes? So what we did is we partnered with Adobe, brought them in, sat everyone down that we talked to and their respective teams, and did a full education session on the capabilities of the platform. And we also asked them to come and give us the art of possible so that people can imagine how this can affect their life and start thinking about ideas in their domains on how they would want to approach this going into the future that we were heading towards.
After this, given that everyone was educated, we held like a very large brainstorming session. It was very structured with 80 plus stakeholders or 80 plus participants and created a gen, like a wealth of ideas that were drawn.
Once, as you can imagine, with 80 plus people, the amount of ideas that are generated is humongous. Some of them are really good ideas. Some of them we need to think about whether it's possible or not in today's world or next future that might come next millennium. We formed a cross-functional team, like a core cross-functional team to sift through these ideas and start prioritizing.
So I want to double deep dive into it because this is a very important part of anybody who's trying to implement AEP or is thinking about building a first-party data strategy. Cross-functional teams are very important because it cannot happen in a silo. If you're from marketing and you're thinking like, "Hey, I can do this." "No, you cannot do it without other stakeholders present on the table." So the structure of our cross-functional team spanned across marketing, technology, digital product, and data. These were the four main pillars that were brought to a room to look at all the ideas that we crowdsourced from all the participants that we educated and start working on a prioritization framework, which would lead us to what we call MVP.
So if you're wondering how does it compare audience today sitting in this room, it's actually like the top people here, 80% is made up of marketing, digital, IT, and data, very similar to our cross-functional team that we created at Air Canada without collecting this data from the session because it was happening one year later.
So interesting insight.
Now how did we prioritize? We took these four pillars. Customer value, like what kind of value would it create for customer? Does it make their life easier? Feasibility, if it's a solution that is it possible today, tomorrow, in the long-term, in the short-term, next millennium, we did take that into consideration because we didn't want to promise things that could not be done. Viability, is this viable from a business context? If you are trying to sell airplane tickets, the easiest way to sell an airplane ticket is be like, "Hey, your ticket is free." I don't know who's not going to buy that. But that's not viable in a business context. And usability, we did go down the path of figuring out what it would look like and whether it's usable by a customer or not. That was very important for us to make a decision. If it's too complicated, maybe let's not even think about it at this point.
Next part. So we partnered with experts. So at Air Canada, we had a clear view of what we wanted to do. We wanted to build a first-party data strategy. We knew which building blocks we wanted. We knew what kind of technology we were looking for, but then we didn't have the expertise within the company to be able to go and implement. So we partnered with Deloitte as a solution implementation partner and Adobe Launch Advisory as our launch advisory partner to be able to come up with a plan, refine the use cases that we defined into more actionable terms, and be able to implement it and actually make it happen.
So with that, I'm going to pass off the mic to Tanmoy to talk a little more about what Adobe Launch Advisory is.
Thank you, Asher. As a field engineer, I have led many Adobe Launch Advisory projects and had the pleasure of helping Air Canada launch their use cases. So what is Adobe Launch Advisory? It's a core set of advisory services that provides best practice guidance for implementing an Adobe product for a new license. Launch Advisory establishes a solid foundation for continued development in the future. If you are an ultimate success customer implementing an Adobe solution for the first time, reach out to your TAM, TAD, or CSM, and let them know you're interested. If you're not an ultimate success customer but are interested, reach out to your account team, and they will let you know how we can help.
Here's a summary of how we operate. We operate in four different milestones, and these are the milestones you can follow in your own AEP implementation to ensure a successful launch. The first phase is initiate, which includes project roadmap and planning. The foundation of a successful implementation starts with clear goals, timelines, and stakeholder alignment. By setting a structured roadmap upfront, we can reduce the risk of delays and ensure that all teams are aligned for a seamless implementation. The second step is define. This is where we review your BRD, the business requirement documents, to ensure that use cases are aligned with your KPIs. We encourage our customers to think about the success criteria of the use cases. Our goal in this phase is to ensure that Adobe solution aligns with your business objectives, reducing risks and maximizing value from day one. Third step is design, which includes architecture review and guidance. A well-designed architecture ensures scalability, security, and integration with existing systems. It ensures that your Adobe solution integrates seamlessly and is built to scale with your business. In this step, we review solution design documents for each AEP solution. So if you have AJO, CJA, Target, we review each solution design document separately and provide recommendations. Last, but the most significant is go-live. We have our own go-live checklist that help customers confidently go live by ensuring all critical aspects are validated and potential risks are mitigated before launch.
So we worked with Air Canada and Deloitte and prioritized these two use cases. Use case number one, abandoned cart recovery. So what strategy is Air Canada using to bring back 80% of abandoned cart travelers that we talked about? Second was credit card win-back. How do we convert a single visit customers into loyal customers? Let's hear about these use cases in more details from Azure.
Thank you. So as Tanmoy mentioned, 80% of people dropping off, that's a huge amount of revenue being left on the table.
So the main problem that we were trying to solve was to quickly reengage with these visitors to the website in a way that was meaningful, and that brought us back the revenue in whatever form possible.
Primary KPI we were looking to maximize was look to book. So for those of you who do not have an airline context, that is the main KPI for an airline website who is selling tickets. Look to book means like how many people purchased a ticket divided by how many people came in a visit and searched for a flight. So classic conversion rate, just an airline context.
So before we get into the solution, we want to start with an understanding of Air Canada's booking funnel. I think most of you or all of you in this room have probably booked a flight at some point in your life. And if you think about it, like the way it works is you go on the website, you put in your criteria, and you click Search. Then you land on search results, where you have all the options of different flights that you can book. You make your selection. After you've made your selection, the website tells you like, "Hey, do you want to review the details that you just selected? Because it's an expensive item that you're going to buy." So that's called review flights. And the last part is like payment. After you make the payment, you have the ticket in your hand, and you're happy to go wherever you're going. So that's exactly what our conversion funnel looks like. We have search result, review flights, and then payment. The one insight that I think all of us should understand, maybe it's a secret, maybe it's a not, but when it's a conversion funnel, the deeper you go, the higher the intent.
Did anyone know about it from before? No? Yes? Okay. So we actually took that to heart, like that insight. I think it's a common wisdom at this point, Adobe has been giving us access to Adobe Analytics for a while. We've all learned it the hard way. That's the truth of the world. We divided our funnel. We took a look at our funnel, and we divided it into two tactics.
At the top, we have the top, mid, and bottom funnel. So top, mid, and bottom, top being search results, mid being review flights, bottom being payment. We wanted to do something for these guys. If you see there's something called medium to high-value customers, what does that mean? So in Snowflake, given that we are an airline with a massive loyalty program, we get different signals from different sources, and we are able to create customer scores for them, and we can actually know which one is a high-value customer based on different signals, which one's a medium value customer. So we didn't want to bombard people for the 80% chunk that I talked about. We didn't want to get into a situation where anyone who's coming on our website is getting targeted with things that can be extensive. We took our focus. We focused on medium to high-value customers. At the bottom, like for bottom funnel people and who were high-value customers, we had an added incentive, so which I'll walk you through. So what did we do for the top part? We started sending people emails who qualified for all of those criterias. These emails were sent in a timely manner where we could capture the intent of the person, and the email was designed in a way where the CTA would lead them directly into the booking flow, reducing friction for them to go back to the website, put in their origin, destination, departure date, return date, whether it's one way, round trip, multi city. Again, I just said 10 things that you have to do before you can search for a flight. So that's extensive. We wanted to remove that friction. With paid media, unfortunately, we couldn't get to that point, but it's a double-edged sword. If you think about paid media, we were able to now reach out to very relevant people who abandoned our flights using customer lists from CDP. And then at the same time, as soon as they booked, we were able to remove them from the customer list and hence, reducing our media waste.
When it comes to web and app, we were able to design experiences for people where, again, one click and they're back into the booking flow. They don't have to go to-- I'm going to repeat it again just to remind everyone of the fiction. Put in origin, destination, departure date, return date, what type of flight is it, and then click on Search. So we removed that friction, and we delivered this experience through Adobe Target.
Now talking about bottom funnel and high-value customers, we know the intent was very high here, and we knew that these are very high-value customers that we really value, we had an incentive. The incentive was if they booked within a certain time period, they would get loyalty point bonuses. That again, goes back to Air Canada because the place they can spend, those loyalty points, is with Air Canada. So creating that loyalty loop. So again, use Journey Optimizer and Target to be able to make this happen.
Now if you think about this use case, like this is being done on Air Canada's booking flow. I'm just going to refer back to the conversion funnel again. AEP allows us to be able to calculate where is a person dropping off, and we can run those queries in real-time with some time lag, however we want to design, which was not a capability before. We were capturing all this information from Adobe Analytics before, but to action it, it had to be downloaded via data feed. It had to go to Snowflake. That process would take a day. And then another day added for to be processed, to become tables, and then someone would take it, put it in campaigns, send an email. This all got reduced to a very short time frame. Right? Now taking on the base that we set up, we looked at another use case, which is credit card win-back. So Air Canada is a large airline, we have a very large loyalty program, and we also have co-brand partners. That means we are in the business of credit cards as well. And these credit cards are great because they are value exchange for both, like there's benefits for Air Canada, but the benefits that customers get are amazing from these credit cards. What we do as a company is we offer these credit cards with a statement credit if someone is booking a flight, if they don't have a credit card already and based on different tools. So the challenge for us was to identify and retarget high-value customers for these co-branded credit cards. And the primary KPI that we were trying to drive was credit card acquisition, because we would like to have our customers have this credit card so they can enjoy the benefits that they provide.
Now coming back to the booking funnel, I don't need to repeat the insight that I have. I think we are set on that. It's age-old wisdom at this point, I guess. But the added layer here is on review flights and on payment, we provide these credit card offers. Right? And these credit card offers that we provide on the purchase path are exclusive. If you are going to the market trying to get this credit card, you might not get as sweet of a deal as you would get within the booking flow because there is some intent built in. So what did we do? So we looked at the mid and bottom funnel, and we looked at the high-value customers that we consider high value based on very different signals from flights. As we are a loyalty program, we get multiple different types of signals. Some signals might be relevant for abandonment of cart. Some signals might be relevant for credit card acquisition. So we have those two. And then we came up with a strategy.
We started sending emails after they had abandoned our cart with certain rules built in, with the special points and statement credit offer to incentivize credit card sign up. So everyone has full access to the mass market offers. You can find it on the bank site, you can find it on our site. But these specific people who we identified as very valuable customers, we started reaching out to them with a very special offer that was tailor-made to them.
Paid media, again, this time in paid media, it's actually beneficial because we can actually reach out to them with an exclusive offer, and they can land on it, and they can apply. And again, it's a double-edged sword, like once they have applied for a credit card or have acquired a credit card, we can stop the media for them, reducing media waste. On web and app, again, we use Target in this case, to be able to qualify for the same offer that we were sending via email and paid media, so that they could have access to it if they even organically returned to the website, like on the homepage itself.
So that was the solution. What was the impact? So the very first impact is we saved weeks of effort in manual setup through automation. So if you think about like, we used to do abandoned carts, I'm just going to take that example, through Adobe Campaign. We did have to do manual data pushes to be able to make that happen. We automated it to some extent, but this time, we're getting real-time signals from the website, "Hey, this person has dropped." We have data distiller doing our queries to be able to realize, "Okay, Asher came here, he dropped, this was the last search he did, let's target him for this." So that's something we are really happy about, that we are able to set these campaigns and then forget about them, because we don't need to go and tweak them every other day.
This has also enabled us to think about how do we optimize things. So instead of like worrying about the operation, we are focused more on whatever we did, how do we tweak it to make it better? The second part is it resulted in higher look to book and credit card acquisitions, so we are reaping the benefits of that. I did not put exact numbers here because I didn't know what I was supposed to say or not, but I can assure you it's high number.
The third part is we built a strong foundation for scalable intent-driven personalization. So this one I did want to touch upon, and I think it will be logical to a lot of people here. So from an airline context, like if we go back to the conversion funnel that we have, this is like an airline's main revenue driver for the most part, like where the bread and butter is created. So right now we're enabling abandoned cart for flights. We did abandoned cart for our win-back for the credit cards. It's all in the booking flow, but we sell a lot of other products that we were never able to market effectively for on the booking flow itself. If you are in North America, like as you know, if you travel within North America, there's no free meals. Well, that's a product for us that we sell on the booking flow. We haven't done it, but it's the same data pipelines that are required for us to be able to spin up campaigns for people who booked a flight, already have a credit card, but they did not buy a meal when they were booking their flight. Let's reach out to them and actually upsell that product. Now you guys might also look at seats. Seat selection is a big part of your airline booking experience. That's something we can do as well with the same foundation that we laid down.
So going back to it, so I'm just going to repeat this. This is a strong foundation from an airline perspective, but if you think from ecommerce perspective, abandoned cart is an easy one. But then you can come up with ideas that not only enable you to fulfill that use case, but also scale it forward so that you can solve for a lot of problems with one single effort.
Now I will pass on the mic to Tanmoy to talk about how did Adobe help scale personalized journeys.
So let's bring it all together.
Before Adobe's implementation, Air Canada's data collection and CJM tools operated in silos, making it difficult to create seamless, personalized experiences. Customer data from different sources were fragmented, preventing a unified view of the customer journey. By integrating Adobe Journey Optimizer and Adobe Target, Air Canada was able to bridge the gap between data collection and journey orchestration. Real-time customer data now flows seamlessly, allowing automated triggers for personalized engagements across channels, ensuring timely and relevant interactions across multiple touch points. So what is the business impact from all of this? Number one, higher conversion rates. More travelers return to complete their booking, and we have higher credit card conversion. Increased operational efficiency. Teams no longer need to manually build and update their journeys because it is fully automated. Last, improve customer experience. Now our customers are seeing the experience that they want to see.
Hope you enjoy your journey. Now over to Asher to land this plane and talk about what's next. What does the future look like? Thank you. So as you can imagine, we added a lot. We only started this implementation in April. And actually, no, not the implementation. We started with the brainstorm. No. We started the implementation in April. Sorry. Just having a moment here.
What is the next step? We added a lot to Air Canada. We talked about first-party strategy. We implemented it, how are we planning to scale it forward? The next step for us is to transform marketing practices to create and leverage intent-driven experiences at scale. Added a lot of technology, got the right people in the room, but we never got the chance to build out processes that can help us scale it beyond what we're doing today in a meaningful way. That's something we are actively spending our time and investments in. I guess, like another Adobe product shout-out, like Workfront is on top of our mind. I'm just going to leave it at that. And we see a path forward where we can do this, and then we can get into the content world, scale it and amp it up beyond like what we're doing today. And that's when we have like a full personalized end-to-end chain of making things happen for the customers in a meaningful way using first-party data.
So after next steps, I want to move on to-- I would like to close this presentation out with some key thoughts that I have, or closing thoughts, I would say. The first one that I learned over the year that I've spent doing this is personalization at scale requires cross-functional collaboration. It cannot happen in a silo.
I've seen it, I've seen a lot of things that we tried to do in a silo and they did not work out. This one, we need to understand marketing needs to come to the table, but marketing cannot do it alone. Data needs to come to the table, but they cannot do it alone. Technology needs to come to the table, they cannot do it alone. Digital product needs to come to the table, as much as they think they can solve all the problems, they need collaboration.
We have our director of digital products sitting right here, so I just want to pull out on that.
Strong foundational use cases set the stage for scalable personalization. So again, I'm going to go back to our airline example of just having that booking flow, the data collection in such a way that we can start enabling multiple different products. It's not the only opportunity within an airline. That's the one that we have enabled. We have a backlog of scalable opportunities that we have, where we start with something small, and then we can keep on expanding it without the need for additional data or additional attributes to be added to the CDP.
Next one is maximize the value of every data source and customer attribute. I guess I repeated my previous comment here as the word says, sometimes depending on which company you're working for or what your setup is, it costs money to bring in the data into the CDP as part of data engineering or implementation or whatever you have to do on your back-end systems. So just make sure when you're planning this out, think about the future, how you would potentially leverage it and try to make sure you're maximizing everything.
Define a clear scope upfront and stay disciplined. Avoid scope creep and focus on delivering impact. So I think I'm going to call Adobe guilty of this. They give us a lot of nice use cases. So when we were looking at AEP, they talked about marketing, then all of a sudden they pivoted to customer contact centers and bunch of things. I think it's for you as a company to realize, "Hey, you need to start somewhere, somewhere small, and maybe put your focus on that and then start from there." So we we put our focus on marketing, that's why you're hearing a lot about marketing. We were told about customer contact center that we could get benefits from. We did not touch that because we needed to focus on one thing and make it happen, and then I think we're in a situation where if we want to get customer contact centers onboard, we can. We just know how to work the system now, but we maintained a clear focus while implementing it. And the last one is prioritize internal team enablement and change management. Partners are amazing, they're there to support, but strategy lives in-house. So this is something that we are focusing a lot on right now, making sure that internally we are enabled to do everything with this platform that we intend to. A lot of education happening for teams like marketing and digital products for them to understand what are the capabilities we're adding. So actually I did not mention, like I'm part of that cross-functional team, I'm tech. So a lot of education from our side for them to know what kind of tools they're getting in their hands to be able to make it happen.
And that's about it. I would like to open it up for Q&A, and there's some interesting stats for who's present in the room. I think more than 200 people signed up, but it's a Thursday, so that is the sign up stats. Yeah.
- Okay. Thank you for joining. - Thank you for joining.
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