From Digital Marketing to the Digital Transformation of B2B Event Marketing & B2B Event Sales

Now, so what it is, the marks in the digital transformation process or the digital transformation framework that I am going to share with you today. These are the five different core areas that any process of digital transformation would entail. The important aspect is that it has to be dealt with in specific stages. And if you're going to start from various different areas within the, within the process, within the framework, things are not necessarily going to work. So, number one, we're talking about product. Yeah. And that forms the basis of everything that you'll do. If you have attended our previous sessions on the digital pivot with Collingwood and White October and everything, everyone talks about the product. So this is all about the customer understanding the customer, the why, the why you know. And that why is going to lead you to the value proposition and adjusting your product offering. Okay, so that's pretty much has been covered over two digital sessions. So I'm not necessarily going to go too much into that detail, but once you have that area sorted, then you need to look at the secondary element, which is the data part. Okay. So when you're looking at the data aspect, you need to be able to understand that data underpins everything you do moving forward. We all have been saying that data and insight and any information that you're able to derive from your audience is absolutely critical and it's absolutely fundamental for potential monetization of that information moving forward. That it has to be sit. That has to be sitting somewhere. You need to store that information in some specific place. So data is crucial. And what I'm talking to you about is not necessarily data as a database, although it is a database, but it's more how do you organize that and how you're going to basically manage that. Then subsequently, we're looking into the tech and the tools that you're using to run that particular, your particular process. If you're launching new products, if you're launching virtual elements, if you're having a CRM, if you need to store your data somewhere, then inevitably you're going to have to look at the technology that you're using. Very likely you all have a tech stack and it needs to be fit for purpose and more importantly, integrated. And then we're going to talk about that. The fourth aspect is the process. So you have product, data and tech. Now you need to ensure that you have the strategy to go to market, essentially. So this is kind of where we're talking about, how are, how are we going to do our marketing? How are we going to run our marketing strategy? How are we going to run our marketing plans, Are we going to do automation? How are we going to integrate that with sales? Is the operations team or the content development team going to use the CRM? How are they going to do that? Do we need to train people, et cetera, et cetera. And finally, but important as well is the people and the teams. What are the skills that you require and who will do what in order to that process. Okay, now let's go into the detail of it. So we're talking about product. Okay, so when we look at evaluating the product, this is again as I said to you guys earlier, is about evaluating all the concepts around the digital pivot. It's about truly asking yourself what is the value that you deliver? Is it really an event? Is the value that we're delivering connections, knowledge, etc. We've started mentioning about the why you exist and when you understand why you exist and what is that je ne sais quoi that you have that value add that differentiate you from anyone else, then you start then looking at that aspect on the value proposition, speaking to your customers, understanding what their buying cycles are and understanding what other potential customer journeys. Like before someone buys a product from you or before someone attends an event, what was their customer journey? What process did they follow? Did they come to your website? Did they see you on social media, did they read an email? Did a friend generally would kind of brought them towards your event, towards your brand? More often than not, word of mouth and talking to friends and search are the ones that are going to be the most popular ways in which people find about your event. I am not inventing this historically from all the clients that we have worked with, Word of mouth and organic are the biggest areas that people mentioned about how they've heard about your particular event. And again ultimately is your value proposition and your product offering. So what I want to share with you guys is at this point in time when companies are evaluating and putting themselves in a situation where they're evaluating their why their value proposition and trying to understand how why they exist. A common question that some of them are asking themselves right now, are we really an events business? And that's kind of probably a question that you need to understand. Those that are still thinking that they are an event business, the ones that are struggling with the okay, so how can we get or how can we move these people to virtual? How can we. Because they're still thinking about in the event box. So when you're looking at the product area, there are kind of three key outputs and outcomes that we'll see, by the way, when we're evaluating this framework. This is the framework that we have been working with previously, pretty much all of our clients over the last 10 years. And then we have evolved this framework and now just we've added more elements to it. But generally, the outcome of the output that you will look at having when you have sorted this process out is one you will need to end up with a buyer Persona profile or a customer profile that dictates what it is that you're doing, what your customer pains, challenges, goals, all that sort of stuff. And most companies will have one. Then clearly you need to have your value proposition. And this value proposition is generally presented on your website, is generally presented on your brochures, and is generally presented as an internal document that clarifies for all parties in the business what is the value proposition, how you're going to sell yourself, what do you really stand for? And the third element is a customer lifecycle mapping, which is understanding anyone from within your business what stages and what steps they follow before they become a customer and then after they become a customer, what happens after that. So as a benchmark, organizations that are leading the way within the digital transformation area will have these elements. Now, this is a time where I really want to understand from your point of view and I'm going to launch a poll from your point of view. Where do you rate your business's readiness with value propositions, buyer Personas and product offerings. It'll be interesting to see from your point of view if yes. So, 10, you've got it sorted, no work needed, you're happy with where you are on that. On the lower end, one needs a lot of work. If you're watching this on a mobile device, you will need to scroll your, you know, your screen probably on that so that you can, so that you're able to answer. So where do you sit with your product and everything like that? More often than not, buy Personas, value propositions. Do you guys have a clear understanding of where you are with that or where you are on that? 50% of the audience voted. Let's just see. Kind of, we can kind of collect another kind of couple more reviews. Great. And then we can close the poll in 5, 4, 3. Okay, I'm going to show the results. So this is kind of where you'll see yourself. Interestingly enough, 18% are around the 5 rated themselves as 5 and then 24%, 6. And only one individual actually, interestingly enough, is on the 6% sorted needed. Okay, well, that's useful. By the way, I'm going to share all the summary of this polls in the summary blog that I'm going to write. Thank you. We understand that there's kind of a lot of work that some organizations still need to go through. Okay, now let's look at the element of data, which is an extremely, an extremely important piece because you need to see data as an asset, not as something that is stored in an Excel sheet. And I think the fundamental questions you need to ask yourself and your team is where is your data? Is it in Excel sheets and scatter sheets everywhere on the sales team's inboxes or in the sales team's computers? How good and clean is your database and how organized is your database? It's very, very surprising to see that most organizations, especially within the events industry, they have big databases, 5,000, 10,000, 20,000, sometimes even 50,000 contacts, but they do not know how organized that data is. They don't know if the data is absolutely clean or not. Very likely. It's a bit old. They don't know if the data is coded by industry, by sectors, et cetera, et cetera. So, and this is kind of where I'm saying that it is extremely important for you guys to, or for any organization to have the data sorted first. Because many companies will go and get into marketing automation platform or they go and start creating content marketing strategies. But when you come to analyze the data, you're not even able to segment that data. You're not even able to split that data into industries or into sectors or into buyer Personas that you generally cannot be needing to look at. So it is an important element. So also the important question for those of you here that are leading marketing departments or for those of you that are leading the organization, and it's the question is, are you getting the most out of your database? And the answer needs to be a resounding yes. As a business leader, you need to know that that is going to be, that is going to be dealt with. When I have this conversation with companies that we work with, almost always the answer is no, we are not getting the most out of our database. We think we can be doing better with it. Again, the question is your prospect or the factual element here is that your prospecting customer database should be able to derive insight. You need to be able to understand not only if a contact or an individual or people that interact with you are in certain regions, in certain countries, you need to understand and you need to be able to log and capture digital behavior right and because that digital behavior can be monetized and should be monetized. And in fact that's kind of where all the business trends are going to be leading towards. So, and digital behavior I'm not necessarily talking about did they click on an email, did they open an email? I would even dare to say it's not only about did they attend an event or not. Because when you're talking to your potential clients or your potential sponsors, they want to know, they want to have more information about that. It's more about what have they done after they attended the event, have they consumed any information? What are the intro, are these guys interests? What are these guys likes? How often do they engage on social, how often do they engage in different areas? Because your sponsors and your clients want to have this digital behavior information. Because that's going to help them qualify or bring those leads further down the funnel. Right? One that is absolutely important. Where is your data stored and what are your data entry points? And I'll show you later some example as to what I mean by that. But data needs to be in a central place, receiving all the incoming entry points on your database because, and once that's kind of centralized, that is the most important element. And once you all that have hooked up, that is important. And another question is just interestingly enough is do you know who are your best customers and do you know who are your best prospects? Are you able to derive easily? Yeah, easily. What I'm saying easily is are you able to look at some report or query or database in order to see who are your best companies, how much they spend every year, how much they have spent with you over the length of period of time. This is absolutely critical for what you need to look at when you're looking at the data outputs that are going to in a way for us, the way that we'll see is to determine if you've got it sorted or at least you're in the process got it sorted. To have data as an asset, the fundamental things are you need to have a data governance protocol. This is just a fancy word, but what you really need to know is, okay, every piece of data that goes into the database or every piece of contact that enters your pipeline, or your marketing qualified, sales qualified environment, you need to have a data protocol that allows you to dictate, okay, we must have this piece of information. We need to classify this by customer Persona, at what stage in the customer journey they are, how did they come, how often they've come. All this data needs to be Collected and captured. Right. Because there is. When you start actually deriving and understanding where are the money pools within your database? Very important and I think this is very, very interesting. You need to have a clear database owner. And by this I do not necessarily talk about an intern that is just basically querying the database and putting information into the CRM, into the data. Talking about someone that really understands what the business needs to do with that database, how that person is going to ensure that a, you are able to understand who are your best customers, a touch of a button that who are your potential best prospects? Is the person that is going to be able to, yes, query the database, but more importantly, have that database in a neat and pristine way. Right. Most of the times when companies have a salesforce or whatever CRM that you're using, when we ask the question, who owns your database? Who is responsible for keeping your database clean up to speed, to have your dashboards, your reporting in place, and who's the person that's kind of actually getting all these leads for sales team and helping accelerate the sales process? No one really knows. There isn't a real, real clear owner of the database from our point of view. This has to come from the marketing department. Marketing teams need to become this different individuals that are data aware, data savvy, and none other than the marketing team or the marketing director or someone internally within the marketing department needs to leave this. So an important element is a clear database owner. Obviously you need to then have your protocols and your elements. What is it that you want to analyze, what is it that you want to derive in terms of insight? Because if you run a community, if you serve a specific community, and I can see people on the list that your events serve, specific communities, you need to be in a position to derive certain insight from their digital behavior. Perhaps surveys that you might have done in the past, perhaps polls that we'd have undergo on webinars, etc. So you need to be able to extract that information, present it in a nice way that actually is going to be helpful for either A, your community or B your clients and sponsors. And finally, all needs to be in one place. If all is messy, you're nowhere. And then you might be better off spending time getting the house in order. Because if the data is messy, you might run webinars, you might run a lot of lead generation campaigns, you might do an amazing element of driving subscriptions. But if the data is not messy, then. So if the data is messy, you're not going to get it. I wanted to Ask at this stage, the second poll, which is about the data. Are you getting the most out of your data? Yeah. Are you getting the most out of your data? Number 10 is. Yes, we are. We're very happy with it. Number one. No, we need to work on this between 1 and 10. So about 40%, 50% of people voting. Come on, guys. I really want this to be also an exercise where you are able to understand if you are, how do you compare with the other rest of the people in the audience and you know, where you sit in there, because I think that's kind of a fundamental question that everyone asks me all the time. Ricardo, what is everyone else doing with regards to the product development? What are their products? How is the digital pivot going? What exactly they're doing? Do all the people are using CRM and it's always, we always have the question, what is my competition doing and what's the rest of the people doing? Okay, 75% people kind of answered, I'm going to close that in 3, 2, 1, share the results. And we can see that there is probably about 40, 50, 60, 70% of the audience will sit under, will score themselves six or lower. Interesting, but not surprising. Okay, let's look into the next aspect, guys. By the way, if you have questions, please do so. Use the chat panel. Everyone's very quiet, everyone's very passive. Unless you're probably looking at some something else or YouTube videos on the other screen, you're very quiet. Now, number three, technology and tools. And this is just simply trying to understand what technology are you currently using? Yeah, spreadsheets. Generally it's going to be a spreadsheets, an email system. You probably use Gmail, Office. How is that integrated with it? You have a likely, you have a registration system. Yeah. Now, when you look at that tech stack, it's important to understand and to evaluate which technology or tools that you currently have are helping or which tools are impeding or holding growth. Yeah. And the other question is that is your business or marketing sales operations teams efficient? How are they using that technology that is available to you to become efficient? Some of you guys have attended my previous sessions on tools and technology to help accelerate marketing to help accelerate sales. And it's just very interesting. Generally the answer that one receives is we have, oh, we're using Salesforce or we use in whatever CRM, but we're probably using 10% of its full capabilities for my terms and purposes. When I hear that that is, in my opinion, money that is kind of going down the drain because if you already have tools, a CRM tool in particular, it's just they have a lot of tools already built in within the system to help you accelerate that process. So the question is sometimes when I evaluate the tech stack within an organization, they will have a CRM, they'll have a registration system. Generally they will have an email system. Sometimes they have Google forms or sheets in Excel scattered around. They sometimes do surveys or random questionnaires. Oops, I'm really sorry, I thought. I'm kind of still sharing my, my poll. Apologies for that. So when, when we leave that, when we look at and evaluate the database stack. Sorry, not database stack, the tech stack of companies, they generally will have certain things like this. So a tool that is email CRM registration system generally is what kind of. You will see in all of the cases? Well, no one knows where is the main central point to collect this information and how the systems are talking to each other and where they should go. Okay, that is a critical problem because the way we see it is that when you have various data pools and we have various tools that are collecting data, doing things, the places where those tools and data that is gathered between those organizations, that's kind of where I see the money. That intersection of those different data sets and tools is what's going to provide you with information. You need to establish business opportunity for sales and growth. Because all these tools allow you to interact with your customers in various different ways. At the main point of the intersection is where the money is. When you have a situation where everything is scattered, your tech stack is scattered. The ideal scenario is that you have everything in one place or what we call like a single source of truth, so that you're able to see your marks and CRM registration systems all fitting into one big area. That's actually why you call, if you look at it, that's kind of why you call it like the tech stack. So do you have a scattered group of tech or do you actually have a tech stack and they call it just tech stack? It's just because they should be stacking on top of each other and integrated in the right way. Yeah, and by all means, no one really, there's no real one size or one solution that has everything in one place. But the ideal scenario is that you go from a very, very scattered approach to have something integrated. So as I'm saying, it's very, very important to clarify. There's actually the Martech alliance and Scott Brinker, they're mentioning that any organization at this point in time is using at least 25 different tools of technology that is going to help them optimize, maximize their insight or maximize their performance. Right. And I think this is an important element. At least 25. And in some organizations that even goes higher than that. But I think ultimately in the event industry, the digital pivot is all leading into how are we gathering information, how are we gathering insight, and what tools are we using to do. Many of you already are now using zoom to your best of your abilities, or you're actually probably running virtual event technology that does polls, does rooms and collects all this abundance of data. The big question question is how is that integrating into your main central part, fundamental and what is the technology that you're using? So very likely you need to do an audit yourself of all the tools that you're using everywhere, and you will then be able to see how that works and where you see it. Okay. So the real outcome of this is that you either fine tune your current stack or you're going to have to implement a new one. More often than not, companies will end up changing from one tool to the other. If you're using Excel sheets still to run your business, and then your sales teams and everything are using Excel sheets to keep information of the data, that is going to be the most critical part that you need to get sorted asap. Right, Is the tech stack. Because this is kind of what happens. And you're going to realize that when you have new go to market plans, when you have a new product, when you have organized your database in a way that it needs to do, the reality is that there's going to be more work, then you're going to see it later in the process bit that there will be more work and you need to find those tools are going to help you optimize that. By the way, you don't really need to have the 25 tools in any organization to do it, but if something is going to help you get better, you should do that. Okay, now let's just understand where do you sit with the tech and tools? Is your tech stack aligned? Integrated number 10 is. Yes. All systems are talking to each other. One. It is messy. We do not have a tech stack. Okay, someone outside my backyard just decided to use their lawnmower. Are you able to hear some noise? Can someone just give me some feedback on the chat panel? If you're hearing noise in the background or you're okay, no noise. Great. Amazing. We're just gonna start to get very embarrassed. Thank you. Okay, so 55% voted. Okay, we're gonna close the poll in 5, 4, 3, 2, 1. And Paul, let us share the results. I think it's great. I'm very pleased that we're seeing people in the audience halfway through it. You know, we've got around 50% above 6 and the rating. Great, great. 30% of you guys think that it's messy. So, yes, I hope that by the end of the session, you will know exactly where you need to go through what you need to do about it. Okay, thank you. Let's continue. So we talked about product, we talked about the data, and we talked about the tech stack. What is the process element? And I think this is the bigger, bigger, bigger chunk. So the process is just simply understanding. You need to audit your business. You need to understand if there are any gaps or issues within the current. Within the current processes and within the current team. And the big question is, how ready are you to sell your product and approach the new markets? Oh, hi. The poll. Yeah. Are you guys still seeing the poll? Because I think it's hidden, right? I think it's hidden, yeah. Okay, thank you. So you need to kind of understand what are the gaps and the issues and how ready are you able to sell your product in the new markets? And let's make no mistake, what we've seen in the last four weeks, many of you guys have to speed up the process on how are we going to. Okay, let's just pivot this. So you're gonna have to learn really fast about new technologies. You're gonna have to let your view. You've become now experts and integrating polls and everything with your different platforms. The sales teams are getting used to selling new sponsorship packages, new sponsorship offerings. And this is kind of all about that. It's understanding. Once you audit that, you need to then understand how you're going to be able to organize that. How are you going to obtain competitive intelligence? Because the big part is that after all this pandemic and all the processes that we all as an industry have been going through, the reality is that your competitors four weeks or two months ago are going to be very different to the competitors that you're going to encounter this time around. The expectation is that event organizers are going to be working, or would have been working on a product or some digital or virtual offering or hybrid, whatever it is, and if it's done in the right element, in the right aspects, they're not seeing themselves as an event business. They're probably then seeing a lot of opportunities out there within the products that they're developing or in the digital offering and once you actually review and then you see yourself in a different perspective when you look around you, is that then you then have different competition? Right? Probably some people that have been there for a while in the lead generation business, in the digital business, trying to go for those pots of money in the digital sphere. So how are you going to obtain competitive intelligence? How are they approaching it? And the truth is those that have been doing the lead generation business for a very long time are very good at it. Now is okay, we've got a tech stack, we've adjusted it. How is it that we're going to integrate marketing and sales? How are we going to get them to work together? How are we going about the marketing and sales operations? If we're getting all this cool tool that is going to optimize or automate our sales outreach, how is that integrated with the CRM? Right. How are we needing to train members of staff on how to use these new tools? Or how are we training members of staff? Interestingly enough, with our new product offering, with our new buyer Personas, a big question is if by the end of all this process you still send in bulk emails. That is a big question. It is a concern because bulk emails, you know, as we've all seen personalization and being very specific to the way we've approached it and then you would have seen that if you've gone through the process of your buyer Persona mapping, that every different segment within your audience has similar, but sometimes different challenges and different ways they go about things. So, and that is the problem where I'm saying if you're still sending bulk emails, but you've got all these things behind you, you're doing something that is not right. If you're doing, if you, if you, if you're passing a lot of leads or suddenly you started receiving more leads because you have more insight, you're deriving more stuff from your database, are your sales team being more efficient? Or if you're finding that your sales teams are having to go and find new business elsewhere, are having to use LinkedIn in a more efficient manner, Are they being efficient? And more importantly, how long has it taken you to deliver certain outputs within your business? The reality here is that manual processes will kill innovation. Okay. And when I talk about processes, the general outcomes that you will have when you, when you're looking at the businesses, I'm just going to share like this output and I'll go back into the previous slide. The outputs are generally your B2B online community development and growth, the content marketing strategies, sales processes, optimization, when you're looking at maximizing current resources and tech. So generally sometimes companies will go into periods. We're going to go and start doing retraining of the whole teams. How are you going to go into the marketing and sales automation? And you want to be very clear on one aspect. The element of process doesn't mean that you have to get all these five items or whatever items in the process or your go to market strategy all in one go. It might be that is more suitable for you that if you're some of the people that have answered these specific questions on the poll is okay, how are you if you're not there yet with data? If you're not there at any other stages, okay, you might still start working on the process on kind of, okay, let's just work on how are we going to optimize the sales teams in their outreach process. For argument's sake, let's say that we've just signed up to this whatever new funky tool about doing outreach on LinkedIn or doing these kind of new ways in which we can work on LinkedIn. So just work on that element again. So I want to be clear, it doesn't necessarily mean that your process area is around. It has to be, has to meet all the certain criteria. All I'm talking to you about is that you need to pick whatever works best, but the general common outputs will be the ones that you'll see on screen. And there's something that I really want to highlight. When you're looking at community development or digital, when you're jumping, when you're moving your marketing and sales team into the digital sphere, this is kind of where the element, some people will see it as more work, but you also need to understand and put into the balance is it more work or is it more value? And this is kind of where I wanted to talk to you about this aspect. This is some of my scribblings that I shared the other day on social media. Pretty much every one of you guys have already done some sort of virtual event, right? So what you realize before, if you were, and I'm just talking about here, webinars, if you were looking at webinars, how to promote a webinar, you generally would need around five to six weeks lead time to promote that webinar. That promotion entail emails, social media, you know, but a lot of emails in today's time, right? In today's time. And by the way, generally you run the event and many of These old school organizations, they run their event, they run their webinar, they run their virtual event. All they do is leave the piece hanging. Post event. Now, in this day and age, or actually over the last month or so, you are able, you can market a digital event in two weeks or in three weeks. We've seen examples from companies that were running their events in the month of May that they had to literally pivot everything that they're doing in two to three weeks and then start doing the marketing for that. Now many companies are like doing, launching a webinar and in two weeks they're marketing their webinars. I'll share a specific example. I used to use this promotion cadence for my events. In this day and age, I haven't got the time to, you know, we're running a webinar a week, I'm promoting my webinar sometimes with two weeks advance. Right. And the good thing is people are still getting response. Not for long though. But the big part is so in the old school, traditional way, when you have a physical event or virtual event, you market an event. All the work was kind of before the event took place. In this day and age, marketing teams need to be doing the work before the event, during the event, and guess what? After the event is where the real, real work begins. Because if you're creating evergreen content, then you're gonna have to do more work. And guess what happen if you have another webinar coming up in your schedule or any other virtual event, then things are going to overlap. So my point is that now that we're going into digital, your marketing teams are going to be very, very, very busy. And then you need to structure your marketing teams or your functions within your marketing team or those that used to do operations more heavily are now kind of being brought into Martin teams or operations teams to help with the promotion, to help with the logistics of the digital element. So this is kind of where I'm saying the work has just probably doubled or tripled for, for some of some of the organizations. And then you're having to think fast. And this is kind of the importance of technology, but then more importantly the importance of having a clear strategy, clear go to market or clear process on how you're going to go about that, because otherwise things will go crazy and people are going crazy on that. Okay, I know, I'm kind of extending myself. We're about to finish now. Where do you see yourself? I'm going to launch the poll. Where do you see yourself in the process? Do you have an internal process. Do you have your internal processes aligned or in place for the months ahead? Number 10. Yes, we have one is no, we need to do some work on it. How do you, do you have your internal processes aligned or in place for the months ahead? Okay, yes, we have. Come on people, you've all gone quiet now we have 50% of the audience going to close the poll in 5, 4, 3, 2, 1. Okay, we're seeing a mixed bag with the responses. Yeah, interesting to see probably around 50% again above a rating of 6 or more. Some companies again still need to do some work on it. Great. Okay. Finally people and teams. And I think this is the important element. So you will kind of probably now know that now having all these different stages and steps kind of dealt with. The question is, do you have the team and this and the skill set required? What are the current gaps? And these are the things that like you would generally will run through an audit of the team. And the big question is, can you fill the gap with the existing resource? Do you need to train, hire or subcontract? The truth is that the right combination is you need to do a little bit of everything. Some people are not going to be generally fit for what you are now for the new, for the new year, for the new way in which you're working. Some people can be trained, but in the meantime. And then you're going to have to hire some individuals but in the meantime you can then fill that gap with some subcontractors. And the outcome of that aspect is that you need as a business to have a people or team structure faced approach. Yeah. Or staged approach. So when you're looking at, if you have, and this is just an example and by the way, this ramping up of the team or functions or anything like that internally can be, should be something that is probably like a 12 month, 18 month or 24 month roadmap. Yeah. But you need to understand who within your current team does what with the new skill set that you're going to retrain or probably replace. What are they going to be now responsible for? And then if you need to then bring in more heads or more. Yeah. By the way, that doesn't mean that you need to add more members of staff, just simply means that you need to add different functional areas of people. Again either trained or by a, by an external party. Most companies will generally like. For instance, most companies will generate for CRM and everything that we use different people. Okay, now I'm conscious of your time everyone. Now let's just run through the final poll and tell me if you know what skill set structure is requiring your business to deliver events products in the digital space. How fit for purpose are you on that element? Okay, great. Let's go. Leave it. 10 more seconds. We're closing in. 5, 4, 3, 2, 1. Kind of. This is kind of where the answers come through. Yeah. Around 60%, 70% have rated themselves as six or more. 33% count themselves as seven, which is a very good position, interestingly enough. And happy to hear that most of you have a big level of confidence because there's not many people in the lower brackets. Thank you. Okay, so there you have it. This is the framework that you guys would need to then have a look at and evaluate yourselves within, you know, when you're auditing your internal business. This is a framework that a lot of companies that we have worked with, we evaluate every aspect of their business around this framework. Okay. And once you're able to rate yourself on where you sit on each of these areas, that is going to be a very, very clear structure and path on what you're going to need to do moving forward. Or at least that's going to create your prioritization of where the.