PR Smith on Creating the Perfect Digital Marketing Plan

Am i…am I wired up? Can you hear me okay? Yep. Great. Okay. 15 minutes. I’d like to think I might change some of your lives in 15 minutes and I’d like to give you, in 15 minutes, the way how to write the perfect plan, perfect digital marketing plan, perfect integrated marketing plan, or even a life plan or a business plan in 15 minutes. I’ll try & do it in four minutes but I’ll elaborated thereafter within 15 minutes So this is it back to basics. It’s all about common sense. This is SOSTAC and it was voted in the top three business models by the Chartered Institute of marketing in its centenary poll Top three business models worldwide. It’s since been adopted by companies like LinkedIn in across Europe and the Middle East and KPMG and some nice consultancies are kind of getting into bed with it as well. So it seems to be very popular. My hand was twisted by some Microsoft people actually and IBM people ultimately, who got me to write a book about it and then develop it into this very simple system which is now an online program So S stands for situational analysis- where you are now. O stands for objectives-where you’re going. S stands for strategy- how you’re going to get there, the shortest part, the smallest part, the most important part of the plan. And tactics are the detail of strategy, that’s the marketing mix and the marketing communications mix. And action is the bit that’s forgotten about. That’s the bit about how do you ensure your brilliant plan is executed with excellence and passion and control. And so that needs to be in the plan. How do you do that? It’s about internal marketing communications, motivation training, all that sort of thing And control is the last section of the plan, which is what are you going to measure, how often, how much it will cost, who’s going to do it and most importantly what do you do with this information that you collect How will it change decisions? And so that’s the kind of structure of SOSTAC itself And I was telling a pal of mine about it in Dublin this morning and he’s a Dean of a major institution there and he was telling me…yeah he’s a bit overweight and he’s on this kind of a strange diet. He’s a piece of fruit and a brown roll for his lunch. Every day that’s his lunch. I mean you think your lives are tough. Imagine that you know? A piece of bread and a piece of fruit and he’s telling me that the little shop shop beside the Institute and he went in there and he described the girl at the checkout as chewing her gum aggressively And he puts his thing down, she says oh you must be a bachelor and he goes how astute of you my dear. That’s a great question! Um perhaps you’re studying next door. Let me guess is it market research? She goes no Oh perhaps it’s consumer… consumer research and insight? She goes no. Okay, maybe it’s my own area, maybe it’s the psychology of marketing? And she goes no you’re just ugly! And…and so only in Dublin you might say but the point I’m making is your ability to ask great questions and analyse profiles you know. They talk about data here earlier on it used to be you know, you are what you buy And that’s what she was kind of guessing and now it’s you are where you are and where you were. Both online and offline learning location-based data on top of all the other data sources we have, it’s an incredibly rich area to get into. When we look at and the situation analysis though in a plan, and let’s just open it up for a second. And customers are a big part of the situation analysis, obviously, customer analysis, competitor analysis, distributor analysis, your strengths and weaknesses. You know the trends and opportunities in the marketplace etc etcetera and hyper competition of course is creeping into every marketplace. But if we took just one of these and said if you have just three questions that you could ask about your customers, what three questions would you ask? And the answer is I categorise them into these three questions because every single question you could think of about customers can actually be categorised into those three questions. Who are your customers? Who’s your ideal customers? Who’s your lousy customers? Why do they buy or not buy or why do they come to your website or not come to your website Why do they leave? Why did they not repeat purchase? How? How do they buy? What’s the digital journey and the offline journey? The online. The offline. The Robo. The research online, buy offline etc etc. And so, and also how do people process your website? how do they process your emails? How do they process your videos that you send them? And so that’s an important part of answering that how piece So if you drill down into all the questions that you can ask around these sorts of questions, I mean, this is just a sample of some of the questions that fit into the who. Who’s your ideal customer etc. What are they saying about you? Who’s attending a particular event? We can get free analysis on all of this stuff for free. We can get answers to this stuff about your customers and in fact the answers to every single one of these questions and there’s a lot more questions or in this book which we’re going to give a copy to you on your way out. Those that would like a copy of a book, there’s a complimentary copy on the way out and every single one of those question is answered in the book and we point towards a free resource that will answer these questions for you Equally with why…why do you buy or not buy etc. What are the trends? What do people really want or the motivations. You know, why did it not convert? What’s been said about you? These are why. These are motivation . These deep questions can be opened up and answered and most of the answers can be delivered for free using the various analytical tools that are out there online. And we list them for you in the book And thirdly in customer analysis- how. How do customers buy? What’s their journey? How long? How many channels they use? Multi-channel,

full analysis, god bless Google Analytics for all that great stuff. Because it’s largely free and it’s incredible if you use these tools. The insights you get, you can answer the questions about your customers and your competitors and it’s so important. It’s so important that the situation analysis should be half of your plan. The rest of your efforts go into the rest but the situation analysis…if you spend half your time developing really deep situation analysis, it will give you the right decisions as you go through your plan. The answers will come to you. The decisions will be made for you. In fact Albert Einstein once said if I’d one-hour to save the world, I’d spend 55 minutes defining the problem and only 5 minutes finding the solution and the same principle applies to a SOSTAC plan Situation analysis-go in deep, go in deep and it will give you the answers. The solutions will come. And just on that, you know, situation analysis will help you make the perfect decision Here’s a little bonus for you in 30 seconds I used to teach an MSC in decision making here in London many years ago. So I’m going to give you an MSC in decision making in 30 seconds. They’d shoot me for saying this but here it is how to make the perfect decision This is how. Number one identify the problem, the opportunity or the situation that you need to make a decision about. Number two define the information you need to make a great decision. Number three get the info Four, digest the info. Five, make the decision One of those five steps is rarely done and that’s the gem, if you get into the habit of it. And that one of number two, what information do you need to make a great decision about your ad campaign, about your SEO, about your marketing plan about your brand names. Whatever it is, ask that question first and you’ll find you’ll make better decisions. In fact those questions will emanate from the situation analysis. So good in-depth situation analysis will help you build a great platform for a great plan Then moving on from situation analysis which is where are you now, we move to objectives- where do you want to go? So we typically include in objectives the stuff like the mission, the vision and the KPIs. So mission being, you know, making the world a better place and Google making sense out of data, making useful information. That’s kind of nice mission stuff Vision is more about your headline that you like to see on the FT in five years down the road and is selfish, is being number one or the biggest or the best. It’s how great you are. Whereas the mission is about changing the world, making the world a better place and KPIs of course the key performance indicators You know I’ve put them into the KPI pyramid so you’ve got the top return on investment sales, market share and down the bottom-visitors, cost per visit, cost per inquiry, cost per like and all that kind of stuff. So we move them through the C-suite reports and objectives down to the managerial objectives and down to the operational objectives. Now you can shuffle these bottom ones around a little bit but what’s interesting…if we flick this around and turn it upside down, it then becomes a funnel and you’re all familiar with the funnel So here we’ve got the top, we’ve got visitors and down the bottom, we’ve got sales. And if you’ve seen your funnels, we saw one here just a few minutes ago, so you know the visitors all the way down to the customers and sales results. And of course, repeat purchases And once we have numbers and percentages to each level of movement in the funnel and we can then work the maths out with objectives We can work, either, work the objectives in conversion terms, percentage terms or absolute numbers, where you’re in control of your business when you break it down like that, from objectives So objectives are all about where do you want to go? I have a co-author of a guy called Dave Chaffey Has anybody ever heard of Dave Chaffey? Right okay and anybody else ever heard of smart insights? okay so it’s the same guy, so Dave’s co-author with me on another book called digital marketing excellence and I was going to stop this 5s, saying I’m taking out of objectives he said why and I said because it’s just, did it in the 90s, just tired of it now. He said no no no no, he said people like it because there’s an alternative approach to the 5s for objectives stand for sale, serve, saved, speak and sizzle. And sizzle is about digital sizzle. I’ve seen CEOs come in and set an objective to a whole team and say blow our customers away using just digital sizzle I don’t know how to do it, you’re the brainy ones, figure it out. Go figure, come back and talk to me and we put resource behind us. I love those kind of big objectives and CEOs saying give us some digital sizzle. I’ve seen it now both in B2C and B2B. Cases in example, I’m happy to talk to these things, talk to you about these things afterwards where Digital sizzle actually gives a better experience to people and than, than the offline experience, that goes to right through to the Sistine Chapel. If you visited the Sistine Chapel, well guess what? The Sistine Chapel digital experience is better than the real thing. Everybody I’ve showed it to says, right, this is much better you can climb up the walls you can see the fake donkey ears he painted on the bishops heads and so on. So all that kind of stuff you can’t see when you go there yourself. So sizzle is about whether it’s B2B and you know giving a great CX, a wonderful CX that helps them, you know, the B2B people live a better life, do a better job. Digital sizzle can be applied and should be driven in as part of the objectives, so there’s your objectives, where do you want to go. Thirdly, we move into the strategy. Now this is the most challenging piece of the plan and I would say it’s the weakest piece of most, most plans When I say to people watch your digital marketing strategy, they generally tend to get into the tactics and then try to retrospectively put that back into a strategy. That’s not a strategy. So we want to try and think and take control of strategy to drive the tactics

so for example, and I’m not going to talk about you know GE matrices for product portfolio strategy or ansoff matrices or Porter’s analysis or McKinsey’s matrices or in fact our military strategy warfare… I’m going to give you nine components that I think should be considered in your digital marketing strategy and in marketing strategies for that matter So it’s misspelling of top site is the acronym TOPPP SITE. TOPP SITE is the acronym for you So T stands for target Target markets- critical to have in a strategy obviously, always for objectives. I’m not saying you necessarily have to have them in your strategy but certainly don’t write the strategy without watching closely what the object or the purpose is. Two Ps were positioning and repositioning in particular. That’s a big strategic piece. This is not tactics you don’t wanna be swapping this every year. This is something want to stick with P is for partnerships, choosing carefully the partners you want to work with and piggy back into the nice marketplaces to add value to everybody. Processes are particularly if you’re indulging in new processes, like marketing automation and so on. And sequence is about, is there a sequence in your strategy, you know, are you targeting? If it’s an innovation you might be talking the innovators and early adopters before you get to the early majority, the late majority. Different types of people that buy in different ways and need to be addressed in different ways. Is there a sequence? Raised developed credibility before raising visibility? That’s one of the most basic sequences that you have to have in a strategy How many companies get that wrong? A sequence might be to win over endorsers and influencers in the early stages. Stage one and stage two would be to roll out. Another sequence would be, you know developing awareness and drawing the awareness and understanding and trust of your brand before you move to the closing stages of sales and conversions So there may be a sequence involved there Integration is the data piece. How do you integrate all the data? Tactical tools. I’d only these into a strategy if you’re making a radical change of your existing tactical tools. You know, you’re advertising, your PR, your sponsorship, your mail, do those 10 communications tools, if you’re making major changes like dropping TV advertising and switching to social CRM. Moving from a traditional advertising into remarketing and retargeting And finally engagement is the tricky one Everybody wants engagement, very few can get it. So engagement it’s a more difficult thing to achieve these days. The numbers are dropping rapidly, I’m sure you’ve experienced it yourselves But engagement is strategic. How do you want to move on what we call the ladder of engagement I’ll show you that in just a second But let me just pick out a few of these. I’ll tell you a few words with just a few of these This is Teddy Goff. This is an incredible guy, he was the head of digital for, for Obama’s, both his campaigns. He delivered big time and but he’s really clever guy and I got the opportunity to talk to him in Lansdowne Road, the oldest International Rugby venue in the world. And I asked him four questions and I recorded them and I put them into a blog post, which you’re very welcome to read or watch. I just hope, please don’t tell Donald Trump, because I don’t want to him know the secret to success which was, one of the secrets was targeting. Strategically, they decided that they would not go after the undecided The undecided voters. You know the not so sure ones, where the marginals will sway They strategically said no, we’re going to target the Democrats and we’re going to put all our resources into the Democrats. A really big strategic decision this to target just the Democrats, the existing followers. And they believe from the 38 million followers that Obama had, his fan base on Facebook, that 38 million could reach 98% of the American voting population. And there are one at a time, where we don’t trust the pillars of society have gone. We don’t trust the police, we don’t trust the governments, we don’t trust you know the church. We don’t trust anybody, the banks, you know the pillars of society have collapsed, families have gone you know So it’s a whole new world, young people have to struggle in God, love them. However and this guy said we’ll target the Democrats and we give them resources and let them have the events and we give them the checklist and we give them the bunting and everything they need because somebody’s saying vote Democrat is much more powerful. If your mate saying it to you, rather than me and an ad saying it to you. And he was bang on. That was a strategic decision of for some brilliance I thought, to make it that very bold decision Moving on to positioning and repositioning Anybody smoke cigarettes? Just cigarettes Anybody smoke the e-cigarettes? Okay don’t know about what you think about this guy and the blue cigarette company. They came into the UK, they’re spending twenty million in our campaign here in the UK and then the first mistake was to position it as an e-cigarette which was an alternative method to give up smoking. Now I think that’s a mistake because that’s quite threatening if you’re a smoker, you may not be decided you want to give up just yet. So they repositioned it that’s something much cleverer, which is to reposition ecigs as a lifestyle choice for smokers. Now to me that’s quite a brilliant piece of work I think they will enjoy success on that basis but that’s strategic. You don’t want You want to get get stuck in and get your positioning right Kenichi Ohmae once said to me, a world guru, said to me, Paul there’s no point rowing harder if you are rowing in the wrong direction And it’s so true. This is strategy. So if you get the strategy wrong, you’re going to be, going on all, you know, people working crazy hours. Tactics without strategy is just the noise before the defeat and now it’s written by possibly the best marketing book ever written

and was written 2,000 years ago by Sun Tzu- the Chinese military strategist The good news is if you buy it the airport, it is translated so it makes life relatively easy Okay. So I’m going to whiz through just a handful of these, I won’t go through them all, there’s too many there. Let’s have a look at processes. If you’re changing processes I would include this in your strategy statement to your CEO and to your board. I would think about new processes like marketing automation You know it’s a radical change to the world of marketing I work with the some interesting companies in this space and you know it’s quite basic common sense digital body language, triggering responses through an array of mechanisms that make it more relevant personally, it’s just brilliant. It’s long overdue and as are the intelligent BOTS. Here come the intelligent BOTS. This is going to be an interesting time Well you know the Internet is not something you have to step into anymore, or key into or go into with your laptop, it’s going to come to us. You know augmented reality will take ways beyond virtual reality. We’ll have you know hovering Holograms that’ll be shopping bots, we’ll have wedding BOTS, we’ll have in for BOTS, we’ll have warring BOTS. We’ll have BOTS will play a much bigger role I believe So if you’re in greatly engaging in intelligent BOTS or AI BOTS and often engaging in marketing automation, I think it’s worth mentioning that in your strategy. Probably not next year because it’ll be all tasks but right now if it’s your first time doing it, I think your board needs to know that you’re engaging with this, with the stuff with your brands. Strategy, by strategy and integration, I mean of data You know, I love our fridge, you’re talking about there early on, if I take my last can of Guinness out of my fridge, it sets an alarm off. Last can of Guinness! Last can of Guinness! Up on the side of the thing, tells me do I need to replace it immediately or will tomorrow do, here’s the best deals available, just talk to my fridge and the thing gets replaced But the integration of that data, not just the internet of things, but the integration of that data from the traditional profile tools we used to have and from social CRM and from all the other social platforms and from the data that’s available to us elsewhere that we can scrape from so many different sources…it’s that question can you integrate it? It’s a really strategic question and I think is the difference between success and failure for an awful lot of companies I do a lot of work with the major bank here in the UK and they are really struggling, they cannot integrate the data. The legacy databases are kind of choking them into submission from the new startups who have brilliant integrated data systems and the data is a source of competitive advantage here without doubt. Oops. Integration of data and the Internet of Things is here, these are all by the way references to my blog which are all the book you will find, most of the stuff in the book, are on the blog, if you want to see these things explained in a bit more detail To finish with the components for strategy, here is the ladder of engagement. So when I combed this phrase a few years back the idea was, to just demonstrate that you want to take your customers from low-level engagement which is, give me a rating, a review, a comment, a like, anything please, some kind of engagement and maybe you might consider then moving up to a discussion and maybe then you might throw some ideas at us and maybe ultimately help us build better products. Now the ladder of engagement, if you decide to go down this route and develop a ladder of engagement of whatever level, this is strategic. This is not a tactical thing to change at the end of the year, it requires a lot of resource and three systems. You need a commercial system, a legal system and a communication system to support. You’re giving your ideas. So if I don’t respond to you you’re hurt. So I need to communicate and if I take one of your ideas and we turn into a commercial thing, I need to reward you so I need a finance. And the legal thing, the intellectual property, you know it’s going to be all clear and well-managed So a lot of engagement. The reality is about 90 to 9 to 1, 90% of your audience will do nothing, they just lurk but 9 percent will engage at the lowest level – ratings, reviews, and about 1% average of average will float to the top in collaborative co-creation and help you shape a better business so that becomes a social business. If you decide to run your business that way and that’s what we mean by engagement. And engagement is, you know, we don’t expect big numbers here it’s relatively small. This is what Teddy Goff said about the Obama campaign, they just want to keep the the followers connected and to get to hit the share button once in awhile. They weren’t saying they expect it every day, just once in a while. This photograph went viral amongst the Democrats. The caption was this seat is taken and they just loved, it was just, reflected some pride they have in the America’s first black president. And so there is tactic strategy, moving into tactics. I’m going to whistle through this quite quickly Tactics. Here’s the type where I call tactical matrix for it help you decide what of the, of the 10 communication tools are in there, which ones are more appropriate for different stages of your strategy? Which ones work best? So if you’re trying to create awareness, obviously you know, advertising, PR, sponsorship, great but if you try to move people from where is through to the final stages, you might prefer email or pop-ups or Direct Selling or paper pay-per-click advertising. So what we do is take, take those, those communication tools, map them across nine criteria to open up a discussion when you’re getting into the heart

and choosing which tactical tools are best This may help you make some of those decisions I apply the magic marketing formula which is IRD to all your tactics, so if you, if you use this formula, it works beautifully IRD means identify needs, reflect those needs straight back at the audience and then deliver a reasonable product or service. Not uh, not an outstandingly brilliant one, it’s great if it is but reasonable is good enough, a reasonable product or service, deliver a reasonable public or service. And if you apply that IRD, you’ll find it actually, you know it will help you connect with the customers. You know that feeling when you put a long ass string of search words into a search engine and up comes exactly what you’re looking for? That’s that Eureka moment, that’s IRD in action Yeah they’ve understood your needs, identified your needs, they’ve reflected them with SEO and Bing, up it comes and there’s a good, good fit, a natural fit. It applies to advertising, it applies to PR, to sponsorship, everything IRD applies to. In fact I think you’re, you’re going to be competing with hyper competition and shorten attention spans, so your message is getting through, it’s more difficult all the time. And ask yourself this question with the tactics, ask yourself this question, it is this. Are you more interesting than my wife? That’s the question to ask. Are you more interesting than my wife? So when the plethora of emails come in and sit there and my wife’s email is there amongst all the other emails or all the other ads, are stuff that’s competing to get my attention, is it good enough to cut through that inner circle, that close friendship? Are you connecting that, that closely? Okay and interesting to watch WPP using IRD. The identified financial director is having a disproportionate influence in client boardrooms and they now no longer define themselves as in that business. If they say there, there used to be a creative business but now they see themselves as a creatively effective business. That’s IRD you know, appealing, finding out the needs, reflecting them back to the financial directors. So actions are the tiny little bit of the plan that’s never included. Wonderful book by Larry Bossidy, you know, the guy who took over from GE, who said execution, the ability to execute better than somebody else is where a competitive advantage lies. It’s one of the places it lies. So a lot of stuff, you know, sloppy websites that fall over, all that kind of stuff? So how can you avoid it? Well internal marketing is where it’s at. Communications, motivation training, checklists, right down to the shared experience. I have to tell you one quick story. KPMG flew me over to Toronto to train the digital marketing team in SOSTAC planning and we went over big dinner one of the nights and in this restaurant, it was one of the best restaurants, I’m not a food buff but apparently was one of those better restaurants. And once soup came, it was in delivered in, in cut out coconut bowls right and before the group around the table had finished the second uttering, the second w in the word WOW, in that length of time, this is what happened. The waiter who served us, in a wonderfully camp, theatrical performance was, he puts the thing down, then he goes oh wow look at that soup, before we’ve even said the word wow, well he goes okay, you’re Pinterest, you’re Instagram, you’re YouTube, you’re Twitter yeah I know, I know, come on, give me those phones, let’s do right now, I’m not having my soup going cold. click click click and when he has that, bang, went and he was gone. And I went Jesus, did that guy really do that? My god that’s pretty cool That’s… he’s actually doing the thing we all want to do, which is not just a good CX but he’s doing the shared CX. That’s what we really want to do, is get people, the system, your product, your program, your companies, your clients to actually share the CX if it’s a good CX and they were trained right down to that level of detail to share. Because around the wall interestingly enough was a logo and the, the URL attached. Any angle So that was in the background of most the shot and that’s the shared CX which is a big challenge for a lot of companies. How do you share your CX? Another question on internal marketing. How do you motivate just after become brand ambassadors, so much so they’d eat the dinner off the floor. This video is shocking. If you go to my blog and watch this guy eat his dinner. He goes to the Metro, it’s in Canada. He cleans the floor and he said and he takes out his curry and he throws it onto the floor, gets his linen out, goes down with hands and knees and eats every bit of it and people are kind of puking watching him do it. But this is how much he believes in the power. His, he sells these floor cleaning kit and that’s how much he believes. So that’s motivation, that’s the action that’s forgotten And to finish with is control. Control is and the often left out bit but we’re talking about metrics and measurements and in fact what you want to measure, what you want to list in your plan, how often you’re going to measure it, who’s going to measure it, what is going to cost and what are you going to do with this information That’s the important thing. We’re going to make better decisions. So what would you include in the control section? Because it influences everything, it needs to include all the stuff we talked about in the objectives just a few minutes ago . So we turned our objectives upside down and there’s the funnel so we can list all those as stuff we need to measure and all the other questions I’ve asked earlier on. All of these can be measured and there lies the simplicity of SOSTAC. If you layer it with three M’s- men, money and minutes Men and women the human resource, money budgets, minutes time, you’ll see you’ve got a good plan with SOSTAC and three M’s. It works very simply. Remember this before we finish. Everything changes. So in your control, remember that

you’re looking at a market that’s constantly moving, let’s hope your your customers and your sales are going up in your own businesses but on top of that is your marketplace which is pulling away all the time every day, every month, every year, it’s pulling away, away and if you do nothing you get left behind The pest factors: political, economic, social, technological variables are changing all the time and they’re pulling markets away from you. Here’s an example of how markets change and sometimes under our own feet, we don’t even see it. I thought it might be appropriate cos you’re having a champagne little reception right now, is that right? Yeah? Well bear this in mind. This is an ad from Ireland in 1972. I don’t know if you can read it down the back there but down here it says “don’t have that fifth pint”. It’s, it’s actually a real ad for 1972. Just how things changed and it’s crippled the drinking rugby clubs have suffered from this as well. Let me finish with my final point for you, which is control is very important but we’re not going to get over anal about analytics, sorry about that We’re not. No. We would say the balance has to be right. Analytics and more information to make better decisions, absolutely critical and should be part of the process of your plan. But equally creative creativity is going to be more and more important. You need to nurture that creativity and this for me is a fine example of offline and online coming together. This one graphic image of, it’s in Vauxhall Nine Elms actually. And this swimming pools, it’s transparent base, so you can swim, watch the airplanes or watch the people underneath it, between the two buildings. It’s only a graphic. It’s not a photograph. It’s a graphic So it isn’t even built yet but that, seated in the right way and this is back to basics, the same basic principle to prevail in business, by and large. Same basic, love thy customer, help thy customer, all that sort of thing Same basic principles, so it’s back to basics and this is, really is back to basics. This is taking an image and seeding it with the influencers. Both the media and the bloggers and the influencers and giving it to them and saying have a look at this and working really hard. You know that’s back to basics That same old stuff. Don’t forget the good stuff. So that generated 1 billion opportunities to see and within 24 hours and generated ultimately 21 million dollars worth of pounds, worth of sales. From something as simple as that So there’s SOSTAC-where are you now, where are you going, how do you get there. Tactics, the details how you get. Actions, the details, the tactics, control, how do you know you’re getting there. And in the three M’s, three key resources: men, money and minutes and you’ll know. Oh by the way you know, why we say men, money, minutes and not men and women money and minutes? We say that because men are superior to women? Yeah could you bear with me? I could, would you allow me to try to prove this to you? That the reason why men are, why women will never be equal to men is until you can walk down the street, you ladies, with, with a bald head and a beer belly and think you look sexy, you’ll never equal us. Yeah and so anyway three M’s: men, money and minutes. Men and women, the human resource, money budgets, minutes timescales, which is the most difficult resource. So there you have a very simple system and there is an online planning system around this. There’s videos and stuff in there if you want to see what I said again, its online there. And that really is it. Oh there is one other thing I should mention is my not-for-profit program, the great sportsmanship program, which is full of Liverpool stories and other stories across all sports to inspire a new generation of young people. It’s enough for profit, if you’re interested in that sort of thing. It’s short stories about sportsmanship across every sport in the world, across the world and does change people’s lives. Have a look at that and I’ll leave that up there as the final slide so I will stop babbling away and hand it back to you [Applause]