51ºÚÁϲ»´òìÈ

Thank you. Good afternoon, everyone. Thank you for joining. We’ll be getting started in the next couple of minutes. If you’d like, please introduce yourself in the chat. And we’ll have some interesting dialogue there. We’ll have introduced yourself, where you’re located, what company you’re with, what you’re hoping to get out of the session. We’ll get underway shortly.

As mentioned, we’re just waiting to get started. And we’ll be starting in the next couple of minutes. I didn’t introduce myself, but I am today’s host. My name is Christos Butsakis. I’m a principal consultant on the Ultimate Success team. And today’s session will be focused on impactful insights, helping you to craft strategies for effective measurement led by Kamiya Chika. And as mentioned, we’ll just wait another minute or two for attendees to filter in and we’ll get started. And I said earlier, while we wait, if you can come into the chat where you’re located, perhaps what company or industry you’re in and perhaps what you’re looking to get out of this session.

And while we wait for individuals to filter in, I wanted to let you know that we have several other sessions that we’re going to be doing. This quarter that are open for you to attend as well. So as you can see here, we have two upcoming webinars on personalization as well as a.m. sites. I am going to copy and paste the links to each of these webinars, if you would find these interesting to register. And we are looking like we’re getting some folks to join in, and I wanted to just share before we kick off this session today, this session is being recorded and a link to the recording will be sent out to everyone who has registered. This is a live webinar in a listen only format, but it’s very much so intended to be interactive in that as we go through the content in today’s session, feel free to ask questions in the chat. We’ll try to answer questions within the chat. And we also have some reserved time to discuss questions that come up towards the end of the session. If there are any questions that we can’t get to during the session, we will take a note and and follow up on those questions. Additionally, we distribute a survey at the end of the presentation, and we would love your participation to help us shape future sessions. So, with that, let’s get started. I will hand it on over to Camila. Thank you. Thank you, Christo. So welcome, everyone, and thank you for joining again for today’s session focus on impactful insights, crafting strategies for effective measurement. My name is Camila Chica and I work at 51ºÚÁϲ»´òìÈ’s ultimate success organization as a customer success manager, where I focus on helping customers get as much value as possible from their 51ºÚÁϲ»´òìÈ solution. So, as mentioned, today’s webinar is on impactful insights and crafting strategies for effective measurement. So here’s today’s agenda. We’ll start by discussing the core elements of a measurement strategy. So what does a measurement strategy entail? We’ll proceed to outline the measurement strategy components. Then we’ll explore the process of crafting a measurement strategy, follow up with some key takeaways and conclude with some closing discussions and Q&A session as well as our survey. So let’s get started on our first topic of the session today. What does a measurement strategy entail? I always like to start with a definition. A measurement strategy is a structure and collaborative framework that guides how an organization collects, analyzes and uses data to evaluate its performance against its business objectives. It aligns teams, fosters a culture of data driven decision making and drives continuous improvement. Oftentimes, when a company operates without a measurement strategy, it faces significant challenges that can hinder its growth and performance. Some common challenges include lack of alignment across teams. So oftentimes, communication gaps can affect departments and make it really hard to collaborate effectively or prioritize initiatives. Another common challenge is an ability to measure success. Sometimes organizations struggle to track progress towards business objectives. An ability to prove ROI. Organizations sometimes find it challenging to justify its investments in new initiatives or technology without data to demonstrate their impact. Inconsistent customer experience. Without a strategy to measure customers behavior and feedback, business struggles to deliver personalized and cohesive experiences across channels. And lastly, increased operational efficiencies. Oftentimes, teams may duplicate efforts or focus on tasks that do not contribute to overarching objectives. And as a result, there are some risks that comes with without having a measurement strategy implemented. For instance, it can affect efficiency, customer satisfaction and long term value creation. Without a clear measurement strategy, organizations can fall into inefficient practices such as redundant meetings and data analysis efforts that yield little value. This efficiency can drive up operational cost while delivering limited insight for decision making. Additionally, when measurement strategies are absent or not defined, businesses can lose access to accurate and actionable customer insight, which results in a gap in reduced customer trust and engagement and ultimately leading to dissatisfaction. And finally, without a clear measurement strategy, organizations struggle with slower development of use cases and feature activations, which can delay and it hampers the speed at which businesses can unlock value from their digital initiatives. And as a result, this is why it’s so critical to have a measurement strategy in place. When you design it effectively, it serves as a business management framework in which organizations can relay to make information or inform decisions and boost performance. In fact, when implemented successfully, a measurement strategy can connect tactics. So it can provide a shared understanding of priorities, ensuring all departments work together towards a common objective using consistent metrics. It can track and evaluate performances. So by identifying key performance indicators, it allows the business to monitor progress and measure success against desired outcomes. Uncover actionable insight. It can guide the collection and analysis of data to generate meaningful recommendations that support decision making. It can improve customer experience by analyzing customer behavior and feedback and helps business create more tailored, relevant and impactful interactions across all channels. It can support strategic planning. It can connect long term business strategies with tactical actions, ensuring that all efforts at all levels are aligned and measurable. And lastly, it can provide feedback that guides changes. It emphasizes ongoing evaluation and optimization, helping the organization stay agile and responsive to evolving market conditions, customer behavior and business needs. So now that we have discussed and have an understanding of what a measurement strategy is, let’s dive into some elements, some themes that we can see within our measurement strategy. So let’s get started with some core elements needed in the measurement strategy, which are defining the vision and objectives, assembling a team, governance and documentation and telling a story. When we talk about defining visions and defining a vision and objectives, we want to have a north star because in an organization, when you have defined visions and objectives, it helps businesses know where they’re headed and why. And it helps define strategic focus areas and establishes, again, some objectives, which then will inform mapping, use case prioritization and key performance indicators. Without a clear vision and objectives, teams can end up working in silos with conflicting priorities. When it comes to assembling a team, it is crucial to assess if there are any gaps or resources gaps on your team that need in order to create a measurement strategy. Without defining roles and responsibilities and team skills, you miss out on capabilities and value. So it’s crucial to ensure everyone has ownership of task and all tasks are covered accurately. When it comes to governance and documentation, it’s crucial to create a plan that prioritizes getting roles into writing and establishing a regular cadence for reporting. Without governance and documentation, the tool usage and reporting can become disconnected. And lastly, telling a story is crucial because it helps create a framework for sharing insights that prioritize the customer and shares insights as a story. We react best to human story and the data should be giving you the tools to tell that story better. Without an effective framework for sharing data insights, reporting can fall flat or be hard to act on. Besides talking about some core elements, let’s talk about some things that are needed or need to be seen in a measurement strategy, which are being customer focused and fostering a culture of data. So by being customer focused, we want to build this strategy around being customer obsessed. Prioritize customer experience, value and relevant metrics. Include operational business metrics, but never at the cost of the customer experience. Let the customer experience drive your technology choices. What we mean by fostering a culture of data is that we expect accurate, actionable data on a recurring basis. Conduct productive data and insights review paired with effective storytelling. Don’t limit reporting to measuring teams or individual success and focus reviews on action steps and continuous improvement. And just to talk a little bit farther on these themes that we should be seeing in our measurement strategies, let’s take a look at an example of how companies can use customer focused approach. Here you will find a customer focused approach framework with four different stages. The SID, the crawl, the walk and the run. A roadmap for building customer centric business practices. So in the SID stage, organizations prioritize internal metrics and value with little focus on customer experience. Their limited ability to influence customer outcome and different teams may be using conflicting metrics. The emphasis here is on a feasible, desirable and speed to market. When you move to the crawl stage, customer segments are getting some consideration, but the focus is still mainly internal. There is minimal impact on customer experience with similar risk around inconsistent metrics. Attention, though, is shifting towards targeting high value customers while maintaining speed to market. In the walk stage, the focus now moves to delivering value for customers and prioritizing specific segments. Business are now aiming to create impactful experiences, but still face risk as customers move through their journey. The goal is to expand segments, grow value, share and serve high value customers. And in the run stage, which is the most optimal that everyone wants to be in, is the customer experience takes center stage, fully integrated into the customer journey. Organizations deliver consistent, seamless experience across the entire journey. This leads them to greater loyalty, lifetime value and market share growth. In short, this framework shows how companies can transition from internal priorities to fully embracing a customer mindset, creating better experiences and driving along long term value. Here, you will discuss a little bit farther the Fuster, foster a culture, a data culture approach with the data information knowledge, wisdom framework, which explains how data evolves into meaningful insights and actual wisdom. This framework directly supports building a culture of data by guiding how organizations transform raw data into meaningful actual insights. So in the data stage, we want to promote a mindset where teams value high quality data and understand the importance of identifying the right data resources. We want to encourage data literacy by helping teams ask what data do we need and why. In the information stage, we want to reinforce the idea that data is invaluable until it’s prepared and structured for analysis. We want to drive collaboration between data teams and business users to model, identify trends and contextualize data for decision making. In the knowledge stage, we want to cultivate critical thinking by teaching teams how to interpret data and connected to business outcomes. We want to help our teams turn data into actual insight that informs strategy and operations. And lastly, in the wisdom stage, we want to invent a culture of accountability by focusing on measuring the impact of data driven decisions, encouraging learning and adaptation based on insights to continuously improve. Together, these stages establish a framework for organizations to value, trust and relay on data as core part of decision making and innovation, which is essential to building a data driven culture. And lastly, now that we have covered our themes, I want to go back to some core elements within measurement strategy. And one of the most important ones is for the measurement strategy to be cyclical. And what we mean by that by this is that measurement strategies need to be regularly reviewed, redefined and optimized to stay effective and relevant. Why? Because business goals, market dynamics and customer behavior are constantly evolving. A static strategy can quickly become outdated. So in order to remain responsive, organizations should focus on three actions. The learning, the process and engaging. So in the learning phase, it is about continuous observation and discovery. It is about evolving and gaining a deeper understanding of the customer and gathering data that generates actual insights. It focuses on asking the right questions, uncovering patterns and identifying opportunities for improvement. In the second stage, where it’s the process here, insights are turned into actions. This includes redefining frame workflows, aligning strategies with business goals and connecting learnings to measurable KPIs. This is where data is transformed into a clear road roadmap for execution and engaging stage. This is where a strategy comes to life. It’s about delivering meaningful, relevant and engaging experiences across all channels and touch boards, ensuring that every interaction resonates with the customer. And as you are reviewing your measurement strategy, here are some phases and where you can start thinking about your measurement strategy and how is it going in terms of the initial run through, after implementation, just repeatedly throughout. And then also in the budgetary review as well. We have provided some best back or some questions that can help you when you are reviewing your measurement strategy. So in the first stage, the initial run through, you can review your study or your measurement strategy on questions like, is everything available to perform, to plan? Which KPIs and metrics are currently tracked? Are stakeholders satisfied with the insight provided? After the implementation stage, it’s about the data and how it’s performing. So you want to ask questions around how are they tracking the right segments? Is the data that’s being captured accurate and consistent? Or are there any gaps in the data collection that are hindering your decision making? When you are just reviewing it regularly, it is crucial to just review your goals, your KPIs, your targets and still see if they’re appropriate. Review your metrics and see if they’re underperforming or they’re not failing to provide value. And most importantly, try to see if there are any new strategic priorities that have emerged that require you to adjust your measurement strategy. And then lastly, when it comes to budgetary reviews, it’s just trying to understand what budget adjustments are needed in order to support your measurement strategy or what else needs to be done. Or is there anything that’s baked into the business vocabulary where there’s not that much need to measure and now we can focus on something else? So these are some key questions that you can be utilizing as you are reviewing your measurement strategy. And we now that we’ve talked about the approaches and some elements, you’re wondering why is this so important? And this is because a measurement strategy is the cornerstone for achieving personalization at scale. A measurement strategy, when implemented properly, it helps you personalize experience for every customer on every channel. It lets you learn your customers motivation once it needs. And most importantly, it helps you get the tools you need to effectively create, manage and distribute personalized experiences. And so now that we have talked about the core elements, let’s actually build a measurement strategy. But before we dive into all of the components that are coming together, let’s take a look at an example of a structured one. So here at the top, you have your business or your KPI or your business objectives and overall vision, which is then followed by specific use cases. Each use case is tied to a relevant KPI, which are further measured by specific metrics. As you move down each level, the focus becomes more detailed and channel specific, ensuring alignment for high level goals to actual insights. So now let’s focus on some core elements. We said that we were going to see how everything is coming together. So let’s talk a little bit more about defining the vision and objectives and providing you some best practices for it. So as you start building your measurement strategy, it is crucial to conduct discovery workshops, because these discovery workshops will help you uncover the behaviors, skills and technologies, capabilities that you will need to realize your digital goals. Some examples of some workshops that you can have while you are building your customer or your measurement strategy are business objectives and challenges, current measurement definition strategies, defining your customer journey, data uses and application, deployment process, organization structure, marketing strategy and execution. And this is just a few that you can utilize, because, again, it is so crucial to have these conversations as you’re building your customer strategy and specifically all of the business objectives, visions, KPIs and use cases just to ensure that everything is following in that hierarchical structure that we saw earlier today. And here are just some best practices or some questions for when it comes to these workshops and just kind of starting to understand your business and what it needs in terms of KPIs, business goals and so forth. So these are just some guiding questions that you can utilize as you’re doing your workshop. So, for example, you can just ask what are your current KPIs? How are your KPIs created and agreed upon? How are your top customers identified? What are your main business objectives? Are they consistent through the use case and journeys? Are your business KPIs aligned? What are your short-term business goals and long-term business goals? Is a measurement strategy a key requirement for measuring success for new cross-channel use cases, journeys? How or what is the business impact of complex reporting and unreliable data? How are audiences and personas identified today? And as you’re defining your objectives and use cases, it is super important to align them with your organization’s vision. So it’s the key here is to utilize your smart framework, which is an effective tool for shaping these kinds of elements. So when we mean smart, we are including the criteria of being specific, measurable, achievable, relevant and time bound. So by being specific, we want to ensure that we clearly define what you aim to achieve. When being measurable, you want to incorporate metrics that allow you to monitor progress. Achievable, you want to ensure that the objectives are realistic and within your capabilities. Relevant, you want to focus on objectives that matter most to your business. Time bound, you want to set a deadline or timeframe for achieving each objective. Here are some use. Here are some best practices when it comes to objectives and use cases. The first one is incorporating a customer centric perspective. And that is, again, the thing that we’re talking about being customer obsessed, making sure that the objectives don’t focus only on the business needs, but also on improving customer experience. Defining success criteria, defining what success looks like for each objective and use case, ensuring clarity across use cases and journeys. Importantly, focus on stakeholder needs. Engage with stakeholders across teams to understand what insights are valuable to them. And now that we’ve talked a little bit about objectives and use cases, let’s talk about some best practices when it comes to developing KPIs and metrics. KPIs, you want to make sure that they’re quantifiable, measurable and actionable and make back to and link back to objectives. KPIs can be in associated metrics are chosen to lead and drive use cases and business objectives. At the beginning of each use case, define a primary metric or set of metrics to gauge success. Include a balanced focus on predictive and retroactive outcomes. Establish direct, observable links between KPIs and the organization’s strategic objectives and crafting KPIs to undercover root causes. When it comes to metrics, we want to make sure we avoid vanity metrics, and these types of metrics are the ones that try to make you look good to others, but do not help your understanding of your own performance in a way that informs future strategies. So we have here provided some questions that can help you reveal whether your team is to focus on vanity metrics. So the first question is what business decision can we make from the metric? What can we do to intentionally reproduce the result? And is the data a reflection of the truth? And now that we’ve talked a little bit about defining use cases, let’s talk about assembling a team and how it’s so crucial to have the five or have roles defined and responsibilities in order to have a measurement strategy in place. So in order to build a team, it is crucial to have a diverse expertise. So we want to make sure that different stakeholders are being brought in order to provide valuable knowledge. We want to have alignment on goals. A collaborative team ensures that everyone agrees on what success looks like and how it will be measured. We want to make sure there’s scalability. So a well-assembled team can adapt the strategy as business needs evolve, making it scalable for future growth. Effective communication. So cross-functional collaboration ensures everyone speaks the same measurement language and understands how insights connect to actions. And as you are building your team, it is crucial to have specific roles assigned in order to have ownership of tasks and that all tasks are covered accurately. So here are some roles that are crucial when it comes to assemble a team. The first one is executive sponsor, which is critical for the overall success of your program. They will define they will help define long term goals, allocate resources and build partnership and alignment across teams to grow the practice. They help define the strategy key before indicators and overall objective based on the business goals. The product owner is the person that’s fundamental to your success with any solution. They will be the key contact for executive and business partners on the desired solution within your organization. Focus on corporate level issues while maintaining visibility into regional or business unit issues. Drive cultural change and product adoption with the organization. Create a training plan that helps each business unit become self-sufficient in the desired solution. Look for opportunities spanning across businesses and, of course, managing the core team, helping them support the organization’s KBOs. Some other honorable mentions that are needed, that roles are needed within your team are data analysts, developers, marketing specialists and data governance. When it comes to data analysts, they’re the ones that are bringing the strategy to life by making the data understandable and actionable. Without this role, insights may be shallow or disconnect disconnected from decision making. A developer, it helps build scalable, reliable systems for capturing and processing data. Marketing specialists translate measurement insights into campaign and testing opportunities. Ensuring frequent improvements. And lastly, data governance. It helps maintain ethical and legal data collection practices to protect users’ data and build trust. Here are some best practices when it comes to building a team. So, again, just assess skill gaps, create enablement plans, document skills requires, define clear roles and responsibilities, define checking schedules for features and capabilities, and most importantly, encourage curiosity, risk-taking and innovation.

We are going to now discuss a little bit about governance and documentation and provide you with some best practices because it’s so important to have everyone working from the same role so you can focus on other important tasks. So here are some best practices when it comes to governance and documentation. Establishing meeting purposes and cadences. Documenting rules and requirements. Make sure that those rules and requirements are shareable and available to everyone. Clearly document metric definitions. Align on nomenclature across teams and channels. Document processes and built-in adherence standards. Develop a formal tagging intake process. And lastly, we want to talk a little bit further about telling a story. It is important to have this because we best react or we best react to data if we are crafting a story that we can connect with. So there’s two types of ways to reporting or telling a story. Reporting versus data storytelling. When it comes to reporting, it involves presenting raw data, numbers, and statistics without much interpretation. While data storytelling simplifies complex data by focusing on key insights and presenting them in a more digestible format by adding narrative and visual techniques. In fact, data storytelling begins with an insight. So oftentimes we think of observations, but observations are typically objective focusing on the identification and reporting of facts or data points. A trend may be presented itself as a result of an observation. However, insights here is when you notice a trend in the data that’s unexpected and changes your perspective. An insight may not be immediately detected and that is why it’s so crucial to do this data storytelling. Some key elements when it comes to data storytelling include words, categorization, and structure. So when we mean words, you want to add commentary and annotations within your visualization. Consider the difference between being descriptive of your data versus explaining the data. Combine observations with supplemental information to enrich the story. When it comes to characterization, you want to determine which core user, segment, or persona matters most to you or matters to your story and build a data-driven profile of your main character. Showcase their digital journey. And lastly, structure. Lay out your data in a logical sequence with a beginning, middle, and end. Begin with an introduction to capture attention, provide context, and set up your insights and lead the audience to a resolution or specific call to action. In fact, here’s a great example of what a data storytelling looks like in terms of structure. Here we highlight the importance of setting clear expectations. That means that we want to outline what the audience should expect. Information of mythology and data highlight. We want to show the data that was gathered and emphasize the importance of what needs to be highlighted. Making it relatable or want to make sure that we are sharing meaningful customer insight or stories that resonate or connect data to a real experience. Focus on key takeaways. So we want to highlight the key insights and impacts of what you’re telling. And following up that, we want to provide recommendations. So we want to make sure we’re suggesting actions to address the takeaway and explain the potential impact of implementing them. And lastly, plan the next steps. So you want to collaborate on breaking down the work and set expectations for the next story. Here, we’re just reinforcing the importance of storytelling in a measurement strategy. Well, earlier we have covered objective defining objectives, building a team and driving data focus approaches with fostering the customer approach. This brings it all together by showing how to communicate insights in a way that is engaging, relatable and actionable. This ensures that the strategy not only delivers insight, but also drives impactful actions and improvements. And lastly, when you are crafting your data story telling, you want to ensure that you’re selecting the right visualizations to tell that story. So here are some best practices. You want to start simple, then evolve visualizations over time. Bar column charts are most impactful for comparison, while line graphs are effective to highlighting trends over time. Don’t choose overly complex visualizations initially. When it comes to drawing attention, you want to use visual cues on your data tables. So analyze customer data to identify patterns and trends that can inform personalized experiences, audiences and personas, enhance your table visual with color or emphasize the highlight specific areas of the table you want your audience to focus on. And lastly, choose your visualization with intent. A common pitfall with visualization selection is not aligning with the intended purpose. So on the right, you can use the included graphic as a quick guide to map the data intended to visualize that shines. So on the right, you’ll see four different types of charts. So we got the comparison, trends, parts to whole relationships, comparison to you want to use vertical bars or horizontal bars or even stack bars, because those are more impactful for comparisons. When it comes to trends, you want to use line graphs or vertical bars to show and highlight trends over time. Parts to whole pie chart or donut charts are always great. Same as stack bars and horizontal bars. And when it comes to relationships, a good band diagram or scatter plot are always the best to use, utilize. And just to highlight some best practices when it comes to telling the story, again, keep it simple. Define metrics as needed. Make sure all the required people are at the table. Lead the customer perspective. Make sure to include customer impact and business impact. Identify clear next steps and responsibilities. Document need or blockers and align back to visions, pillars and objectives. Again, it is so important to have to create a framework for sharing insights that helps prioritize the customer and shares insights as a story, because without an effective framework for sharing data and insights, reporting can fall flat or be hard to act on. And now that we have covered all the great content for today, let’s end with some key takeaways. So a measurement strategy is a structured and collaborative framework that guides how an organization collects, analyzes and uses data to evaluate its performance against business objectives. It aligns teams, fosters a culture of data driven decision making and drives continuous improvement. Organizations that prioritize a strong measurement strategy can gain several competitive advantages. Three of them include improved operational efficiency. So by streamlining processes and reducing redundancy, a measurement strategy can align teams around common goals and metrics. Actionable insights. It’s all about the data driven culture because it enables the delivery of practical data driven recommendations that enhance decision making. And lastly, enhancing enhanced customer experience. Again, it’s about being customer focused, obsessed. It’s about creating a measurement strategy that can help you meet customers expectations by creating more tailored and impactful experiences across all touch points. And with that said, we can now move to our Q&A portion of our webinar. Are there any questions that we like to discuss or anything that we need to talk a little bit farther down? Yeah, thank you, Camila. I’m looking at one question from Adwin, who is curious to see some examples of vanity metrics and how possibly we could recreate them into a smart metric. I was going to reply and I can I can sort of chime in and Camila, feel free to also shed any light on that. But I think, you know, vanity metrics definitely vary from org to org, depending on what what your website or experience is looking to do or accomplish. But, you know, things like high level traffic metrics, like, hey, we had X amount of traffic yesterday. Well, it’s really peeling away the onion a bit and understanding more about what was that qualified traffic, was that traffic that ended up converting at a higher rate or is it just traffic and traffic may sound good to one organization, but in reality to the business, does it align? Other things like we sold this amount of products yesterday. Well, maybe a level down. What was the average order value for those products? I don’t know, Camila, if you wanted to chime in as well. If you have any other ideas there. No, I think those are great. I also think like, for instance, like website page views or number of likes on a post, like something that is super high level, that’s not giving you enough information that enough good information that you can use to even double down on like what your metrics can be. So just more of high level metrics that are not double down or like they can’t just go and explain more are things that are vanity metrics. Yeah. Yeah. So thinking about like, hey, can we make a decision off of that information? Can we take that one line of whatever that metric is and make an informed decision? And that’s where going back to those smart KPIs or smart metrics that you covered, ensuring that they’re measurable, relevant. I think relevance is a really important thing. But it’s just simply stating, hey, we had X amount of likes or X amount of page views isn’t really telling me much as the decision maker. So great question. Great question. I don’t see any other questions in the chat pod. Or any comments in the chat. That’s great. Well, thank you so much for that question. So right now we’re going to move on our poll portion. So we really appreciate if you if you answer our poll for today’s webinar, as well as the different topics that you want to see for in other sessions, because we really appreciate the feedback that we get and we really utilize that. We really utilize it to bring other webinars or other topics into different webinars. So please feel free to answer the poll and we’ll give you a couple of minutes so you can answer the survey or and so forth. So, Kristos, do you have any questions on our session today or do you want to highlight anything else? No, no, I think this is this is really great. I, you know, as somebody else who works in this space, it’s a topic that isn’t new. It’s a topic that has been around since the dawn of analytics organizations. And now I think it’s particularly relevant for teams as they’re responsible for measuring not just web performance, but cross channel performance and understanding how behavior on one channel may impact another channel. And having that kind of well structured and well thought out measurement strategy in place for cross channel experiences for rolling up into an org wide measurement strategy is really critical. So I think what was laid out here is really, really helpful. And yeah, please feel free to fill out this this poll here. It’s really valuable for us as we continue to develop more content for you all. And with that, I think we’re good to go. OK, some time back. Yeah. And again, thank you so much for joining today’s session. I’m going to give a minute or so so you guys can answer the survey or the poll. It’s just one to two questions or I’m sorry, it’s two questions. They take literally 30 seconds to answer. So feel free to answer it again. I’ll give you a minute. And then after that, we can end the session.

OK, Okie dokie. So I will end the session. Thanks, everyone, for joining today. Again, I hope you find it helpful.