Podcast transcript
Introduction
Hi, everyone, and welcome to this special live episode of Marketplace Masters, sponsored by MerchantSpring, your go-to for marketplace vendor analytics.
Paul Sonneveld
I am your host, Paul Sonneveld, and today we're diving into the key strategies to improve your retail analytics accuracy, as well as how do you maximize or maximizing those merchandising levers on Amazon Vendor Central. I have invited Cagan Aceter, founder of Margad, to join us and to share his deep expertise on this topic.
Now, for those of you who don't know, Margad is a marketplace solutions agency founded by ex-Amazonians, delivering really tailored strategies to grow your Amazon business. Now, with over eight years of experience, including four years at Amazon, Cagan has led social ads marketing across four marketplaces, Turkey, Netherlands, Sweden, and Poland, with a budget of over 10 million euros. He is an expert in identifying and resolving comma data issues to help vendors really unlock the full potential of their merchandising efforts. And today we'll be discussing how to fix those data gaps, set up accurate retail analytics and leverage tools like subscribe and save, deals, showcases to really drive profitability beyond paid media. So thank you for joining us, Chan. It's great to have you on the show today.
Cagan Aceter
Hi Paul, thanks for the great introduction again. It's nice to be here.
Paul Sonneveld
Yeah, no, it's fantastic. We were talking before the show, this is a topic that's quite dear to my heart because getting particularly retail analytics data, accurate is actually quite hard and more often than not, there are issues with the catalogue and the setup and the like. And, you know, it's really hard to make commercial decisions off that. So really great that you, I found a willing volunteer to really get into this particular topic.
So, and just a reminder for the audience, you know, we're doing this live, right? So that's part of the reason why occasionally I forget to unmute myself and you're like, what's going on? It's a live show. But the positive of that is that you get to ask your questions. So for those of you tuning in live, please, please, please, if you have burning questions relating to this topic, put them in the LinkedIn comment section. I get to see them here and I will pass them over to a chan, at points in the conversation to make this as interactive as we can. So let's get straight into it. Um, let's talk about retail analytics and set up. You've been in this space for a long time. What do you see as the most common data issues that brands encounter on Amazon Vendor Central, I should say?
Cagan Aceter
So I guess due to our experience and the clients that we worked, the most common thing is missing agents. And it can be occurred for two reasons. One, if the agents have the like incorrect brand code, I would say. And the second one, if that specific vendor code does not have the correct brand codes. So these are the main issues. Of course, it's pretty rare, but you can have some additional reasons in your retail analytics view.
So this can happen due to the same reasons. So you can see the data of the agents that you don't own, even you don't sell. So it happens due to the misconfiguration of the brand code. So during the call, I will get into more details how should be the correct setup. But yeah, these are the main reasons.
Paul Sonneveld
Yeah. So a lot of that is catalogue issues, right? How does this typically happen? How does this come about? Is that just a data entry error by someone as part of the process or what?
Cagan Aceter
I mean, I wish it was a catalogue-related issue. It is a little bit more complex than having an incorrect attribute in the catalogue. So I guess we need to understand first the hierarchy of the vendor attributes. So I will explain in a very quick way. So on top, in the Amazon system, you will have the company code. This will be your global entities code. And under the company code, there will be parent vendor code. So this is usually to allocate the regional entities, such as, let's say, Unilever Europe, such like this.
And under the parent vendor code, there will be the vendor code, and this is called like child vendor code usually. And for this specific vendor codes under this, just right under there will be brand codes. And for those brand codes have multiple brand IDs. So brand IDs are created at NAS process while you are creating your ASINs or entering like new offers. And those brand IDs can multiply by even a typo or capitalization of a certain word. So there will be multiple brand IDs. But those multiple brand IDs can be connected to one brand code. So one brand code can hold multiple brand IDs.
And the key element is how we understand those brand codes are connected to the vendor codes. So in the Amazon internal system, each brand code has a, like a opening vendor code, which indicates that you are a manufacturer and supplying or sourcing vendor codes, which tells Amazon that, okay, we are going to cut POs from this vendor. And if you are the manufacturer, for the both sections, your vendor code needs to be there. That's how, like under your vendor code, there will be brand codes. So you own them.
And the ASINs, having that specific brand codes, will appear in your retail analytics. And that's how you will have a correct setup. If anything is broken, for example, you have one agent having a super different brand code, and that brand code is owned by another vendor, and it's sourced by another vendor, let's say. And if that setup is not in place, there is no chance you are going to see that data. So usually, that's how it works.
Paul Sonneveld
Yeah, that is super useful. That explained a lot, because we've come across a lot of instances where you know, the ASIN is not there, or the ASIN only appears in the sourcing view, but not the manufacturing view, or there's all these random product ASINs that are showing up that are not part of the, so it's really, I appreciate that. I've actually written a little, I feel like I should do a little graphic on the hierarchy of those attributes from the company code all the way down to sort of those individual brand codes. That's very, very useful.
Let's talk about something you mentioned there. You mentioned sourcing and manufacturing and started to throw those terms around. Let's pause briefly. I mean, for those that, I mean, I get this question all the time. First of all, the difference between a sourcing view and the manufacturing view. I mean, this is one of the toggles inside retail analytics. You can look at the data two different ways. Sourcing view, manufacturing view, they're certainly not the same in most instances. In layman's terms, how would you explain the difference?
Cagan Aceter
In a more simple way, sourcing view, if you have like a distributor account and you are not owning the brand, you will be seeing the data, only the agents, only the amount that you ship to Amazon. So it will be specifically your data. But for the manufacturing view, you can be manufacturer and Amazon has rights to source anybody, they can. And there might be some distributors that you are not aware of. So you will be seeing all the data coming from those distributors also.
So in the manufacturing view, that's the positive side. But it's also a little bit complex because it has all the wholesalers' data, distributors' data, and cross-border data. there is a program called like GPE on vendor side, like Global Procurement Excellence. It is basically like a cross-border program, and you will be seeing that data. For example, on your vendor account with your vendor code of Italy, let's say, you can see like an open PO or like many inventory holding. But somehow you remember that you are not sourcing this to Amazon. probably they are resourcing it from US or anywhere else. So you can see that type of data in manufacturing view.
Paul Sonneveld
Yeah, so you can look at the difference between manufacturing and sourcing and work out the gaps to see whether there's a distributor at play or sourcing. Can you determine if it's a local distributor versus international, like the GP, I think you mentioned, the Global Procurement Program? Can you distinguish between that?
Cagan Aceter
Sorry, Paul, can you say that again? I guess I didn't get it.
Paul Sonneveld
Yeah, so what you're saying is the manufacturing piece obviously includes multiple elements. It can include your own shipments, your sourcing view, but it could also include shipments from distributors or shipments from the global procurement program, what I understood. Is it possible to tell the difference between the globe? Can you see the breakdown?
Cagan Aceter
Actually, no. So you cannot view this, but also there is some small trick, but it doesn't work all the time. If you are sharing like the the correct vendor codes across multiple accounts. In the retail analytics tool, at the top right, there is a dropdown of marketplaces. If you choose multiple marketplaces, then Amazon will automatically allow you to see the other marketplaces which are not in the dropdown list, such as Arab Emirates, Saudi Arabia, et cetera. And you can see the inventory in those places. This is a small trick, but beside that, Amazon does not give you a detailed breakdown. Even it is hard to get from AVS or the vendor managers.
Paul Sonneveld
And one thing I just wanted to clarify, the manufacturing view does not include third-party sales, right? It's all retail, Amazon retail. Is that correct?
Cagan Aceter
That's correct. Yeah.
Paul Sonneveld
Yeah, okay. I get that question twice a day, so I thought I'd answer it.
Cagan Aceter
The odd cases, well, I've never seen it. It counts the 3p sales, so no.
Paul Sonneveld
Yeah, okay. Great. So let's talk about manufacturing view in a little bit more. The importance of the manufacturing view in retail analytics and the impact of missing ASIN data and inaccurate things. I mean, how do you explain that? the importance of manufacturing view?
Cagan Aceter
I guess the first thing would be like it lets you see some additional cool data, right? So you will have the traffic data, you will have the net PPM forecasting. So you will have like some additional data types. And the second one, like why it's important is you will have the full control, like the top-down vision. So you are going to see what you are sourcing you know you know your figures right but you are sourcing to Amazon so you can calculate what the other distributors are sourcing.
I know like you have that great future on MerchantSpring which calculates the difference between like the sourcing and manufacturing. So basically you will have more intelligence on what the other distributors or wholesalers are doing or how the Amazon cross-border are doing in terms of performance.
Paul Sonneveld
Yeah. I mean, we do and do that. It's still a little bit of putting things together and trying to triangulate. It certainly has given some really good insights. I mean, the other thing that we try to do, I'd love to get your thoughts on it is, we can look at like the, at an ASIN level, the, the unit cogs. So because we know the total cogs for the manufacturing view, we know the total units at an ASIN level, you can sort of work out the average. And you can do the same for sourcing.
So, and then you can, you know, reverse engineer it. So you can essentially work out for the products that Amazon doesn't source from you. So from someone else, either through the GP program or through the distributor program, what at an ASIN level, what's the, what's the average unit cost that they pay versus how does that compare to you? Which is, it is quite interesting, but of course it doesn't include all the trading terms. It's not like a full net PPM view. So, uh, you know, it only gives you, uh, you know, something there, but you know, it's, it's interesting, nonetheless.
I just want to go back to the brand code mapping, because we went over that pretty quickly and we sort of went pretty deep, but people may have missed it. How does the brand code mapping affect the vendor's ability to really accurately report and track performance? I mean, we know there's issues there and you alluded to that before, but what do you consider to be best practice to ensure, or as a vendor, how can I be confident that everything is set up correctly?
Cagan Aceter
I mean, to just audit this, basically what you can do, you can extract all the agents that you have costs, like you entered the cost prices, like all the agents in your catalogue, and get an export on the manufacturing view like retail analytics catalogue and you can compare if has it has like additional agents or like miss anything.
So, this is way to find out that you have any missing data any missing agents i will say because like missing data finding this is a bit harder right so you need to track the spikes or like the sudden drops on on the sales or other other metrics to understand that your data is wrong. But this is the basic structure to find out the missing cases.
And in terms of the best practice, what is currently working now, it wasn't like this until a couple of years ago. Each marketplace needs to have a specific brand code. So there will be different brand code for France, for Italy, for Germany. Then those brands will going to be owned by the local vendor codes. That's how you will be able to see all the data at marketplace level. So this is the best practice currently.
Paul Sonneveld
Is that data, I mean, I understand conceptually those relationships between, you know, vendor codes and brand codes and all that. Is that data actually visible to a vendor? Or is that something you have to ask your AVS person or your vendor manager for?
Cagan Aceter
I mean, for example, on your account, you have defined vendor code brand X, let's say, but your ASIN is under brand Y. And there is no chance that you can see that ASIN has the brand code of the value brand code Y. So you cannot detect this. Basically, what you can detect is, OK, my agent is missing, or I have incorrect data. Like, I have more than what I sell, et cetera. So this is how you can detect this. But what you will be only seeing is the brand codes, which are available to your vendor code on the retail analytics, right?
Paul Sonneveld
Yeah.
Cagan Aceter
Besides that, you cannot see.
Paul Sonneveld
Okay. That's really useful. I'm wondering how many vendors even do like compare like the ASINs that appear in all their purchase. So you take like all of your purchase orders for the last year and look at all the ASINs that were ordered and then look at what the retail analytics is showing in inventory. And I'm wondering whether that's going to throw up some gaps. Might be an interesting exercise to do. So yeah, I'm thinking, hey, this is a new feature we can build. We can do a quick mapping, all the ASINs on one side, and we just have red, amber, green. Do they show up in a manufacturing view, sourcing view, and then more of a purchase sort of piece.
Cagan Aceter
Yeah, maybe audit feature, right? Like audit your data.
Paul Sonneveld
Yeah. Very interesting. All right, well, let's shift gears a little bit. I want to talk about some of the merchandising levers, kind of the second part of our podcast. And the context here is, you know, we always talk about advertising, right, and DSP and sponsored brands and all that sort of stuff. And, you know, of course, Amazon likes to promote that. There's a lot of money in it for them.
But inside Vendor Central, there is a merchandising menu item and there's lots of other things there that you can use to what I would call trade your products. Things like subscribe and save, deals. There's even a feature called showcase. What are your view on these and which ones are actually useful for driving sales versus which ones are like legacy or a complete waste of time?
Cagan Aceter
Yeah. For us, the best deals and participating to the event periods are the most profitable and the best growth lever that we've seen among those merchandising options. And I can mention why we think it's good. Because first, if you have a proper point of contact with Amazon, you will have the option to negotiate on the funding that you are giving and as as like everyone knows you you put a certain founding on a certain ASIN and Amazon will going to create a discount and they will put your deal in into the gold box like the the page that they are showing the deals it will be up to like two weeks I think.
And the second good point is, for example, you give a funding of $5. So the list price, we're not going to have a discount of $5. Amazon will amplify this. So it will create a leverage. And the end customer will get more discount than the funding that you are giving. So this is a good point. So Amazon will additionally gives
Paul Sonneveld
Can I just ask you, Can? Is that because Amazon tries to maintain percentage margin when it comes to promotions? So in other words, you fund the discount to ensure that the percentage profitability is maintained on their side?
Cagan Aceter
Yes, and also it will be related to the contribution margin. If they think like with all the transportation, packaging, and delivery, everything, if it's profitable for them, so they will be putting more discount, more leverage on your funding.
Paul Sonneveld
Yeah, no, that makes sense. I'm just thinking of my old days. I spent many years in retail. We used to think through that all the time. OK, so deals is your number one preference there.
Cagan Aceter
Yeah.
Paul Sonneveld
Subscribe and save. What's your, I mean, obviously it really depends on the category, right? When you're talking hard lines or hard goods, like it's, it's not really that useful, but let's assume we're talking pet food or grocery, or maybe even like personal care.
Cagan Aceter
Yes, exactly. I mean, like if you're like CPG brand, definitely this maybe should be like the biggest lever because you will be operating with sharp margins. You don't have too much to give as funding. But on the subscribe and save, you can apply like a minimal discount and this will drive sales and traffic. And I would suggest combine this with like retargeting, to drive more subscribe and save sales again, like for CPG brands, this is super good lever.
Paul Sonneveld
Yeah. I was going to ask, because sometimes there's tiering, right, in the subscribe and save. Typically, I know first subscribe and save one unit, it's, I don't know, 5%, you know, and then five units, whatever, 10%. Like how, what's your view on that tiering? Like how, obviously there's more discount, you know, for the consumer. I'm assuming Amazon is going to ask for more funding to fund that. In your experience, and again, from a grocery perspective, that deeper tiering on the subscribe and save, what have you seen? Is that a useful thing to explore, to work through? Or have you seen the next results?
Cagan Aceter
It will be useful until it starts to hurt your profitability. So I will be cautious on starting those tiers and the discount marks. After a certain point, it can create a huge bleeding. And if those repeat purchases will create more share in your portfolio, and if they are not profitable, then OK. I mean, it's great to calculate customer lifetime value. But you need to also consider your yearly profits because you are negotiating yearly with Amazon, right? Yeah, that will be my advice.
Paul Sonneveld
Yeah, no, it makes sense, common sense. Yeah, very good. Okay, so let's talk about kind of bringing those two topics together, right? So we're talking about data accuracy and decision making. How does the accuracy of retail analytics, on one hand, influence a brand's or a vendor's ability to really make those effective merchandising decision on Amazon vendor?
Cagan Aceter
I mean, if you don't have the proper data, it will block everything, right? Because you cannot apply a unit economic strategy, so you cannot calculate at the ASIN level. your take-offs, let's say vendor take-offs, and you won't see the inventory for that specific reason. So basically, it will hold you back to drive a proper marketing strategy. Plus, you cannot do a proper forecasting for your inventory, and you cannot understand the velocity of your sales. Basically, it's just pulls a brick, just under the foundation and you cannot build on top of it. So yeah, it breaks everything.
Paul Sonneveld
That makes sense. Now we've spoken about retail analytics data and there's quite a bit of data there, particularly if you have access to the manufacturing view you mentioned there, there's additional tabs that are available to you, things like net PPM and all of that. But in my experience, the data is a little bit clunky. You know, you have to select, I want this time period, you know, it's hard to chart and trend. And, um, you know, what are some of the, I guess we could call them hacks or tips or, you know, how can a brand take that data and get more value from it in order to make, make some really good decisions?
Cagan Aceter
Hmm. I mean, technically, I don't think there should be any way besides getting the export and putting it into Excel or consume that data via API or a tool like yours. Because like Amazon's current capabilities are, what they're proposing is right now is a bit limited. I can mention what you are missing, that there will be a huge list.
Because first, you don't have any charts as Seller Central is having right now. Basically, you cannot use customized compare periods. You don't have the lost buybacks data. I mean, you cannot even combine the view. If you want to calculate the conversion, you need to get the glance views and unit orders from the sales tab, et cetera. So it's impossible to have a very good experience on Vendor Central. So what I would suggest is if you want to benefit this more, you need to export the whole data at daily level. It can be a manual export, or you can take it with the API.
Paul Sonneveld
Yeah, and of course, this is a great plug for MerchantSpring. But you can obviously, a lot of the things that we do, you can replicate manually. Like I think for us, the biggest one is, I don't know why Amazon, they used to have it like the conversion rate, for example. It's mathematically not hard, right? To calculate both data's there, but they just haven't combined it.
So that is, you know, I think very practical, particularly if you think about, you know, what page am I going to optimize or improve for, say, conversion rate optimization. It's a great one-off exercise you can do around that. What are your thoughts on the buybox? Or I think it used to be called LLB, or Lost Buy Box. It used to be available, then Amazon took it away. They have this placeholder in the documentation that they're working on something. I think it's been there for about two years now. How, I mean, as a vendor, how do I monitor buybox?
Cagan Aceter
Actually there is a way there is a way and probably, you know this better than me, Paul. It's not on the vendor API, but with the selling partner API, under this, there is a pricing API. I'm not the expert of this topics. Please forgive me if I'm using like wrong terminology. It's very technical. And for the pricing API, you can track the offers. I guess it can be even real time. I don't know the current time frame. So basically, it will give you, for a specific reason, the offers, like the seller offer, it shows you the, I believe it doesn't show you the seller's exact name. It will give you some specific merchant ID.
Paul Sonneveld
Correct. That's correct.
Cagan Aceter
And then you can decrypt this. So basically, Amazon will have only one retail merchant ID. So if you find this out, you can understand, OK, this is from my vendor account. So please bear in mind that there won't be specific merchant IDs for each vendor. There will be only one, which is dedicated to Amazon Retail. And by saying one, it will be for specific marketplace. For like Amazon Italy have one merchant ID. Amazon France have another merchant ID. In that data you can see that who is the buyer who is the winner of that buy box etc and you can calculate your own lbb rate
Paul Sonneveld
Yeah, i think you're technically correct on that. I think the only thing. I need to check I'm gonna check with my engineers tomorrow whether you can subscribe. Whether you can ask BuyBox Data for any ASIN or whether you need to have a seller account that sells those ASINs or have them in their catalogue. I need to check on that.
We're getting super deep. We need to go a level up. It's really interesting, though. I mean, I think part of what we're getting to here is how can you think a little bit outside the box, use the data that Amazon sort of provides and try and get more insights than are kind of available at first glance? Because some of those insights are like we've spoken about before, like sourcing share between manufacturing and selling more conversion rates and all that, that can really help you make much, much better decisions.
Hey, I just want to go back to one other point. We spoke about sort of merchandising levers beyond advertising in general before. I'm talking about some options, but we didn't really discuss. And what people might be wondering is seller versus vendor, right? Merchandising levers, vendor central versus seller central.
So let's say if I really wanted to, like sales were maybe a little bit slow in September and I really want to push my sales as hard as I can in October, it's after September, right? Where am I better placed, as a seller or as a vendor? Like, where do I have more levers and create an impact? And there's no perfect answer here, by the way, but I'd love to hear how you think about that.
Cagan Aceter
Yeah. Since our background is Amazon retail, like nearly all of my team, and I'm coming from the vendor side, But I will say seller, of course, because they have brand tailored promos and prime exclusive discounts. I would say seller as more like they have better growth levels in terms of merchandising aspect.
But for the vendor, we have some good options. As I mentioned, for the price discounts and deals, basically for the deals, Amazon will create the Amplify Ink effect. And also for the price discounts, Amazon promises, not promises, but stating that your discounts might be picked up by the site merch team, or we can mass mail this. So there is a chance that they will promote for you.
But as an insight, we don't see this much on the major marketplaces, such as like EU5 and UK. For the emerging ones, yeah, like the site merge is basically a content team within Amazon under retails organization. Basically, they are creating like landing pages, some sort of like widgets, et cetera. They are putting those into the gateway. Gateway is the home page of Amazon. And they create visibility for certain products.
But since there are so many deals going on with the other vendors, some marketing package, et cetera, it will be very optimistic to expect that when you put a price discount, it will be picked up by site merch. Yeah, I would say, considering all these aspects, I would go for seller's merchandising levers.
Paul Sonneveld
Yeah, certainly they feel like they're more, more immediate because I was going to ask even, so let's say hypothetically speaking, my sales are slow on vendor. I've just got sign off internally to increase my promotional funding for some products. How quickly can I push that through the vendor system so that Amazon actually acts on that additional funding and implements the promotional discount? Um, Like from a, obviously from a seller point of view, I'm in complete control. I can start discounted by
Cagan Aceter
Right away.
Paul Sonneveld
Right now. On the vendor side, like how quickly can I impact that?
Cagan Aceter
I mean, there will be several checkpoints you need to fulfill. For example, it needs to be the lowest price of like last 30 days when you want to put the product into best deals. And the fastest that we have seen is like, within two days you can start the promo. But I never seen a case that it starts right away on vendor. For the seller, it's pretty opposite. And also like brand tailored promos as like a very different way of working. Right. So it targets all the customers who viewed your products or like add to cart, but didn't purchase, et cetera. So it is, it's much more targeted and it creates it. I mean, it works better.
Paul Sonneveld
Yeah, OK. That makes sense. Thank you for that. Now, unfortunately, we're well over the 30-minute mark, which is usually a normal cutoff.
Cagan Aceter
It’s very quick.
Paul Sonneveld
It went very quick, but I certainly got some really detailed questions that were on my mind there. Before we part ways, I just want to sort of get to some of the takeaways. What can people you know, what can they what can they write on it to do this maybe for the rest of the week or next week, you know, something to to work through before, you know, peak trading really hits, you know, what are some of the immediate actions that vendors can take to improve their retail analytics reporting and start utilizing those merchandising leaders?
Cagan Aceter
I mean, first, they should check if the data is in place, if it's correct. The first action would be getting the export of the cost prices and comparing with the manufacturing view. Second one, if you don't have an AVS or a proper VM, creating tickets to resolve that data issues. I mean, it's frustrating, but you need to be consistent on this. You need to create multiple tickets. And as the last point, you need to put in place an audit mechanism. So you need to check that data on weekly, maybe two times a week on basis. And you shouldn't be trusting Amazon for them to provide you a correct data. So this will not be the case. And please create your own auditing mechanism. Even it's manual. Just do it, and then you will take the necessary actions.
Paul Sonneveld
Great advice. Thank you for that succinct summary, Chan. And thank you so much for appearing on our episode today. I've spent many hours wrestling with retail analytics as we've sought to build out features and functionality. So this is something that's very dear to my heart. Thank you for demystifying this topic. Thank you for educating me. You've answered a couple of really important questions for me.
But more importantly, I think you've added enormous value to our live audience and those watching or listening afterwards. Now, for any viewers that are interested in having a further conversation with you, maybe exploring how you can support them with their vendor account, what's your preferred way for them to get in touch with you?
Cagan Aceter
I mean, they can reach out to us via our company page on LinkedIn and my personal page on LinkedIn. So we are trying to be active on LinkedIn. So it will be great to have a chat. Yeah.
Paul Sonneveld
Great. Well, thank you so much, Chan. It's been an absolute pleasure. And I look forward to inviting you back in the near future.
Cagan Aceter
Of course. My pleasure, Paul. Thanks for having me. And have a good day. See you.
Paul Sonneveld
All right, well, that is it for today's live episode of Marketplace Masters. Thank you so much for tuning in on this topic of retail analytics and merchandising levers and the like. Don't forget, if you are hungry for more, if you're looking for more Amazon vendor content, please check out our video on demand library at merchantspring.io. where you'll find our whole treasure trove. I think we're up to almost 50 episodes of Amazon vendor-specific topics.
Of course, if you are looking to take your retail analytics and broader Amazon vendor analytics, you know, well beyond what's available inside Amazon Vendor Central, I'd love to have a conversation with you. Reach out to us and discover how MerchantSpring can transform your journey.
Last, but certainly not least, I am all ears in terms of what topic specifically what Amazon vendor topic you'd like me to cover next. If you have a burning topic or a big question in mind and you'd like me to find the right expert to tackle it, drop me a note here on LinkedIn and I will try and find the right person to come and tackle that together. All right, so share your ideas for future episodes with me and until next time, keep thriving and keep innovating. Thank you so much for listening. Take care.
