1. Md. Rakibul Islam.
Sales Trainee
Sales Trainee Program-2014
Marico Bngladesh Ltd.

2. Stint Destination at a Glance
TM Head Quarter: Sylhet Local
Area: 3,452.07 km2
Population: 3,434,188
Distribution House: M/S Rafiq Brothers
(SD) & M/S. Zain Enterprise (DD).
Stockiest Point: 11
Monthly Turnover: 1.8 Cr.
No. Of
O/L:
Local Stockist Total
1688 3953 5641
No. Of
Beat
Local Stockist Total
42 88 130
No. Of
SO
Local Stockist Total
0 2 2
No. Of
DBSM
Local Stockist Total
7 14 21

3. Outlet Classification: MBL Strategy
Wholesale: Outlets who contribute
more than 50% sale volume to
retails.
Cosmetic: Outlets who contribute
more than 30% shelf-space towards
cosmetics products.
Modern Trade: Super shops who
mainly sell to premium customers
(i.e. Agora, Swapno etc.)
Others: Rest of the Outlets [Total
OLs-(WS+Cosmetics+MTs+Key)]
Key outlet: 70% Business
contributors from balance outlets
[Total OLs-(WS+Cosmetics+MTs)]

4. MBL Product
SP
(50 ml, 100 ml, 150 ml)
LP
(200 ml, 350 ml, 400 ml, 500 ml)
Parachute Coconut Oil
V
A
H
O
Parachute Advansed Coconut Oil
(150 ml, 300 ml)
Parachute Advansed Baleful
(100 ml, 150 ml, 300 ml)
Nihar shanti Badam Amla
(100 ml, 200 ml, 300 ml)
Parachute Cooling Hair Oil
(2.8 ml, 100 ml, 200 ml, 300 ml)
Parachute Advanse Enriched Coconut Hair Oil
(150 ml, 300 ml)

5. MBL Product
Livon Silky Potion
(20 ml, 50 ml)
Hair Code Herbal Hair Dye (6 gm)
Hair Code Active (4 gm)
Set Wet Deodorants
(Cool, Sexy, Adventurer)
Set Wet Infinity
(Cool, Devil)
Hair Code Kesh Kala
Saffola Active
(1 ltr., 5 ltr.)

6. MBL Sales Distribution
Secondary Sale Off TakePrimary Sale
MBL
Factory
Depot
Direct
Distributor
Retailer
W/S
Final
Consumer
Super
Distributor
Stockiest
Retailer
W/S
Final
Consumer
DBSM
Activities

7. Employee of a distributor.
 Directly supervised by TM.
 Main job is to make and collect order
from retailers.
Salary, TA/DA is provided by distributor.
 Gets “Incentive” from the MBL.
DBSM + Delivery Man = Unit

8. Job Opportunity
Post: Distributor’s Sales Man (DBSM).
Job Nature: Full Time
Educational Requirements: HSC (minimum)
Experience Requirements: 1 to 2 Year(s), The applicants
should have experience in sales, FMCG is preferable.
Additional Job Requirements:
• Age Limit: 18 to 28 Years
• Skill: Basic arithmetic skill, excellent communication
skill for salesmanship.
• Attitude: SMART (Specific, Measureable, Achievable,
Realistic, Time-bound), honest & Loyal.
Language Skill: Good knowledge of local language (written
& spoken)
Salary Range: Negotiable.
***The company will arrange on job training for selected candidate(s).***

9. • 9:00am to
9:30am
Log In: DB
Point
• 9:30am to
10:00pm
Market
• 5:00 pm to
5:30 pm
DB Point
Taking a look on JC review
Taking a look on DailyTarget
Check Stock availability.
Attending daily kick off meeting
Bring beat book, sample,
product for ready sale,
merchandising kits
Covering the beat Credit collection
Preparing order summary for
MIDAS Billing
Review of day performance
Keeping & updating all records
on Beat book and DBSM
FaceBook
Checking Delivery Status
Order calling at Beat Book Prepare KPI Sheet

10. P
C
N
O
S
A
F
Marico Selling Skills (Pre-call)
Planning & Preparation
 Appearance: Well-groomed, gesture, posture
 Timeliness: Reach to Beat based on market
characteristics
 Things to carry -
1. Beat Book
2. Product Detailer
3. Pen & Calculator
4. New Product Samples
5. Consumer Offers
6. DLTL card & Display contract book
7. Merchandising Kits

11. P
C
N
O
S
A
F
Marico Selling Skills (Pre-call)
Planning & Preparation
Stock Availability
 POSM Availability
 Performance Analysis
a) Volume (Compulsory & Focus Brands)
b) Outlet Expansion (2 Brands)
c) LPD
d) Effective Coverage
e) NPLP
f) TBTL/DLTL
 Day Plan based on previous performance

12. P
C
N
O
S
A
F
Marico Selling Skills (On-the-call)
Calling
Introduction (Greetings) & Shelf-check.

13. P
C
N
O
S
A
F
Marico Selling Skills (On-the-call)
Availability Shelf check
Which SKU? (Range check)
 How much? (Depth/quantity)
Visibility Shelf check (Merchandising)
 Product Location
 Product Facing
 Product cleanliness
 Product FMFO
 Paid visibility (displays)- maintenance
 POS visibility

14. P
C
N
O
S
A
F
Marico Selling Skills (On-the-call)
Order Making
 Open Call with New Brands
 Call the First Brand in Beat Book
 Introduce the Schemes to the Retailer
 Keeping in mind the SHELF CHECK OUTPUT

15. P
C
N
O
S
A
F
Marico Selling Skills (On-the-call)
Solving Problems
 Leakage, Damages & Expiry (LND)
 Price Disturbance
 Grievance with Distributor & Company
 Dispute settlement

16. P
C
N
O
S
A
F
Marico Selling Skills (On-the-call)
Acknowledge
 Wrap up- Repeat ordered SKU’s quantity, values (total)
 Thanks giving for being with us.

17. P
C
N
O
S
A
F
Marico Selling Skills (Post-call)
Feedback
 Update Reports (Incentive Banks)
 Review Day Performance
1. Volume
2. LPD
3. EC/PC

18. Delivery
Man
DBSM+DeliveryMan=Unit
As per market order all the products have to put into the delivery van.
Have to ensure that all the SKU’s are in the delivery van with the free product at
right quantity.
Deliver the product to the outlet and acknowledge him about the product
quantity, free product, gift item.
Forward the bill and collect payment.
Finalize the daily sales sheet and handover the cash.
Return the additional product (If any) into the store.
*** Any kind of delivery related issue, the delivery man communicates with the
respective DBSM***
DeliveryManagement
Employee of a distributor.
 Directly supervised by Distributor.
 Main job is to deliver ordered product to the
outlet and collect bill against the delivered
product.
Salary, TA/DA is provided by distributor.

19. DBSM
Reporting

20. Performance Parameter
Volume
KL, Litre, KG
Value
Taka
Non-Volume
KPI
EC
 PC
LPD
LPI
 LPM
Incentive
Tracker
LPM Incentive
NPLP Incentive
Others
EC Thrust
Day Drive Incentive
Contest Incentive

21. Grade
A 11
B 8
C 0
N.A.
2
A grade DBSMs earn additional
20% incentive
Health Insurance coverage both
DBSM & his wife is provided by
the company for A grade DBSM .
 Maternity Insurance
DBSM Grading Assessment
Appear to an assessment test developed by the company,
DBSMs get the chance in every three month to upgrade their
Grading.
Written Test 50
Avg. Incentive Earning 50
Total 100

22. Incentive- MIDAS DBSM
Criteria Achievement Incentive
Total Value
< 90% Nil
90%>= Tk 1500/-
For every +1% from
91% till 110%
Tk.100/-
PCNO Volume
< 90% Nil
90%>= Tk 1000/-
For every +1% from
91% till 110%
Tk 75/-
BELI Volume
< 90% Nil
90%>= Tk 1000/-
For every +1% from
91% till 110%
Tk 50/-
LPM Target
If LPM <1700 Nil
If LPM is in between
1700 - 1900
Tk 500/-
If LPM is > 1900 Tk 1000/-
Max Incentive for Midas
DBSM
Tk
9,000/-
Incentive-Non- MIDAS DBSM
Criteria Achievement Incentive
Total Value
< 90% Nil
90%>= Tk 1500/-
For every +1% from
91% till 110%
Tk.100/-
PCNO Volume
< 90% Nil
90%>= Tk 1000/-
For every +1% from
91% till 110%
Tk 75/-
BELI Volume
< 90% Nil
90%>= Tk 1000/-
For every +1% from
91% till 110%
Tk 50/-
Max Incentive for Non
Midas DBSM
Tk 8,000/-
Incentive August’14

23. Observation the DBSM
Key Findings
Long time relationship with
MBL.
Motivated to achieve the target.
Appreciable mutual
understanding among the
DBSMs
Able to adopt own strategy to
meet the target.
Good relationship with some
retailers and W/S in each beat.
Area of Improvement
Calling the fast moving item first.
Inadequate knowledge on solving
problems
Lack of knowledge on the features and
benefits of VAHO and non-oil items.
Hide own strategy from other DBSMs.
Lack of observation on competitors
movement.
Need more calculative to achieve the
target
Give up negative perception about the
market.
Role as a DBSM

24. Role as a DBSM
Observation the Market
Off take is a great inspiration for retailer to accept a product.
Under rate problem.
Local brand in VAHO category has a strong loyal consumers (Bonolota,
Arnika)
Retailers’ and Consumers’ inquiry for Beliphool Light due to new Packaging
disturbance of Advanse Beliphool.
Retailers seek more offer like TBTL.
In case of Livon, consumer prefer Indian product.
In cosmetic market, retailers are unwilling to store a slow item rather they
supply the customer collecting from the nearest shop.
Rumour of hair fall problem due to use of PCNO/VAHO.
Convert rate of Cooling sachet users into Rigid is low.
 In some cases VAHO misplaced which increases the rate of damage.

25. Role as a DBSM
Outlets Prospective Brands
Saloon HairCode
Beauty Parlor Livon, KeshKala, Nihar Amla,
Advansed, Beliphool
Pharmacy/ Herbal
Medicine Store
Cooling, Amla
Tea-stall Cooling Sachet, HairCode
 Market potentials for Non-PCNO brands specially forVAHO
Covering untapped outlets:
Opportunity Identified

26. My Performance
* DBSMs Target = My Target

27. Area of Improvement
• Branding MARICO
• Incentive plan/award for Delivery men to ensure full effort
• On/off the JobTraining featuring- PCNO&SAF, products’
features & benefits
• Calling in detail (functional benefits) rather not by brand
name & SKU
• Starting call with new/focus brands first
• Objections handling softly and logically- price disturbance,
delivery system
• Caring sample of new and slow moving item.

28. Merchandising Stint

29. Associates of Sales’
Field Force to
execute superior
visibility & other
merchandising
activities of MBL
brands in the right
markets/outlets.
Merchandising
Executed by 3p
(Market Express)
Salary Provided by
3p
Incentive Provided
by MBL
Area Coordinator
Supervisor
CM
MerchandisingTeam
Merchandising

30. √ Reaching retailers’ counter & shelf
√ Growing notion of DBSM that Merchandising is only CM job
√ Finding right & sustainable places for POSM
√ Ensuring category display due to retailers’ reluctance
√ Retailers don’t/can’t understand the differences between
PCNO & Parachute Advansed.
Merchandising Challenges

31. SO Sting

32. TSO
(Territory Sales Officer)
 Employee of 3P
Supervised directly by TM
 Salary & TA/DA provided by MBL
 Incentives provided by MBL
Number of TSO in MBL Sylhet: 02
TSO’s
Role
At
Market
With
DBSM
With
Stockiest

33. Restructuring beat/route
planning.
Visit market with DBSM.
Inform TM about market &
customer complain.
Inform TM about
competitors price, program
Handle parallel distribution
Building rapport &
negotiation with retailers &
wholesalers.
Inform & remind DBSM
about latest program/TLO,
value, volume & KPI target.
Contact/monitor DBSM at
the market based on
PCNOSAF.
Analyze performance.
Identify the reasons & give
reminder to non-achiever.
Recruit, Train & manage
DBSM
 Periodic review and plan
for achievement.
Check the stock.
Check that the sales
invoice of STK is entered
into MIDAS at SD point.
Set & manage primary
target for STK.
Send daily secondary sales
report toTM.
Maintaining manualTMR
Prepare & manage STK
Damage & Secondary claim
Calculate & compare STK
monthly & quarterly
performance with last year’s
same month & quarter.
Negotiation & market
negotiation planning
Role of TSO
At Market With DBSMs With Stockiest

34. • Computer Skill development.
• Data management efficiency
• Planning skill development.
• DBSM training/facilitation skill
development.
• DBSM review skill improvement.
• Manpower management dynamics.
Area of
Improvement

35. TM Sting

36. TM plays a vital role for
managing total sales &
distribution and
company system &
procedure of a
territory.
Territory Manager
Role of TM
• Distributor Management
• Human Resource Management
•Primary and Secondary sales
Management
•Market Work
•Reporting & Planning
•Database Management

37. Distribution System management
Get 4% margin Commission 1.5%
Transportation cost 0.55%
Get 4% margin
Depot
DD
R/WS
SD
STK
R/WS
Type of Distributor

38. Distributor Management
Selection Process
First step of distributor management is to select the
right distributor for Marico business who have
interest and involvement with the business. For
selection of distributor company have a Distributor
Selection Instrument (DSI) to judge the distributor. At
least three DSI have to fill up against one distributor
selection.
Source of information
• From the wholesaler.
• From other FMCG company
personnel.
• Bank
• Business Organization
Evaluation Criteria Documents Required
• Financial solvency
• Experience in DB business
• Good reputation in the market
• Market knowledge and involvement
• Adequate & experienced staff
• Infrastructure and logistics
• Distributor’s Personal Involvement.
• Application for Distributorship
• Distributor Evaluation Form (DSI)
• Trade license, TIN certificate
• VAT Registration
• Bank solvency & bank statement
• National ID, 2pp photo
• Photography of the DB premise and
warehouse.

39. Distributor Management
Distributor's Norms
Investment
• 7 days of floor stock
• 7 days of market
credit
• 2 days of claim
Schemes
• 100% distribution of
TLO
• DB is not allowed to
participate in trade
schemes
Business
Discipline
• No discrepancy
between MIDAS
and warehouse
stock
• No illegal claim
• No forward sales
• Business Discipline-
100% Bill Print (DD)

40. Distributor's Infrastructure
Godown:
 For 1KL stock minimum 100 sq feet space required
 well structured (Concrete flooring & properly plastered wall)
 Sufficient light (Proper ventilation system) and electric wiring
 SKU wise stocking as per stocking norms.
 Use of necessary insecticide to prevent from insects/rats etc
Well security system with fire extinguisher (1 for every 100 sq feet space)
 Separate place for highly combustible item (SetWet)
 Separate place for expired/L&D products
 Separate place for POSM
Office & Equipments:
TM room for day to day work.
 DBSM meeting room and sufficient working blocks
 Deploy no. of DBSM based on total number & nature of beat.
 Delivery team and van have to provide which is decided in DSI.
 Beat wise delivery schedule is fixed & pre planned.
 Have to fulfill the requirements of electronic devices i.e. Computer with
mentioned configuration, Printer, Internet Modem etc.
Distributor Management

41. Return on Investment (ROI)
Distributor Management
X 12
Expenditure
•Rent
o Warehouse
o office
• Salary
o DBSM
o Delivery man
o Computer Operator
o Manager (if any)
•Load/Unload Cost
• Stationary Cost
• Unit Cost
• Utility Cost
o Electricity
o Telephone
o Internet
• Discount for wholesale
Revenue
• 4% on Turnover for DD
and Stockiest
• 1.5% onTournover for SD
Average Investment
• 7 days of floor stock
•7 days of market credit
•2 days of claim
Expenditure
Standard ROI is 18% -
24% yearly.
If ROI is bellow standard
then have to check the
expense elements.

42. Distributor Management
Distributor's Infrastructure
Claim
Cash Claim – If there is any cash discount over
any SKU or brand then that is treated as cash
claim.
Ex : Tk. 5 off with PCNO 200ml.
Kind claim – Kind claim means the free
product offer with any SKU, brand or value.
Ex : 1 pc 100ml PCNO will be free on
purchasing 15 pcs 100ml PCNO
From the starting of any cash or kind scheme distributor pay to the market
and then he raises claim to the company. All claim should have proper
supporting documents and have to send to company by 10th of every
month and have to maintain a claim register.

43. Distributor Management
L & D
- Distributor needs to claim L&D in MBL prescribed format only
- Claim need to be verified byTM and withoutTM sign claim will not be accepted at depot.
- Claim sheet will be in three copies signed by both distributors andTM (1 for distributor, 1 for
depot, 1 for HO)
- Claim will be finalized by depot and will be made accordingly (not more than .5% of Month
Primary).
- Claim will be settled through credit notes.
 In case of leakage >50% oil have to be in the
container.
 Rat or cockroach bitten or burned product is
not replaceable.
 Empty bottle is not replaceable.
Types of L & D:
- Manufacturing Defect
- Expired Stocks &
- Leakage & Damage
Policy
L & D Settlement

44. DBSM selection is done by the TM & Distributor’s respective person.
1. Application Collection: Done by TM & Distributor’s respective person.
Mainly application collected by Local communication & Reference.
2. Written Test : Questioner made & answer sheet evaluate by TM.
3. Interview & Assessment Part: This part is done by the TM &
Distributor’s respective person. Where bellow things have to give extra
emphasis.
Educational aspect.
Working skill & experience.
Market relation.
Communication skill.
Reference.
Human Resource Management
DBSM Selection

45. Human Resource Management
DBSM Induction
Induction period: 1 Week.
Induction Content-
 Product knowledge sharing.
 Discuss market information and nature.
 Details process of daily activities have to discuss.
 Educate related terms, i.e – EC, LPI, LPD, LPM, KPI etc.
 Competitors product knowledge.
 Market observation by market work with existing ‘A’ grade DBSM in system.
 Inform about reporting, do’s & don'ts as a DBSM.

46. Human Resource Management
DBSM Grading
 A grade DBSM will be Assessed in every FinancialYear
 B grade DBSM will attend assessment once/year for up gradation
 C grade DBSM will attend the next quarter assessment
 C Grade DBSM will be terminated if the grade is unchanged
Written Test 50
Avg. Incentive Earning 50
Total 100

47. Human Resource Management
DBSMs’ Performance Monitoring
•Volume Target vs Achievement analysis.
• SKU & Brand wise Target vs Achievement analysis.
• Coverage Target vs Achievement analysis.
• EC, LPI, LPM, PC Target vs Achievement analysis.
• Planning for target achievement.
• Scheme enrolment status.
• Effectiveness analysis.
• Merchandising status.
• Display & Visibility status analysis.
• Order vs delivery status.
• Market claim settlement status.
Daily review
Block review
Monthly review
Agenda

48. Primary & Secondary Sales Management
Target vs. Achievement
Receive
Monthly Tgt
Break down
by SKU and
brand
Split into
distributor
wise
Breakdown by
DBSM wise
Beat wise
break down
EC As per EC Thrust
PC Standard 30 Minimum 25
LPD Standard 100 Minimum 75
LPI Standard 4 Minimum 3
LPM > 1900 to >2000
NonVolumeTgt

49. Market Work
Objectives of Market Work
• Know the market and sales situation.
• Understanding the volume drivers of that market.
• Understanding the consumer & retailer demand of the market.
• Know the picture of availability and visibility in the market.
• Observe the competitors and know their situation.
• Understand different problems & characteristics of the market.
• Buildup long term bond with the customers.
• Find out the order & delivery problems and restructure the beat if necessary within
norms.
• Plan for special activity as per market demand.
Permanent
Journey
Plan
1 Manday on every 10
lacs Business
Weightage 50%
1 Manday on every 2
DBSM
Weightage 30%
1 Manday on every
240 OLs
Weightage 20%

50. Reporting & Planning
Reporting
Daily
• Daily Secondary
Sales Report
Weekly
• Weekly
reporting to
ASM/RSM as
required.
• Input NPLP at
MINET
Block wise
• Likelies
(Primary,
Secondary)
• DBSM
performance/
KPI review
• Primary &
Secondary
Planning
Monthly
• Beat wise Brand
wise Gr-DGr
• DBSM Incentive
• Secondary
Claim
• ManualTMR
• MOR
• Top 25 outlet
• PJP, Expense
Activity wise
• Offtake report
• NPLP
• DLTL enrolment/
update
• Display Update
Quarterly
• Distributor ROI
• TM, So incentive
• Quarter
Performance
Yearly
• S & D planning

51. Reporting & Planning
Planning
Sales and Distribution Planning (S&D)
Contents
•Urban and rural coverage
•Urban Infra-Planning
•Distributor Index
•Vol-BPM review
•Distributors Working Capital analysis
•Network Health
•TM PJP
•DBSM Profiling
•Volume plan-BPM and PCNO vol
•Volume plan for other brands
•ROI growth calculation
•Merchandiser Plan

52. Price Cascade

53. Database Management
MIDAS = Marico Industries Distribution Application Software
Total important MIDAS usage is given bellow with brief discussion :
MIDAS - System
Distributors JC calendar: Distributor yearly JC calendar have to fixed at the
start of the year.
Accounts Calendar: Year end calendar also have to enter into MIDAS for
get the periodic data.
Export Trigger: Export trigger have to run at every day after completing all
the daily activities.
Backup / Restore database: After completed the task of Export trigger
database have to be in backup for further usage on daily basis.
MIDAS

54. Database Management
MIDAS
MIDAS - Distribution - Master
At distribution part first have create a code and details against every SKU where
the pack size, packaging details, pcs / KL and other infos.
Then retailer code have to create where the retailer name, address, contract no,
channel name, beat name, credit limit stands.
Company send a sanction letter when new scheme start. Without sanction letter
scheme cant be enroll.
Batch scheme is also have to set against SKU.

55. MIDAS - Distribution
Transaction
•Billing
•Van allocation
•Delivery process
•Sales return
•Collection register
•Stock movement
Planning[
•Target analysis
•DB health Card
•TBTL
•TMR
•Top 25 O/L
Database Management
MIDAS
In planning part TM can do the target analysis over beat,
DBSM, SKU etc.TMR report generation and top 25 outlet data
can get from there.

56. Database Management
MIDAS
MIDAS - Reports –MIS Report
Distributors JC review (Consolidated) report : One of the most important report of a
TM is Distributors JC review report and that can be done by beat or overall to find out the
total scenario of a distributor and DBSM performance at a glance.
TM can make planning about the overall better performance by this report.
TOP outlet : All outlet wise monthly BPM and value can find from this report. Top outlet
report is to find out the top selling outlet.
Dead outlet: If any of the outlet don’t purchase the Marico product of a month then
the description of the outlets can get from this report and plan for convert into active
outlet for next month.
New outlet : No. of new outlet which are purchasing Marico products can find out by
this report on every month. And can able to know the channel extension by adding new
outlets.
Outlet BPM : Outlet wise monthly BPM of all Marico and volume can get by this report.

57. Database Management
MIDAS
MIDAS - Reports
Outlet performance: Outlet performance report is the only way to find out the outlet
performance . TM can find out and know the reason behind the growth or de growth
status and plan as per performance.
Avg stock holding: In a distributor point what is the avg stock in a day can calculate by
this report and can advice distributor to follow the norms. This report helps to figure out
the distributors ROI.
Avg investment in claim: Distributors avg claim can calculate by this report which helps
to figure out the distributors ROI.

58. Database Management
MIDAS
MIDAS - Reports
W/S – Retail Contribution: Whole sale & Retail outlet contribution on overall BPM
can easily find out as contribution percentage & value both form.
Claim Report: All kinds of claim can get from this report. And by this report
distributor submit the claim to company.
EC, LPD & LPI : DBSM, Beat & All Marico EC, LPM, LPI can get in MIDAS from MIS
report portal.
OL Report: By OL report TM can get the monthly DBSM wise, Beat wise, Channel
wise, outlet wise Volume and BPM.

59. Database Management
MINET
MINET is a web-based system of Marico which allows TMs to review
a number of data for further BPM analysis.
Primary sales
• Reports
• Dispatch plan distribution
• Invoice
• Brand wise report
• Claims
Secondary sales
• Volume-TMR
• Channel data
• Leading Indicator
• Performance monitoring
• Peer performance
• Trend
• DSR daily LPD
• NPLP
• Outlet target and
volume
• Update done on the day
of the sales report
My Office
• PJP
• Create and Modify
• Distributor ROI
• Distributor Log
• Reports

60. Database Management
MINET
MOR
• Beat review
• JC review
• Travel
claim.
Marketing
• Competitor
info

61. Factors affecting Performance
Market Under-rate
Parallel Distribution
Distributors’ Cooperation
Involvement/ cooperation
High Load of Manual Report
Target Overload

62. Performance as a TM
November24to30,2014

63. THANK YOU