COVID-19 // Australia POV Vol.4
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Vol.4: Havas Host's look at consumer behaviors in the time of COVID-19.
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
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Looking at some of the Behavioural changes we have seen from customers since the outbreak of the COVID-19 virus.
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New Zealand’s population mix is changing rapidly with 40% of Kiwis now over the age of 45 – but is our marketing and advertising keeping pace?
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TOP 10 GLOBAL CONSUMER TRENDS 2021GINA WESTBROOK A
TOP 10
GLOBAL
CONSUMER
TRENDS
2021
GINA WESTBROOK
ALISON ANGUS
Not to be distributed without permission.
The data included in this document is accurate according to
Passport, Euromonitor International’s market research database,
at time of publication: January 2021
IntroductIon 1
THE BIG PICTURE
Every year, Euromonitor International identifies emerging
and fast-moving trends that are expected to gain traction in
the year ahead. These trends provide insight into changing
consumer values, exploring how consumer behaviour is
shifting and causing disruption for businesses globally.
Each of the 10 trends in this report follows the same format:
• Overview and defining characteristics
• Consumer behaviour and motivation
• Business environment and impact
• Outlook and strategic recommendations
2
The world changed for good, and bad, in 2020. The Coronavirus
(COVID-19) pandemic affected us all, and we acclimatised.
Emerging habits accelerated, and how we now behave,
spend and consume will never be the same. In 2021, we are
adjusting our actions, which can differ amongst consumers and
sometimes conflict.
We want to make the world better — either for our own sake or
for humanity. We want new ways to make life both convenient
and safe, inside and outside. Where we have the ability, we are
balancing our time creatively. Amidst the anxiety and turmoil, we
seek holistic, resilient solutions, more thoughtful consumption
and, in some cases, ways to fight back.
Resilience and adaptability are the driving forces behind the
top global consumer trends in 2021. The pandemic created,
influenced or accelerated each of these 10 trends, forever
altering consumer behaviour. Despite the hardships faced in
2020, consumers have not given up. They continue to find their
voice and push forward to advocate for a better tomorrow.
WHAT
ARE WE
IN 2021?
BuIld Back Better 3
BUILD BACK
BETTER
a Second cHance to create a
Better Future
Consumers demand that companies care beyond revenue, and they
no longer perceive businesses as profit-driven entities. Protecting the
health and interest of society and the planet is the new expectation,
following COVID-19, in order to Build Back Better.
Companies should help reshape the world in a more sustainable way,
leading a shift from a volume- to a value-driven economy and turning
the tide on social inequity and environmental damage.
BuIld Back Better 4
THE GREAT BEHAVIOURAL RESET
Using less plastic was the top priority for consumers
pre-COVID-19, followed by concerns over climate change.
During the pandemic, public attention shifted from
slower-moving environmental threats towards urgent social
priorities. Consumers expected brands to protect the health
and wellbeing of their workforce while also helping local
communities.
The health crisis profoundly impacted people’s needs and
shopping habits. Higher empathy for brands with a strong
sense of social re ...
Post Covid-19: A BBH briefing to marketing leaders
Our first briefing on COVID was about how to keep trading as we headed into the crisis. In this briefing, we look at how to plan for the other side. In short, how to emerge well.
We cannot see into the future. Instead, we would always argue for a data-led position gilded with imaginative possibilities. While we outline how new spending attitudes and altered routes to market will affect the near-term, more broadly than that, this is a moment in time to make brands better for people. We should grasp that.
We cannot see into the future, but we can help invent it.
Now, next and near future: Our planning framework for Covid-19 and beyond
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The health crisis and the unprecedented disruption caused by COVID-19 have had profound impacts on economies, businesses and consumers worldwide, changing the way consumers live, work and shop.
Uncertainty remains high, but what is clear is that economies will not emerge unscathed and the daily routines and lifestyles of consumers will shift to accommodate continued social distancing. Whilst treatment and vaccine options are investigated, and potentially into the longer term, a new normal will emerge, as fears of a pandemic or other destructive events remain palpable.
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What's Next: Food Hacktivist
Today’s consumer is raising their voice on social platforms and testing the limits of individual influence. They are empowered and enabled, and on a mission to matter. They’re no longer just complaining – they’re flexing social muscle to force brands to change. Whether an individual is campaigning for a cause, or on a quest for influence, or joining a rage-in on social media they can cause irreparable damage to a brand.
We are in a brutal cultural moment when the good, bad and ugly are indistinguishable to a call-out culture that can seem to care very little for the ‘why’ behind the ‘what’. Whether a brand has made an honest mistake or taken an ill-judged decision, social media enables and amplifies cycles of cruelty. To survive in the call-out culture world, brands need to think differently about how they react when they’re put under the spotlight, and how to make their brands less likely to be called out in the first place.
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Quarterly newsletter on retirement, markets, refinancing your mortgage, and more financial planning topics.
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
UpTown Swirl Business Plan 1 BUS 559 – Dr. Andr.docx
UpTown Swirl Business Plan 1
BUS 559 – Dr. Andrea Banto
Week 10 Assignment 4: UpTown Swirl Business Plan
By: Deborah Hughes
March 16, 2020
UpTown Swirl Business Plan 2
Table of Contents
1.0 Executive Summary ...................................................................................................... 3
2.0 Company Description ................................................................................................... 5
3.0 Industry Analysis and Trends ...................................... Error! Bookmark not defined.
4.0 Target Market.............................................................................................................. 13
5.0 Competition................................................................................................................. 23
6.0 Strategic Postion and Risk Assessment ....................... Error! Bookmark not defined.
7.0 Marketing Plan and Sales Strategy .............................. Error! Bookmark not defined.
8.0 Operations Plan ............................................................ Error! Bookmark not defined.
9.0 Technology Plan .......................................................... Error! Bookmark not defined.
10.0 Management and Organziation Plan .......................... Error! Bookmark not defined.
11.0 Ethics and Social Responsibility Plan........................ Error! Bookmark not defined.
12.0 The Financials ............................................................ Error! Bookmark not defined.
UpTown Swirl Business Plan 3
1.0 Executive Summary
UpTown Swirl Business Plan 4
2.0 Company Description
Uptown Swirl is a unique company that aims to provide organic products to the
consumers who are health conservative in nature and wants to provide frozen yogurt,
milkshakes, and bite-size desserts. This is a competitive market as there are already exiting firms
in the market with similar products to offer. Uptown Swirl would be known to provide various
variety of non-alcoholic food products such as frozen yogurt, milkshake, and quick-bite dessert
UpTown Swirl Business Plan 5
(Berberich et al. 2016). This would be meant to attract most customers as the milkshake and
yogurt would be made from fresh ingredients (Wilson et al. 2016).
The significance of the name itself conveys a message concerning the products we deal
with and to be of the best quality (Burns et al. 2016). The name also tries to give customers a
particular class by them being associated with the frozen yogurt, milkshake, and quick-bite
dessert. This would give this product a competitive advantage from the other companies that also
deal with frozen yogurt, milkshake, and quick-bite dessert (Wilson et al. 2016).
The company's primary aim is giving consumers non-alcoholic products so as the
customers’ needs can be fulfilled (Berberich et al. 2016). This ensures that there is saf ...
You gov global-media-consumption-report-2021
The COVID-19 pandemic has upended the global media industry. Among other things it has shut down cinemas – causing entertainment giants to invest more heavily in streaming content; caused mass layoffs in media and advertising agencies; and accelerated the year-on-year decline in traditional newspapers and magazines.
Consumer Pulse: bewusster & nachhaltiger Konsum & Reisen
Es sieht gut aus – der Sommer ist endlich da und alle hoffen auf ein Ende der Pandemie. Die Konsum- und Reiselust steigt und das bringt Schwung in die Gesellschaft. Aber was ist der deutschen Gesellschaft aktuell wichtig und worauf legen sie in Zukunft wert? Eine Antwort darauf liefert der Havas Media Consumer Pulse.
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Vol.11: Havas Media Germany's look at consumer behaviors in the time of COVID-19.
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Similar to COVID-19 // Australia POV Vol.4
Starcom (Publicis) 2021 Tensions.pdf
2021 consumer tensions for brands to consider in their media/advertising planning.
The Return to Growth in Turbulent Times
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
CoronaVirus Disruption on e-commerce: 10 Ways Brand Can Succeed in eCommerce
CORONavirus disruption:10 ways brands can succeed in ecommerce. some very useful & insightive data from Reprise.
TOP 10 GLOBAL CONSUMER TRENDS 2021GINA WESTBROOK A
TOP 10
GLOBAL
CONSUMER
TRENDS
2021
GINA WESTBROOK
ALISON ANGUS
Not to be distributed without permission.
The data included in this document is accurate according to
Passport, Euromonitor International’s market research database,
at time of publication: January 2021
IntroductIon 1
THE BIG PICTURE
Every year, Euromonitor International identifies emerging
and fast-moving trends that are expected to gain traction in
the year ahead. These trends provide insight into changing
consumer values, exploring how consumer behaviour is
shifting and causing disruption for businesses globally.
Each of the 10 trends in this report follows the same format:
• Overview and defining characteristics
• Consumer behaviour and motivation
• Business environment and impact
• Outlook and strategic recommendations
2
The world changed for good, and bad, in 2020. The Coronavirus
(COVID-19) pandemic affected us all, and we acclimatised.
Emerging habits accelerated, and how we now behave,
spend and consume will never be the same. In 2021, we are
adjusting our actions, which can differ amongst consumers and
sometimes conflict.
We want to make the world better — either for our own sake or
for humanity. We want new ways to make life both convenient
and safe, inside and outside. Where we have the ability, we are
balancing our time creatively. Amidst the anxiety and turmoil, we
seek holistic, resilient solutions, more thoughtful consumption
and, in some cases, ways to fight back.
Resilience and adaptability are the driving forces behind the
top global consumer trends in 2021. The pandemic created,
influenced or accelerated each of these 10 trends, forever
altering consumer behaviour. Despite the hardships faced in
2020, consumers have not given up. They continue to find their
voice and push forward to advocate for a better tomorrow.
WHAT
ARE WE
IN 2021?
BuIld Back Better 3
BUILD BACK
BETTER
a Second cHance to create a
Better Future
Consumers demand that companies care beyond revenue, and they
no longer perceive businesses as profit-driven entities. Protecting the
health and interest of society and the planet is the new expectation,
following COVID-19, in order to Build Back Better.
Companies should help reshape the world in a more sustainable way,
leading a shift from a volume- to a value-driven economy and turning
the tide on social inequity and environmental damage.
BuIld Back Better 4
THE GREAT BEHAVIOURAL RESET
Using less plastic was the top priority for consumers
pre-COVID-19, followed by concerns over climate change.
During the pandemic, public attention shifted from
slower-moving environmental threats towards urgent social
priorities. Consumers expected brands to protect the health
and wellbeing of their workforce while also helping local
communities.
The health crisis profoundly impacted people’s needs and
shopping habits. Higher empathy for brands with a strong
sense of social re ...
Post Covid-19: A BBH briefing to marketing leaders
Our first briefing on COVID was about how to keep trading as we headed into the crisis. In this briefing, we look at how to plan for the other side. In short, how to emerge well.
We cannot see into the future. Instead, we would always argue for a data-led position gilded with imaginative possibilities. While we outline how new spending attitudes and altered routes to market will affect the near-term, more broadly than that, this is a moment in time to make brands better for people. We should grasp that.
We cannot see into the future, but we can help invent it.
Now, next and near future: Our planning framework for Covid-19 and beyond
Here at twentysix, we’ve been working non-stop to guide our clients through these uncertain times. From this experience, we’ve produced a free marketing strategy playbook to support businesses with the now, next and near future.
Life in Lockdown: Engaging Consumers in Isolation & Beyond
A framework for marketers / brands to consider how to approach consumers as they self-isolate and return to daily life during the coronavirus / Covid-19 pandemic.
COVID-19: 6 Themes Transforming Consumer Markets
The health crisis and the unprecedented disruption caused by COVID-19 have had profound impacts on economies, businesses and consumers worldwide, changing the way consumers live, work and shop.
Uncertainty remains high, but what is clear is that economies will not emerge unscathed and the daily routines and lifestyles of consumers will shift to accommodate continued social distancing. Whilst treatment and vaccine options are investigated, and potentially into the longer term, a new normal will emerge, as fears of a pandemic or other destructive events remain palpable.
Foresight factory impact on consumer trends and key sectors -mar2020 - en
Foresight factory impact on consumer trends
What's Next: Food Hacktivist
Today’s consumer is raising their voice on social platforms and testing the limits of individual influence. They are empowered and enabled, and on a mission to matter. They’re no longer just complaining – they’re flexing social muscle to force brands to change. Whether an individual is campaigning for a cause, or on a quest for influence, or joining a rage-in on social media they can cause irreparable damage to a brand.
We are in a brutal cultural moment when the good, bad and ugly are indistinguishable to a call-out culture that can seem to care very little for the ‘why’ behind the ‘what’. Whether a brand has made an honest mistake or taken an ill-judged decision, social media enables and amplifies cycles of cruelty. To survive in the call-out culture world, brands need to think differently about how they react when they’re put under the spotlight, and how to make their brands less likely to be called out in the first place.
Financial Synergies | Q3 2020 Newsletter
Quarterly newsletter on retirement, markets, refinancing your mortgage, and more financial planning topics.
COVID-19 // Media Behaviours Report Vol.7 // Havas Media UK POV
UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
UpTown Swirl Business Plan 1 BUS 559 – Dr. Andr.docx
UpTown Swirl Business Plan 1
BUS 559 – Dr. Andrea Banto
Week 10 Assignment 4: UpTown Swirl Business Plan
By: Deborah Hughes
March 16, 2020
UpTown Swirl Business Plan 2
Table of Contents
1.0 Executive Summary ...................................................................................................... 3
2.0 Company Description ................................................................................................... 5
3.0 Industry Analysis and Trends ...................................... Error! Bookmark not defined.
4.0 Target Market.............................................................................................................. 13
5.0 Competition................................................................................................................. 23
6.0 Strategic Postion and Risk Assessment ....................... Error! Bookmark not defined.
7.0 Marketing Plan and Sales Strategy .............................. Error! Bookmark not defined.
8.0 Operations Plan ............................................................ Error! Bookmark not defined.
9.0 Technology Plan .......................................................... Error! Bookmark not defined.
10.0 Management and Organziation Plan .......................... Error! Bookmark not defined.
11.0 Ethics and Social Responsibility Plan........................ Error! Bookmark not defined.
12.0 The Financials ............................................................ Error! Bookmark not defined.
UpTown Swirl Business Plan 3
1.0 Executive Summary
UpTown Swirl Business Plan 4
2.0 Company Description
Uptown Swirl is a unique company that aims to provide organic products to the
consumers who are health conservative in nature and wants to provide frozen yogurt,
milkshakes, and bite-size desserts. This is a competitive market as there are already exiting firms
in the market with similar products to offer. Uptown Swirl would be known to provide various
variety of non-alcoholic food products such as frozen yogurt, milkshake, and quick-bite dessert
UpTown Swirl Business Plan 5
(Berberich et al. 2016). This would be meant to attract most customers as the milkshake and
yogurt would be made from fresh ingredients (Wilson et al. 2016).
The significance of the name itself conveys a message concerning the products we deal
with and to be of the best quality (Burns et al. 2016). The name also tries to give customers a
particular class by them being associated with the frozen yogurt, milkshake, and quick-bite
dessert. This would give this product a competitive advantage from the other companies that also
deal with frozen yogurt, milkshake, and quick-bite dessert (Wilson et al. 2016).
The company's primary aim is giving consumers non-alcoholic products so as the
customers’ needs can be fulfilled (Berberich et al. 2016). This ensures that there is saf ...
You gov global-media-consumption-report-2021
The COVID-19 pandemic has upended the global media industry. Among other things it has shut down cinemas – causing entertainment giants to invest more heavily in streaming content; caused mass layoffs in media and advertising agencies; and accelerated the year-on-year decline in traditional newspapers and magazines.
Similar to COVID-19 // Australia POV Vol.4 (20)
CoronaVirus Disruption on e-commerce: 10 Ways Brand Can Succeed in eCommerce
CoronaVirus Disruption on e-commerce: 10 Ways Brand Can Succeed in eCommerce
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Foresight factory impact on consumer trends and key sectors -mar2020 - en
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COVID-19 // Media Behaviours Report Vol.7 // Havas Media UK POV
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UpTown Swirl Business Plan 1 BUS 559 – Dr. Andr.docx
UpTown Swirl Business Plan 1 BUS 559 – Dr. Andr.docx
More from Havas
Consumer Pulse: bewusster & nachhaltiger Konsum & Reisen
Es sieht gut aus – der Sommer ist endlich da und alle hoffen auf ein Ende der Pandemie. Die Konsum- und Reiselust steigt und das bringt Schwung in die Gesellschaft. Aber was ist der deutschen Gesellschaft aktuell wichtig und worauf legen sie in Zukunft wert? Eine Antwort darauf liefert der Havas Media Consumer Pulse.
COVID-19 // Germany POV Vol.11
Vol.11: Havas Media Germany's look at consumer behaviors in the time of COVID-19.
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COVID-19 // China POV Vol.10
Vol.10: An update from Havas Group China on media behavior and consumption during the COVID-19 global pandemic.
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Vol.10: Havas Media Germany's look at consumer behaviors in the time of COVID-19.
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
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Vol.9: An update from Havas Group China on media behavior and consumption during the COVID-19 global pandemic.
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Vol.9: Havas Media Germany's look at consumer behaviors in the time of COVID-19.
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UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
COVID-19 // Media Consumption Report Vol.6 // Havas Media UK POV
UK media consumption has continued to rise in the last two weeks, with huge gains across live TV, video, social media, and video streaming, according to the latest Havas Media Group COVID-19 Media Behaviours Report.
The sixth iteration of Havas Media Group’s COVID-19 Media Behaviours Report, a research study into consumer behavior and media consumption based on a survey of 1,487 UK respondents, shows that 64% of people claim to be watching more live TV than they did prior to the coronavirus outbreak (a net increase of 15% versus the first set of findings two weeks ago).
COVID-19 // Italy POV Vol.17
Vol.17: Havas Media Italy conducted a quantitative ad hoc research on 706 cases 18+, a sample that represents Italian citizens.
The aim is to investigate how Italian habits are changing since the start of the COVID-19 pandemic.
COVID-19 // Italy POV Vol.16
Vol.16: Havas Media Italy conducted a quantitative ad hoc research on 706 cases 18+, a sample that represents Italian citizens.
The aim is to investigate how Italian habits are changing since the start of the COVID-19 pandemic.
COVID-19 // Italy POV Vol.15
Vol.15: Havas Media Italy conducted a quantitative ad hoc research on 706 cases 18+, a sample that represents Italian citizens.
The aim is to investigate how Italian habits are changing since the start of the COVID-19 pandemic.
COVID-19 // Mexico POV Vol.1
Vol.1: Havas Media Mexico's look at consumer behaviors in the time of COVID-19.
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Understanding
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COVID-19 // Australia POV Vol.4
- 1. 01/05/2020 Brought to you by HostHavas and the Havas Village HostHavas COVID-19 Industry Update 7th Edition
- 2. Hello! 2
- 3. 3 Whilst many places around the world are still in the grasp of a serious pandemic, here in Australia, we are seeing a relaxing of restrictions. The first phase of restrictions is ending, and we are in a period of flux. All the conversations we are having with our clients reflect this change as we all plan for ‘what’s next’. As a result, there is not a significant amount of brand activity to report for us to share and discuss. Instead, we are reporting on the shift in consumer mood, both positive and negative as we contemplate a new phase. The second part of this week’s update is the Meaningful Brands COVID-19 research we conducted, which gives insight into what consumers think it means to be a Meaningful Brand right now. We hope you find it useful. - Laura, Olly, Jon and Bohdi A word from the editors on the week that was
- 4. 01 Australia’s shift in mood 4
- 5. In Australia, there is a growing consensus that the end of strict restrictions is nearing. 5
- 6. 6
- 7. While we may not be able to head back to the pub or go on holiday yet, we have observed two sentiments… 7
- 8. People are busting to jumpstart their old lives. 8
- 9. 9
- 10. But there is also an undercurrent of anxiety about the economic impact and what else could be changed for good. 10
- 11. 11
- 12. Our prediction? Brands will have an opportunity to help people indulge their pent-up demand for wanderlust and socialising, while supporting them through financial uncertainty. 12
- 13. Meaningful Brands Study 02 13 A quantitative research study that explores how brands can be meaningful in the context of COVID-19
- 66. Thank you, and look after yourself. 66