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#109 | Applied Research Creates Real-Life Tech Solutions

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I had the pleasure of first meeting Aytul Ercil at the 2022 International Women’s Entrepreneurial Challenge (IWEC) Awards Conference in Madrid, where we celebrated the cooperation of women-owned businesses throughout the world. In addition to being a delightful conversationalist, Aytul is a mathematician, professor, scholar, applied research expert, and entrepreneur; in this episode she describes her move away from theoretical research and toward its real-world business applications. Even with applied research, she explains, universities specialize only in research and developing prototypes but don’t take the products to market, instead they find existing companies to take the lead and launch. Working in applied research fueled her interest in launching the products herself; she started her first company alongside two graduate students and sold it to a strong and successful German company.

Now onto her second company, Vispera offers image processing for retail stores. By providing in-store monitoring with either pictures or installed videos, companies can keep track of compliance with price and promotion deals, stocking levels, layout and display issues, and inventory reporting. It helps solve the major pain in retail of capturing information on the selling floor to maintain inventory and increase sales. The Vispera system’s speed, accuracy, and precision in gathering information on the selling floor helps clients better manage production, operations, and distribution. In addition, with retailers managing ecommerce, they have the information to manage the coordination of in-store and on-line ordering.

Before the Vispera platform, companies relied on sales reps to visit stores, count items, fix displays, and communicate information – all very tactical and manual work. Now, sales reps can be more strategic when working with customers.

Based in Türkiye, Aytul knew from the start that she would need to launch internationally for success. Since her first target clients were large, international companies, she chose to build an English-only website, knowing it would reach more people than a Turkish language website. The strategy worked; her first customer, based outside of Türkiye, found Vispera through an online search.

Now implemented in 35 countries with clients such as Coca-Cola, CircleK, and Unilever, Vispera’s technology solution requires custom buildouts and adaptation, so rather than adapting her website and content, she hires bilingual employees to handle in-country communications with frontline customers. Since she hires local bilingual employees, I asked if she needs to culturally adapt her messaging for geographic markets. She says that most clients are large global companies dealing with the same issues and problems; in India, however, the company may have to adjust its messaging to account for the large number of “mom and pop” stores. Similarly, she does predict a need for website and other translation for particular countries.

While Vispera currently markets only in English, and the company continues to optimize their website for English search terms, its technologies can easily be adapted to other languages; for instance, it provides a Spanish-language platform for clients in South America.

Aytul lists her biggest challenges as:

  • Having enough money for development and expansion
  • Marketing resources
  • Hiring good salespeople
  • Meeting in-person with global teams around the world

(I can certainly relate to these – how about you!?)

And her biggest mistakes?

In her first company, to support development they accepted project-based work, quickly finding that delivering said projects meant little time for development. Once they found funding, Aytul recognized that doing the project work for so long slowed down the larger development of their initiative. Gaining funding and working with a partner sped up their success.

She adds that even a PhD in Applied Mathematics from Brown University does not mean you will understand finance or accounting; asked for a P&L statement, she had to look up its meaning, and made a few unwise financial decisions before taking the time to learn about the numbers.

Finally, as all sales managers can attest to, Aytul admits that it’s been a challenge to hire good sales representatives. It is an expensive position to fill, and she’s made mistakes. Now more seasoned when it comes to hiring, for her international expansion she’s found highly capable Managing Directors in key markets to build the local teams and the pipeline. To keep the company aligned, she holds regular meetings with the Managing Directors from each country and weekly meetings with each company manager.

Her final recommendations?

  1. Hire good people in each country that can manage the team and build a pipeline.
  2. Have a good on-boarding strategy and process for clients and employees and have it all documented and ready to go.
  3. Communicate with the team so that everyone is aligned to the same goal.

Fittingly, Aytul’s favorite foreign words are “perseverance” and “resilience”!

 

Links:

https://en.wikipedia.org/wiki/Ayt%C3%BCl_Er%C3%A7il

https://turkishwin.com/aytul-ercil

https://turkishwin.com/connect-grow/visit-learning-center/talks/category/sector/technology/aytul-ercil-a-visionary-in-computer-vision

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/

Connect with Aytul - https://www.linkedin.com/in/aytul-ercil-b833b43/

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com

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ATTENTION: Below is a machine generated transcription of the podcast. Yes, at Rapport International, we talk a lot about how machine translation is not good quality. Here you see an example of what a machine can do in your own your language. This transcription is provided as a gist and to give time indicators to find a topic of interest.

 

Wendy: Buenos Diaz. Hello and welcome to The Global Marketing Show, my friends, I'm so glad you're back. We've got a very brilliant woman Aytul Ercil speak with us today. But before I get into that, I just want to remind you that The Global Marketing Show is sponsored by Rapport International. A translation agency that connects you to anyone [00:01:00] anywhere in the world in over 200 languages with that hundred percent satisfaction guarantee.

And today's Tidbit that Rapport provided us with is how dogs talk. So in the United States, We say to the little kids, what does the doggy say? And the little kid will respond, woof, woof. But if you speak Spanish, a dog says, guau, guau. And in Mandarin Chinese, a dog says wāng, wāng. And in honor of our guest today, We are talking about dogs from Turkey and they say, hav, hav. So it's these little twists of culture that are really important when you're doing translation. So Aytul, welcome to The Global Marketing Show.

Aytul: Thanks, Wendy.

Wendy: Nice to be here. Yeah, it's great. So a little bit about Aytul. She is an academician, turned into a serial [00:02:00] entrepreneur, and her field of expertise is image processing and machine learning.

She has a PhD in Applied Mathematics. I told you she was smart. She's a professor. She sits on a number of boards and she's the former president of IWF, the International Women's Forum. And I happen to meet her at the IWEC conference this year cuz she's also an awardee of the International Women's Entrepreneurial Challenge.

So, I was so lucky that we sat next to each other on the bus and then have gotten to know each other. So Aytul, this is such a pleasure for me to have this chance to talk to you on the podcast. Thanks, Wendy.

Aytul: The pleasure is mine.

Wendy: Yes. So tell me about Applied Mathematics in professorship into becoming an entrepreneur.

What started that journey, or what did you see was missing?

Aytul: Well, I always wanted to be an academician. I [00:03:00] actually studied electrical engineering in undergraduate and did double major with math. I really wanted to do computer engineering. But at that time there was no computer engineering undergraduate in my university.

So this is like ancient times and the closest thing was electrical engineering. So I was totally confused when I graduated. To some schools, I applied to electrical engineering, some computer engineering, some math, and brown universities. Applied math programs seemed to be a good combination of all, and that's where I ended up going For a long time, I was doing very theoretical work.

But after I graduated, I worked at GM Research Labs, general Motors, and that's where which really affected my future because I had the pleasure of turning your ideas into products. And that was, you know, very satisfying. So I said, from now on I'm gonna do applied work. So when I returned to Turkey and became an academician I was doing applied.[00:04:00]

but university's job is not to develop products. I mean, you, we do the r and d and maybe the first prototype but it was not being turned into products because companies need to have local expertise to turn, to take the university technology, develop that university and turned it into products.

So you need intermediate technology. , which made me an entrepreneur because we were doing a lot of applied work, but it was just staying in papers. It was not turning into being used in industry. So I started a company with two of my graduate students. But it was a little early at that time in Turkey.

They didn't trust that a high-tech product would be developed in Turkey. So they were just using our, they were asking us for quotation and using it to bargain with foreign countries. So for a long time we were doing free consulting. But over years, you know, we started building [00:05:00] confidence and we started developing good products and.

I sold that company, my first company to a German company, which was number one in Europe, number three globally in machine vision. And then together with the I and d manager of that company we started my second company, my current company, Viper. So that's sort of the journey going from academia to industry.

Wendy: Okay. And tell me about your current company or tell the listen.

Aytul: Okay. Is a again, image processing machine learning company, but focused on in the retail domain. So we work with either the CPG companies like Cola, Unilever P n g, or with retailers. So we automate in store monitoring.

So we check retail assets like shelves, coolers et cetera. For auto stock and compliance issues like price, compliance, promotion, compliance, planogram compliance. So currently we are working in more [00:06:00] than 35 countries with many global companies. Okay, so,

Wendy: Say I work for Unilever and I wanna use your product.

The reason I'd use it is I could put it into the stores that sell the product. So it could take know if the shelves are stocked or if I need to ship more or get, break it down into the, okay.

Aytul: Well we have actually two products. One is post CPGs, one is PO retailers post CPGs, the field personnel, I mean, they were doing this manually for many.

they have merchandisers who go and stock the shelves, or they have salespeople who take orders. So instead of manually counting and checking all the compliances, they just take an image of the shelf, they send us that image, we process it and we give back reports. So we have two types of reports. We have either instant reports within seconds so that the person in the store can take an.

For example, they can go [00:07:00] to the back room and replenish the products. Or if the price tags are wrong, they change it. Or if the layout of the shelf is not correct, they correct it. So we give them actionable insights. We tell them what to do. Or if it's a salesperson and if a product is out of stock or close to being out of stock, they can take an order.

We also have a detailed dashboards for the back office people to analyze, you know, which products are problematic, which stores are problematic, what happens in a certain time period, et cetera, so that they can plan for the future to, to do better. The second product is for retailers, it's the same thing, but we have fixed cameras in the.

So we can continuously monitor what's going on and take preemptive actions.

Wendy: Okay. So the second one would be fixed cameras in there. So nobody has to go around and it does exactly the same thing. It's giving live updates to the manufacturer of what's [00:08:00] going on in the retail

Aytul: Exactly. Or to the retailer. For example, in one study we did with a major 50% of the products that were out of stock were actually in the store, but in the back room.

So like for two months the products were out of stock on the shelf, but the products were actually in the store. So it was really lost money lost opportunity. So then at that

Wendy: point, your salesperson's not going in and counting things. Your salesperson is going in and saying, okay, let me help you with how you're gonna stock shelves and move product around and, and much

Aytul: more.

So they don't even have to go to the store. I mean, we can integrate with like SAP or other systems. So automatically all can be.

Wendy: Oh, I see. So you c does it take the salespeople or the manufacturer's rep completely out of the stores then?

Aytul: Well, I mean they, they still need personal relationships and all that, so they [00:09:00] still would go to the store, but not as frequently.

And what

Wendy: are they doing? What are they tasked with besides stopping in to say hello? What are they doing when they're there?

Aytul: Well I mean, it's mostly merchandisers who go to replenish the shelves, so they have to go there anyway. So when they go there, I mean, it just takes another minute to take an image and then know what needs to be done.

Wendy: Okay. So it's a way to improve the stores, manage the sales rep, and gather much more detailed information. Right. Yeah, that's, that's fantastic. I mean, what a. way to disrupt the whole process that's been there before. Okay. So you're in 34 countries. This is the meat of what I wanna get into. You start in Turkey, you've now got the reputation that good products can come out of Turkey.

Which I'm thrilled cuz I know how bright you are. So tell me, how did you start your international marketing? [00:10:00]

Aytul: actually, initially customers came to us. I mean, we built a, a nice webpage only in English. And initially before we actually did any marketing, we got some request from potential partners or potential clients.

In fact, our first invoice was not to Turkey. It was to accompany outside of. . So we started as an international born global company from the very first day. So how did

Wendy: they find you? You put, you, you developed this great product and you put up an English website. How did they find you? Like how would they even search for you or hear about you?

I

Aytul: guess they were searching for image processing in store or install monitoring or store or thing, you know, some keywords for These. And they found us. It was interesting. And then of course we started, once we start, for example, with Coca-Cola, we started in one country. Now we are working in 11 countries.

So after a while it [00:11:00] gets easier, but at the beginning, the sales cycles were very long and, you know, we didn't have budgets for marketing. It was, it was tough. Okay. We didn't hire a salesperson like the first three, four years. So we weren't really doing proactive sales at the beginning. So it's only a little later that we started building a team and doing things more systematically.

Okay. So

Wendy: you. . So you had people coming in, large companies that were trying to figure out how to do this, and then your growth really came from helping them enter different stores. Exactly. So where are you targeting your sales now?

Aytul: Right now America is our biggest target. We initially started with our neighboring countries.

I mean, we had some partners in like in South America, so we were doing business in South America. . We weren't doing business in North America. Two years ago we opened a company in Chicago [00:12:00] a subsidiary. Last year we opened a subsidiary in London, and we started building teams. We have a very experienced managing director in US and a very experienced manager director in Europe.

So now they're building their teams and it's going a little more systematically, right. But us is our biggest target. Right now it's only 2% of our revenue. And in fact, last year was the first year we got revenue from us and this year we expected to, uh, increase to like 20%. So who

Wendy: are you targeting in

Aytul: the us?

Well, we have some very strong partners and we started attending pairs. For example, last month I was in new. N r f Fair, which is the largest retail fair, and we work in the Zebu booth, which is who is our partner. And um, I'm sorry,

Wendy: which fair? In New York, you, you cut out a little

Aytul: n r f, national Retail forum.

I, I think [00:13:00]

Wendy: National Retail Forum. N R F. Okay.

Aytul: Yeah. And there was a lot of interest. We were the only company who did like, . I mean, some of our competitors were there too, but we were the only company who did live demo and there was a lot of interest. So now we are following them up. Okay.

Wendy: And so the, the retail forum, was that, so that wasn't the manufacturers, that was actually the retail stores?

Aytul: It's mostly, yeah. I mean there were some manufacturers who visit, they were like 40,000 people who visited the fair. A lot of them were detail.

Wendy: This would be something that the manufacturer would buy into, but this is something that the retailer would put in their store to send the reports to the consumer product

Aytul: companies. Well both to send it to CPGs, also for their own purposes because I mean, detailers, if, if an item is out of stock, detailers is losing customers.[00:14:00]

so they're losing revenue and so yeah, it's very important for them too. Also with the pandemic e-commerce increased and they have to use physical stores to ship from. So it's important that they know real in real time what's available on the shelf so that they decide which store to ship it from or, you know, uh, whether they have enough product in each.

Yeah, so it's very important for retailers too. Right now we are working with Circle K in us. We are doing 10 stores right now.

Wendy: This is your opportunity to ask for referrals. What are your dream stores? Who would you like introductions to?

Aytul: Well, pretty much, you know, all the retailers like Walgreen, cvs on one side Kroger, Walmart Maverick on the other side, we had a lot of those companies actually attending at the N R F Fair.[00:15:00]

So we are, we have started talking to some of these big companies. . Okay. So if

Wendy: anybody knows anybody at Walgreens or c v s, Walmart, Kroger. Yeah, right. Send them over . That's right, that's right. Share this podcast with them cuz this could be game changing for them. Obviously you speak English very well.

Did you develop your software in English? Yes. And then how were you handling different languages?

Aytul: Well, in our company, all our internal communications are in English too. So all our documents, all our presentations, everything is in English. That's our standard language. But the software is very flexible.

We can easily customize it to any language. So in fact, we are doing that in South America. We are it's in Spanish in, you know, in every country. It's a local. Oh, okay. So whenever you get some just wanted in English, but [00:16:00] if they require it it's easy to be, it's uh, it's limited vocabulary, so it's not really a big issue.

Wendy: Oh, good. Okay. So you were very smart and built it from the beginning with limited vocabulary that could be done. Right. . Good. That's one of the big mistakes that I see with other tech companies that they don't think that through. And then later on when they're trying to sell. What have been some of your biggest challenges of selling internationally?

Aytul: Well, we, I mean, being a startup, you never have enough money. So we don't have resources. Marketing. That's one of the challenges. And and also finding hiring people, hiring good sales people is very crucial. So we have hired and hired some people. You know, it takes some time to find the appropriate person.

And you have to be . I mean, you have to physically get together and meet people. Right now with the pandemic, we all [00:17:00] got used to remote meetings. But still physical touch is very important I think, in any kind of relationship. So, you know those are the challenges, right? .

Wendy: And how about like, you don't sound like you're afraid to me at all, but a lot of people have fears of going internationally.

Aytul: Do you have anything in, as I said, we, we were born global from the very first day, so that's, we didn't even think of the alternative. In fact our sales cycles were usually longer in Turkey than in other c. . They didn't trust us as much in Turkey. But now it's changing. Of course. We were not really afraid.

And I, I also lived in US for nine years, so I knew I mean, I knew international life. I was always involved in international projects, so I wasn't afraid, really.

Wendy: How about mistakes? , what mistakes have you made or would you

Aytul: do over? Oh, many, [00:18:00] many mistakes. . Nah, . The important thing is that you learn from your mistakes.

Right. I mean, in the first company I did more mistakes some of them knowingly. For example, I knew that we had to focus and build a product, but to build a product, you have to spend money for, you know several years. And when I started my first company, There was really, the entrepreneurial ecosystem didn't exist in Turkey.

There were no angels, no VCs and I didn't have enough resources. So we were doing projects instead of building a product because we just had to survive. And at one point I was saying we'll go on. If we keep going doing projects, the more projects we do, the faster we'll go on them. Because, you know, the type of projects we did were high.

And it's difficult to estimate the time it would take and all that. So doing projects was a mistake, but I mean, that was just because there was no alternative, just because we didn't have the [00:19:00] money to do products. So how did

Wendy: you get the money to say, we're gonna stop doing projects and gonna focus on

Aytul: building?

Well that, that's when the German company who eventually bought my company, they came as a. . So they injected some money to the company and that's when we started building products. How did

Wendy: you find them to be a partner with you?

Aytul: There actually, uh, there, there's one organization, European Machine Vision Association.

I became a member. It was the most valuable 1000 euro that I paid because it was 1000 euro was the membership fee.

And

Wendy: what was the, what was the name of the organization again?

Aytul: European Machine Vision Association. E M B A. And they have annual meetings where only the C level executives come to those meetings.

And that's where I met the c e o of the company who eventually bought my.

Wendy: Okay. So really like fundraising was [00:20:00] really difficult that at that time, but it was meeting other business owners. That's really interesting because you hear about the different ways to fundraise and competitors, partners, or people that are upstream or downstream from you in the industry, right. Are a good way to do it.

And so, So and you leveraged across countries. You weren't just looking local to find the money. So that's a, you know, I repeat that clearly cuz it's a good reminder for all of us to think creatively about getting them getting the money. So they, they came in as a partner and, and funded you to start doing the

Aytul: development.

Exactly, exactly.

Wendy: Yeah. What other mistakes?

Aytul: What are they? Well I was a technical person. I didn't know anything about finance or accounting. So for example, when the Germans came, they asked me to send a p and l and I didn't, I had to look up Googled to find what p and l is. I mean, that's, I was that ignorant.

I really didn't know much about [00:21:00] financial accounting. So that means some of the decisions I made were not correct financially, but I learned over time, you know

I, I am sure I had, I made many other mistakes along the way, small ones, but again, we just kept learning from them.

Wendy: Yeah. No, that's interesting to talk about it just where you spend your time, how you manage your money, and then how you build your Salesforce. Cuz it also talked like you had some incorrect hires there and you knew to Yeah.

To unload them and to make room for bringing on new. Yeah.

Aytul: Well, the thing is for startup at the beginning, I mean, it's difficult to find good salespeople because first of all, you cannot afford them. And second of all, they don't trust you. I mean, they don't want to risk their careers. If it's a very successful salesperson you know, startup, 90% of the startups fail.

So it's risky to join a startup. So at the beginning, you know it's very hard to find[00:22:00] really good hunter type of salespeople. But over time as we kept expanding, we got better and better people. Yeah.

Wendy: So you have, you were talking about the people in the different countries. You've got somebody in the us, you've got somebody in Europe.

, how are you managing them to make sure, like is there a cohesive culture? Are you all communicating in English? Do you have similar goals? So how, talk to me about your leadership

Aytul: management. Um, well first of all the leaders in each each country is very important. I mean, to have the correct person that sort of manages all the operations there is crucial.

And we have constant meetings. We have like weekly meetings and then we have monthly meetings where all the regional managers get together and we all talk about, you know joint plans, common goals. And like in this, this [00:23:00] summer, in July, we had a strategy meeting for three. Where again, all the global managers joined.

Some of them were able to come to Turkey. Some of them we met remotely. And so that was an alignment meeting, you know, to decide our go-to-market strategy, our product development strategy. So for three days we talked about different aspects of our strategy and everybody is aligned. After that.

Wendy: Do you find that you know, so if you could break down the glow to market strategy, sometimes selling, you know, in a prior interview that I just did, With Amy Conning, she was talking about your go to marketing strategy can be very different depending on what country you're in because the benefits of the messaging are gonna be quite different.

Do you find differences or do you find that because of what your product is, it's more of a globalized message?

Aytul: For us, it's more of a [00:24:00] globalized message because you know, many of our clients have the same problems wherever they are. Some countries, for example, in India, we have more mom and pop shops, so they're, you know, it might be slightly different.

But for, I mean, detailers are pretty much the same. Or we work with global companies like Coca-Cola, Unilever, Don on Kel, who are pretty much, who have the same criteria, same methods everywhere. So for us it is not really that different from country to.

So you're

Wendy: doing it all, all in English now? Like are you translating your website or your

Aytul: Everything is in English, but like some countries, for example, we work in c i s countries like Kazakhstan. They're, they prefer Russian speaking. So we have customer success, people who speak Russian. It just makes communication.

So for most [00:25:00] countries, English is sufficient, but like we have people who speak German, who speak Spanish, who speak Russian. So yeah, that just sort of makes it a little easier for some clients. Okay. And

Wendy: you're such a custom solution for your clients that having that one-to-one person interaction really helps to have a bilingual person there.

Mm-hmm. .

Aytul: Yeah. Yeah. But most of those companies are global companies and their language is English too. So we don't really run into much, many problems. . Okay.

Wendy: Okay. Yeah. So it's just, you know, if you're a tech company providing a high-end solution you can, it sounds like you can have a lot of success with hiring some bilingual for that, that more detailed orientation.

Yeah. What, what recommendations would you have for if they have a product that they wanna take international. . [00:26:00]

Aytul: I think the number one thing is to find a good managing director in the country who knows the region, who knows the field and has good managing capabilities. So I mean that's really the most important thing.

Cause then he can build a team and he can you know, with his contacts, he can start developing a. So that's really number one. We write down everything all the procedures. We, we document everything. So we have a good onboarding strategy for newcomers, for example or for clients.

So people in different countries they don't have to really worry about details. I mean, everything is documented, everything is ready to. . So for a new person, it takes very little time to get used to what's going on in the company. We give very high importance to documentation and then just people, communication.

I mean, we [00:27:00] have to constantly communicate and all go towards the same goal because if everybody has different goals that they want achieve, it just doesn't work. I mean, people have to be aligned. You know, agree with the with the manage. . Yeah.

Wendy: This has been fascinating to hear your journey. I mean, you've, it, it's really been impressive with what you've been able to come up with, develop and then how quickly you've gone internationally.

So I, I appreciate you taking the time to share this information. And listeners, I hope this has been helpful for you. If you know somebody's got a tech company that's launching definitely share now. . I always end the podcast by asking, what's your favorite foreign

Aytul: word? I'd say perseverance or resilience.

Those are the two things that come to me.

Wendy: Okay, so perseverance and resilience. So for you English speakers, that's you know, [00:28:00] English, her original anguish is, is Turkish. So , that's a foreign word for her. So we keep a very loose definition of that. okay. So do you have a, a Turkish word that doesn't have a direct translation? That would be a fun one to add to our vocabulary.

Aytul: Okay. I would say suburb, which is something like patience.

Because you have to be very patient with your customers, with your employees, with whatever you want. So that's

Wendy: okay. And sub,

Aytul: how do you say it, sub s a b i r. Sub.

Wendy: Okay. Patience. That's a good one for all you parents out there. That's a very good one too. business owners and parents. Well, I told thank you so, so much for being on here and if people want to reach out to you, what's the best way to find you?

Aytul: I guess my email. It's should I write it on the chat? Well, you don't mind email, just spell it out

Wendy: for our listeners.

Aytul: Yeah. A [00:29:00] E R C I. E as in Edward, C I L, C as in Charlie, I as in Istanbul, L as in Mary at Vicea, c O. That's V as in

Wendy: Victor. I as intelligent, S as in Sam, P as in Peter, E as in export, R as in.

Rocket, A as in apple, right? So selsa.com?

Aytul: No, not com. C o Oh,

Wendy: co. Yeah. Okay. Glad you got me on that one, . All right. Do you have any final words for our listeners? Well,

Aytul: Thank you for your time and it's really been a pleasure to get to know you and I look forward to seeing you.

Wendy: Well, thank you so much.

And so remember, anybody, if you've got a connection into a retailer, particularly Walgreen, c v s, [00:30:00] Walmart, Kroger, they definitely need to connect with a tool and learn about her program. So forward this along to them, make an introduction and remember to subscribe so you see when we release a new episode, which happens weekly.

Thank you so much. Turn again.

Aytul: Bye-bye.

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