Turn Your Community Into Your Top CS Asset: Elevating Your Customer Community Beyond Service
The holy grail of a successful customer community lies in leveraging your most important resource: Your users. In this session, you will learn about implementing systems and strategies to nurture your user base to grow into a self-sustaining peer-to-peer network, which in return will enable your Community Management team to evolve and expand your community into your company’s most important Customer Success asset.
Thanks everybody for coming to our session today.
And our track, where it's all about empowering our customers to help themselves
and to excel
at what they're doing.
Apologies for my voice.
If you were not here last session, I have a bit of a voice issue right now.
My name is Julian.
I'm an Enterprise CSM for Gainsite.
I work at the community product.
So all these topics here, I write up my alley.
And I'm actually super, super excited to have somebody on stage today that I
work with
me for seven years, six or seven years, and I have weekly meetings with them
and I actually
enjoy them.
To have weekly meetings with my customer.
It's our for Gainsite communities, our most active and biggest community that
we have.
So definitely also make sure to pick his brain after the session.
We will share the slides in the recording.
So don't worry about taking pictures of the slides.
We will share that.
Please head to the PULTS app to track for go to the Q&A section.
Ask your questions there, but also there's a poll waiting for you.
So please, please go to the app and be active there.
All shut up.
Welcome to the stage.
Björn Scholzer from O2 Germany.
Give them a warm welcome.
Hi everyone.
I believe most of us in this room are being faced with similar challenges in
our work.
One of them being having to achieve more with less.
So we have to create more value for the company.
We have to make more people buy our stuff.
We have to make less customers leave.
And at the same time, we are not getting more budget for it or more resources.
So in the session, I want to talk about how we can bring your community to the
next level
while leveraging the limited resources we have at hand.
The scope is quite ambitious and complex.
So I asked Ainsight for six hours, but they only gave me 45 minutes.
So I propose that we skip the introduction round in the whole room and I just
go on.
My name is Björn Scholzer.
I've been building and helping communities grow for about 15 years now.
I started out as a community manager in 2010 and since I've grown into a hybrid
of community
architect, strategist and owner.
And I've worked with several companies and several brands in the meantime.
The biggest being O2 Germany.
O2 Germany is one of Germany's great three established mobile network operators
and Internet service providers.
It is part of the global telephonic group.
I joined the O2 Germany community in 2015 as a community consultant and since
2021 I'm the owner of the whole program.
Before I joined, the O2 community was mostly a support community, but it
already showed great potential for more because of the ever-growing peer-to-
peer support.
So we started to expand the scope of the O2 community to also cover brand,
product and innovation.
And our goal was to create a self-sustaining network that covers all steps in
the customer lifecycle,
while at the same time covering the whole product development cycle.
A few new numbers about the community and where we stand today.
We have about 800,000 registered users.
We have almost 2.5 million posts online.
In the community they are working 25 moderators and community managers.
About 60% of all solutions are peer-to-peer solutions.
Almost every day a new product review is being published.
And this year alone we have done already 10 feedback projects.
Today I want to share some of the measures and some of the strategies we've
implemented during the past years.
And yeah, hopefully you'll get something out of it.
Most of our communities launch with the mission to reduce support costs,
which means that the very first thing you want to establish is that your
community becomes the best destination for everything service related.
Because you quickly need to provide value for both your customers and your
bosses.
At the same time you might be competing against other touch points your company
already has.
Like a live chat bot, maybe even a classic hotline.
So you are competing against real-time channels.
So how can you stand out from the very beginning?
You have to prove that your community is an easy and fast-paced source for help
and solutions.
Because like I just said you are competing against real-time touch points.
This means that from the start you have to become the destination for fast and
valuable support.
So what you should do?
If your customers fail at other touch points your community will step in and
help.
If your team doesn't have a solution to a question they never send users away.
Instead they get the information themselves and provide the solution in the
community.
If several users have the same question over time you turn your solution into
an FAQ or a tutorial.
Your user should see that your community provides quick solutions, is easy to
use and provides added value right from the start.
So now we have established a basic support routine for our community platform.
What's next?
Now we are ready to scale and now it's time to actually doing the community
thing.
But how can you scale up when you can hire more moderators or community
managers and how can you make your platform inviting so that it really becomes
a community?
You start helping your users to help themselves and help each other.
This one is controversial I know that your goal is to free up your own
resources.
You aim to make yourself redundant as support and service moderators.
You will never get there because there will always be a need for individual
support but you can go a long way when you scale your moderation and you let
peer to peer evolve.
So start enabling your users to provide solutions and help them share their
knowledge.
You can do this by sharing your own knowledge.
You can do this by being accountable and by giving room for peer to peer
interaction.
As soon as your community starts to pick up pace it's time for you to adjust
your own response times.
If you are always the first to respond to a topic then your public helped us
but not a community.
But then it's important to also ask questions, to give context and to always
close the loop.
If your users resolve their problem on their own, ask them to share their
solution.
If you need to pull a conversation to a private message post a public follow up
to tell everyone how the issue was solved
and always be open and transparent with your information.
Every solution you give, every follow up question you ask, every additional
information you provide isn't just aimed at the person who asked the question.
It's aimed at everyone who will ever read this topic.
The more you give, the more your users can learn and eventually they will ask
those follow up questions themselves.
They will provide the solutions themselves, they will link to the additional
information themselves so you don't have to anymore.
So please, please, please make sure that something like this never happens in
your community.
I just mentioned that you should scale back on your response time so let's
quickly dive into that.
What you see here is a workflow that I created for the O2 community. We call it
concierge workflow. It's based on the hospitality industry.
A few years ago, we suddenly got tons of new users and new questions coming in.
At the highest peak it was about 5,000 a month.
So we had a huge backlog and we couldn't keep up anymore. So I created the conc
ierge role.
While the moderators work on a first in first out basis, the concierge job is
to monitor the community near real time.
The concierge needs to make a quick decision based on a few questions.
It's the topic and the pain point time sensitive. Does it have escalation
potential?
Then you respond immediately and you give it to the moderation now.
Can the question be answered peer to peer? Then let it sit for 24 hours.
If after 24 hours the solution hasn't been provided by the community. Then you
can step in.
You can provide the solution. You can provide additional information and your
users can learn.
It's a topic a customer support issue. Or do you need more information before
you can even help?
Then you can respond immediately. You can ask for more information.
And your moderation team or the community can step in after.
Also, you always try to empower your users. You can break it down into three
rules.
Be welcoming and show early present like concierge. Empower peer to peer
engagement.
And also escalate to the classic moderation when the concierge can't solve it
within one click and one single action.
Next up, we want to look at an example of how a moderator can do that.
You can see here the moderator welcomes the user to the community. They provide
support.
They also provide a link to a self-service resource. Then they ask a question
to better understand the issue.
If the user now responds, then you have a real conversation going on and
hopefully other users can chime in.
For me, that's community one-on-one. A moderator is doing a good job, but they
can do better.
So, where are we now? We have established a basic peer-to-peer support.
Because of that, we have freed some of our resources. And now we can extend the
scope.
We can now talk about feedback and we can talk about customer experience.
People will give you feedback in your community whether you ask for it or not.
So, I recommend that you stop, collaborate and listen.
Listen to their feedback very carefully and then collaborate with your product
team to fix their pain points.
If you can evolve your community to become a customer experience hub, then you
can become a very powerful asset in your own company.
So, now it's time to make use of the resources you saved and you start becoming
an advocate for your users.
Like I just said, your customers will give you feedback about the experience
they make with your product.
It could be hidden in a question. It could look like a throwaway comment.
It could be a long ass rant about a very specific function they are having
trouble with your product.
It could be anything. So, the very first step now is to actually find the pain
points.
With content monitoring, your goal is now to identify the pain points, to
evaluate the urgency and to create the content
so later your product team can get actionable items out of it.
So, have processes in place that let you stay on top of your content no matter
if it's automatic or manual.
With CX service, you can start to actually ask users questions about their
customer experience.
One example is the classic net promoter score.
You can enhance your existing NPS survey and ask users why they voted the way
they did.
And automatically you get tons of new feedback.
Also, you can launch a community feedback program that directly connects your
product team with your community.
I will talk about this in a moment.
Now that you're gathering feedback, it's time to actually do something with it.
Your role as a community team now is to become the customer's advocate.
You are already open for their feedback, so that's good.
You show them that you care, that you understand, and that their opinions
matter.
And now you have to actually deliver.
It's time to turn their pain points into laugh points.
So, get in touch with your product team, show them the pain points, show how
many of your customers are affected, show possible solutions, get their
feedback, let the product team explain what will be done and when and stay in
the loop.
And let, and then be transparent with your community.
Be honest what happens with your feedback, what will be picked up and when,
what won't be picked up and why.
Customers understand that every pain point or every future request can be
delivered, but you have to be honest and transparent about it.
So, now how can you really boost your community in terms of customer experience
Like I just said, by creating a community feedback program.
In the community we call it Auto Beta Vergstad or Auto Beta Workshop.
And we have found that it's a win-win-win situation.
The program adds great value for our product teams because they can directly
talk to our customers who are using our product.
It makes our users feel seen and be heard because they have influence in the
product they use.
And it positions our community as the destination for customer centric exchange
So, let's have a quick look at how your feedback program will fit your product
development cycle.
This is a simplified version of a product development cycle.
It includes all the steps of the voice.
It includes all the steps where the voice of the customers can have an
influence in the development cycle.
In the research phase, your product team can use the community to find out the
needs and wants of the customers.
In the development stage, your product team can test first prototypes and they
can get feedback about the user journey they are thinking of.
Then there's a beta testing phase, you can let your community test for bugs,
you can test the actual user journey,
and you can get feedback about feature priorities.
And you won't stop after the launch because after the product is launched, you
can again listen to the community in terms of bugs and pain points
and you can find out the best cause for future updates.
It could be its own session to talk about how to launch and grow a community
feedback program.
We don't have time.
So, I won't go into detail about the different kinds you can launch, but I want
to talk about the basic principles that every feedback program should follow.
So, no matter if you start an ideation program or if you do market research
surveys, if you launch a beta testing program or something else,
there are some rules that you should follow in my opinion.
First, don't waste anyone's time.
Second, be precise in what you want out of the project.
Always ask precise questions.
Third, what do users get out of it when they join?
Then, keep a conversation going, ask follow-up questions, don't make it a one-
way street.
And very, very important, let the participants know what will happen with their
feedback.
In the end, you want them to trust you with their time and with their feedback.
You want them to be motivated for the next project because they see that their
opinions and their influence matters and makes for a better product.
And you also want to have that they have a sense of ownership and become an
advocate for the product.
You want them to feel proud and say, "Hey, I was part of making this product."
By now, this scope of our community has already expanded.
We started with support and now we've added customer experience value.
The users start to trust us with their time, they leave feedback, and we have
started processes to make use of it.
So, now it's time to focus on building a strong community where people really
feel like they belong.
And that's why you want to get to know your users.
I believe this is the hardest thing about evolving a community.
Enabling your users and your team to build relationships and a strong community
culture with shared values, with shared norms, with a sense of belonging,
and constant encouragement to participate.
You can do automation for a lot of stuff, but you cannot automate personal
relationships.
So, this process takes time and it takes manual effort.
Earlier when I talked about the concierge workflow, I mentioned peer-to-peer
empowerment.
So, how can you bring the right users together?
How do you know which users provide the most value?
And how can you successfully invite them to make your community and your
products better?
I want to share the engagement letter.
The engagement letter is one of the most essential tasks in my opinion.
Your engagement letter can be based on so many things.
For example, your gamification concept, your product feedback program, your
community education,
and other added values you add to your community.
What you see here is a simplified version of the engagement letter we built for
the O2 community.
It basically works like a funnel.
It starts with the first contact, usually when a customer needs support.
If they have a good first experience, they will come back the next time they
need support.
If your community is inviting and sticky, then they will start to engage in
topics that go beyond their own service needs.
They will become active in other topics.
They will start to give feedback.
And their main motivation will slowly change over time.
And so progress it further.
Until you reach the highest level, where the users come to your community on a
weekly or even daily basis,
then it's not about getting support anymore.
Those users probably know more about your product than you do.
They feel a sense of belonging.
They want to share their knowledge.
Their main motivator becomes the community itself, which means they build
relationships and they thrive on the recognition.
They get for being active, constructive and influential.
The hard part about all this, people won't climb the ladder on their own.
You have to understand their motivations, you have to understand their needs,
you have to build real relationships with them,
and you have to give back to them.
Now, let's measure how successful we are in converting users from one step of
the engagement ladder to the next one.
And that's where the activation funnel comes in handy.
On the left you can see the stress-roads we have defined for activity levels.
And on the right, you can see an example of how many people made the next step.
For example, here 1% of the visitors have registered for the community.
Of those who have registered, 50% have been active at least once, and so on.
So, depending on your numbers, you can find out at what stages of the
engagement ladder you are losing to many users.
And then you can work on optimizing your touch points, your recognition, your
benefits, your gamification and so on.
By the way, I had about 10 of those KPI slides, but like I said, we don't have
6 hours.
So, if you want to ask about KPI, just use the poll, and we can talk about it.
In the next part, I want to talk about using all that we have established so
far, and how we can get to the next level.
So, the question now is, how can we convert as many people as possible from
feeling like they are a guest,
to feeling like they really belong in our community?
How can we really establish a community in the original sense of the word?
First, let's have a look at the most important users in our community, our
super users, and our potential super users.
Your super users are the most important resource in your community.
They provide solutions, they give you constant feedback, they often recognize
pain points before you do.
They give authentic purchasing advice to others, and they do many other things.
They want to trust you with their time and their effort, and they are willing
to advocate for you when you get criticized.
So, what should you offer them in return to prove that you trust them, that you
appreciate them in their time,
that you appreciate their loyalty and value their opinions?
In my opinion, it's as much as possible, and it doesn't need to be monetary.
In the O2 community, we basically treat our super users as an extension to our
community team.
For that, we created our community expert program.
We are a team. We are all in this together.
We shape the community together, and our inner circle is a safe space.
When we started the community expert program, in the early days, we appointed
super users based on how they gave peer-to-peer support.
With all the new scopes we introduced, like product reviews and beta testing,
we redefined our selection strategy,
we optimized the recognition, and we added new touch points and benefits.
Today, our selection strategy is mostly based on soft factors.
Of course, we still look at activity and engagement in other KPIs for pre-
selection,
but then it is about things like the tone of voice, the way they interact with
other users and our team,
and if the character matches our team values.
Let's have a quick look at our super users strategy.
For example, we know they are interested because we have to build a
relationship with them.
We mentioned them when we believe their expertise will add value to a topic.
Then, every expert has their own mentor/body from the community team.
They receive a personal appointment letter from me when we invite them to
become part of the expert program.
They sign an NDA, so we can share much more information with them.
Also, we can do confidential feedback projects with them, and they get special
permissions to moderate the content because we trust them to do this.
We invite them to workshops and many other things.
In short, we trust them with information and permissions.
We give them direct access to the team and to the company, and we give them
lots of public recognition and appreciation.
Let's get back to the example.
This one I call CommunityPro.
The moderator now pulls in the super user into the conversation.
This way, the super user can do the peer-to-peer support themselves, but they
also feel seen and appreciated, and they have a stage to shine.
And for us, it's less work.
Next, I want to pick up one topic again that is very, very important to me.
Your community wins or lose based on how you as a community team live your
community.
Like I said earlier, you cannot automate a personal relationship, and it takes
constant manual effort to build an inviting, trusting, and healthy community.
In the long run, users will be loyal to you if you are loyal to them.
They will trust you if you show that you are trustworthy.
They will feel a sense of belonging when you make them feel like they belong.
Your users can only give back to you what you give to them.
You lead by example.
So, if you want your users to help each other and help themselves, then you
have to give them all the information and the tools they need.
And you have to know your users so you can connect the right people with each
other.
By the way, it works the other way around too.
If your users know you, then they get to connect in a very different way with
you.
If you want your users to give your product feedback, then you have to be open
about what's happened with it.
And you have to mean what you say, be accountable.
If they feel like it's a one way street, then their motivation will quickly
fade and you will struggle to find any users who are willing to give you their
time.
If you want your users to be understanding and forgiving when something doesn't
work as expected, then you have to be transparent with why things aren't
working the way they do.
If you want users to be advocates for you and for your product, then you have
to be ready for honest feedback.
Which brings me to the next topic.
Compared to marketing, peer-to-peer recommendations carry more weight.
People trust product recommendations from people they know.
And they trust real consumer opinions online.
So, in my opinion, it makes total sense to open up your community for product
reviews.
This way, you turn your community into a trusted source for purchasing advice.
You don't need to advertise your product yourself because your community is a
trusting place for your customers to recommend your products within each other.
And if they criticize your product, then you get the chance to turn their pain
points into laugh points.
As you can see on the slide, your community can bring in a lot of value to
every step of the customer journey.
Your community can create very positive first impression.
You can connect your advocate to your prospect.
Your community can make people trust that they aren't just buying a product,
but they are also getting great support
and they can have influence in making the product better.
With the help of the community, they can learn how to get the best out of the
product
and they can become an advocate themselves.
So, the circle closes.
So, my recommendation, be bold and let your customers post product reviews in
your community.
Now we have all the building blocks and everything can come together.
We have implemented strategies and workflows to let our customers success power
has grow.
Our community now is self-sufficient in terms of support and self-service.
We gather feedback and we fix pain points.
We have a community feedback program that brings your product team and your
customers together.
We have open and transparent communication. Our community is inviting.
We are building great relationships with our users, especially our super users.
And we are a trusted source for peer-to-peer recommendation.
So, now with all this, you can enjoy the magic of the self-sustaining community
Your community now offers high-quality peer-to-peer solution, which will help
your SEO visibility.
More people will visit your community because you cover their service needs.
They will find trustworthy peer-to-peer support.
They will see how inviting the communities and the content will improve their
customer experience.
So, they stay and they start engaging, which leads to more peer-to-peer
interaction,
which will people find on search engines, which will bring new people to the
community.
The membership base will grow because of all the different use cases you can
provide.
The larger your community, the more credible it becomes, which will drive more
users to your community, and so on.
So, let's have a final look at our example.
With all the right strategies and all the right workflows, your team can now
become the community MVP.
We are welcoming, we provide support, we give additional context and
information, we are engaging,
we connect our users with each other, we make our most important users feel
seen and appreciated,
and we also invite everybody to make their products better.
That's it? You have won the Internet.
I believe you have now successfully elevated your community beyond service.
Congratulations.
Thank you so much, Pierre. Thank you. Wonderful session.
Packed with information, I bet a ton of you will probably download the slides
later and review that in your own time.
Please connect also with him on LinkedIn. He's very friendly. He likes to
respond also there and help you.
If there are any questions, we have a ton of questions, so we try to cover them
, but I think you also offered.
If we cannot cover your question, please also repost it on LinkedIn and we are
happy to help you there.
I'm off for closing the loop, like I said, so no question gets an answer.
Great. Let's go to the Q&A.
First, actually, at the poll. I'm very curious about it.
What maturity stage is your community? I'd love to see that.
It's actually matching what I see in our customer base.
We have a lot of, especially B2B communities, that are more in the crawl and
walk phase,
where we get more and more up and running, I think, as well.
I think this is also right where your presentation comes in handy.
Going beyond support, going beyond that, and really having something that
provides more value than just self-service.
Super, super interesting. Thanks for participating in the poll.
So, what a question to start with. Great talk. I'm curious.
Who are your moderators? Are they just volunteers from your community? Is their
remuneration involved?
Or are they full-time employees sitting in the community team?
Quick question. Your moderators are part of Telefonica.
We have a customer success team, and we have a team of, like I said, 25
moderators and community managers.
A lot of them initially started in the one-on-one support, like hotline, email,
chat and stuff.
So, when they came to the community, they had to learn a lot.
So, because it's a completely different world out there if you're talking to
the whole world potentially.
So, we try to educate our moderators to become a real community manager.
And it takes time, it takes effort.
And we also kind of need and ask them to be also open, because I don't believe
that you can be a great community manager if you aren't able to share anything
from yourself.
So, that's one of the characteristics we are also looking for, that people are
willing to be outgoing in a way.
But, yeah, it's a team of moderators, and we are trying to establish them as a
community team and community managers.
And I think this is probably the most efficient also, because then these people
that train, they know what they're doing on the community.
It's not just transactional, here's your answer, buy exactly what you're
showing in your slides.
I want to point out, in B2B also interesting dynamics, I have some customers
that even employ their partners on the community.
So, you're a partner, we give you exposure on the community, you help us with a
quota of questions answered or articles co-created.
So, there are also models like this where you can also get other resources.
Maybe, I'm not part of the company to help you.
Not necessarily moderate, but definitely help providing answers as well.
How do you compare the service value of the community with other traditional
support channels?
That's a good one.
That's a good one.
It all depends on trust, I would say.
So, if you have done a good job in your community over years, I would say,
then people will quickly get a feeling about how trustworthy the content and
the community is.
You can very quickly get a sense of how people are interacting with each other,
if it's respectful,
if they are there friendly with each other.
And this also transports to the actual solutions and stuff.
So, I believe if your community is inviting and people feel a sense of
belonging and they feel like they are being heard and being seen,
then I believe the service value to be much higher than compared to one-on-one
situation.
Especially when in our case, we want the community to be the destination, like
I said in the beginning.
Users will fail at other touch points.
And our mission is that no one gets left behind.
So, we never send anyone away.
So, I think this also builds trust.
That they say, "Okay, on the hotline, no one could help me.
The chatbot is useless." And the automated stuff I get recommended, it doesn't
work for me.
And we grab them and we don't let them go until their problem is solved.
Just in case there might be also a ROI, KPI kind of business impact angle to
this question that also,
maybe that's also a way to interpret the question.
If you want to look at the ROI of a community support versus hotline, emails,
whatever.
Of course, emails you can see how many tickets are coming in, how many people
are creating tickets for community.
If you look at value there, never underestimate the power of the lurkers.
People are just reading along, getting their value from that.
Not just saying like we have 50 people asking a question and they did not ask a
question to support.
It's actually hundreds of people that will read that in the future and get
their value from that.
So never ever make the mistake of underestimating the power of the lurkers.
Most service communities have exit service where they ask,
"Did you cover the question? Did you find the solution here? Would you have
content as otherwise?"
And then I have a percentage that I can just project on the general traffic
that I'm seeing.
And that's that I can say we saved 500 tickets from being created this month.
So maybe one answer to that. One very important KPI for us is the deflection
rate, the call deflections.
So that's one thing that we are being tasked with.
Our hotline costs money per user calling. It's two and a half years or
something like this.
So every call the people don't make is money saved for the company.
So what we do is we have like an exit survey and we ask,
"Did the community help with your issue?" Yes or no? If they say yes,
then we ask the follow-up question, "Would you have otherwise called the
hotline?"
If they say yes to both, then we have all the information we need to calculate
the deflection rate.
And would I like also to try to say there's a bit more to be to be and not just
customer support because people are also asking me questions.
That's also an angle or an implementation manager. I think persona did that.
Like on the persona community you're asking, "Would you have contacted the
company otherwise?"
So you can make it more generic but get a general impact on that.
How much you actually added value or just ask, "Did the community help with
what you tried to achieve today?"
Let's go to the next question.
"How have you managed closing the look with customers when product team don't
want to guarantee,
realization and/or timeline?" Yeah.
Never happens, Alex. Never. Never.
It takes years. It takes years and it takes a lot of internal marketing
and it takes being bold and being courageous and sometimes it takes doing stuff
just because you feel like it's the right thing to do and later you have the
proof.
And so what I want to say is that I'm working for a big company and they are
risk-averse
and up to today a lot of people that are working in engineering and IT and
stuff,
they have the mindset of why do the customers need, why it's broken.
They can see it's broken.
Let me work on my stuff and if I don't have to tell you how long it would take
and what is wrong,
it would be done faster.
So we had to do a lot of groundwork to show them actually it helps.
It helps bring people's emotion down, it helps to get people to understand that
not everything can be working perfectly.
And so I don't have like a blueprint.
But generally you have to make people trust that your experience tops their
stereotype.
And I think also working with product is a process right?
Like you learn and you evolve from that.
But like two thoughts maybe about this.
First of all, never not respond.
Like close the loop if you say like I don't have the information or I don't
know. Like it's better to go back to the customer rather than like leaving them out
in the rain.
It's a super poor experience that will not come back to the community.
So even if I don't have information I'll share that with you.
Second, manage expectations.
For us we have an ideation module where people can submit ideas and upload them
Like you also did not go to the customer as you say give me all the ideas in
the world.
Tell us what we should do.
Like you know change your brand color to like green whatever.
You limited the scope.
And that's a very good way for a product team to ease also there and to like
that process.
If you say like look we're going to work on this area of the product.
Share all the ideas about this area.
And then you can contain the risk a little bit more maybe.
Yeah.
I think it was one of the slides where I said be precise in knowing what you
want and be precise in knowing what to ask for.
Yeah.
I'm afraid we had a time.
It's time for lunch.
Probably you're belly-scenting.
That's grab some food.
The other questions again we have some time also here if you want to join and
have a good discussion. But thanks a lot for coming.
Thank you guys.
[Applause]
(applause)
