What can artificial intelligence do and what can’t it do?

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Introduction

Nice to have you with us again for another episode of Digital 4 Productivity. Don’t let the background noise disturb you. I’m on the road again. The background noise will be gone in a moment, but what will be here in a moment is the complete recording of my keynote on artificial intelligence as the opening keynote of this year’s Handelskraft conference. The main aim here was to awaken a strategic view of the topic of AI, because “Fools want tools and Fools with artificial intelligence make the disaster faster”. With this in mind, I hope you enjoy watching and listening to my keynote and wish you lots of inspiration and ideas. Yours, Thorsten Jekel. How does technology often find its way into companies today? Strategically, planned, rationally. Or like this. Via the golf course. Because at some point it wasn’t cool to turn up on the golf course with a Blackberry. And then the manager called IT and said: I need a new Tamagotchi now too. I need a new technology. And what I experienced when the iPhone and iPad came up, I’m also experiencing now with AI. There are people who will eventually have more gadgets than hands.

And when I look at the whole topic of AI tools, you end up with more tools than anything else. Productive work, often not the case. And I’ve brought along a photo from one of the last board meetings, which sometimes looks like this. And the bad news for you: Fools I don’t want tools. And you may know the saying “A fool with a tool is still a fool”. I’ll add to that in the age of AI, in the age of AI. “A fool with artificial intelligence makes the disaster faster”. And that’s why I’d like to give you the mindset to start with today. After all, an opening keynote is about setting the mood, the tone for the day, what you take away with you. And when I look at the retail sector, for example, when some players look like this, is it a question of technology? I notice much more often that that’s not the bottleneck. And I’ll give you the living proof to the contrary. The living counter-evidence looks something like this: It’s a ladies’ boutique in Hamburg. And you say: What does a ladies’ boutique have to do with this topic? Not alone, but when I’m there with my wife.

Because the great thing is, there’s this wonderfully comfortable sofa. There’s a coffee machine next to it. In summer there’s a perfect draft, so I can enjoy a nice beer. I have magazines for us men and when my wife asks how it looks on her, I can of course tell my wife how great she looks in what she’s just picked out without getting up. What do they do? They solve a highly relevant problem for me. Of course, you can also do that with technology. So if you look at the new Adidas stores, for example, where I say I’m there, I think a sneaker is great and then it’s not in my size, then I can go to the display myself or even with an employee and can then get the whole thing and can then ask: Okay, would you like to pick it up in the store or would you like it sent to your home? Is it the technology? No, it’s the system. It would be the same as you see here: Not in store, Try online, See a staff member for free, next day delivery. Simple paper, poster. And I always have my T-shirt with me at the gigs I do, where I always say: If the slides don’t work, you can see the most important message right here at the front.

First switch on the brain, then the technology. And ideally in such a way that it is simply a mega cool custom experience. Because when I look at it, there are of course great concepts. Here, for example, in 2019, I was at one of the first Amazon Go outlets in Rockefeller Center. It took me about 20 minutes to even get in there on my cell phone. Now I was someone who really wanted to get in there to try it out, but I was the only one in there. And if you were in there, the customer experience was only so-so. Let me show you Amazon Go in Austrian. This is Tyrol. So I don’t know, who’s ever been to the ski resort where you see these wooden huts? So a few hands go up. Exactly, that means if you need some fruit or vegetables on a Sunday after skiing, you can go into one of those huts. I don’t even know if this one camera that was hanging there was even active, if it worked. It was absolutely low-tech, a piece of paper, a trust fund, a custom experience. Does that mean back to the roots? No. You can also link things intelligently, like our colleagues at Bäko do, for example.

They have the cashierless store, where the customer simply goes in with her normal existing card or with her eWallet, goes in and the AI automatically recognizes what the customer takes in, what the customer returns, on the basis of cameras, on the basis of trolleys, on the basis of interfaces to the coffee machines. And the great thing is simply that when she goes to the checkout, you can see that there are several people here who are being served wonderfully, they can take something out and the cashier doesn’t have to worry about how to count change and what to give back, but she can take care of the people and that’s the basic idea. And on the other hand, she can take out these bottles and get another coffee, so she goes back to the cashier who no longer has a till. Well, how often are you in a store, have already paid and just don’t queue again because I say: Oh, I’ve already paid, now leave it. So the topic: what impulse purchases do we take with us? So “be more human”.

Our colleagues in Dubai have already demonstrated this to us over ten years ago. When I got on at a metro station, I could order my groceries there and pick them up either at home or at the metro station where I got off. Incidentally, we don’t necessarily always have to look abroad. There are also intelligent concepts, like at Stuttgart Central Station. And the issue that you always have with you, I experience again and again that people say: What technology, what tools? No. The most important thing is to solve a relevant customer problem, both in B2B and B2C. And another saying also applies here, namely “relevance before frills”. Of course I can add a bell and some technical stuff, but the mechanics behind it are much more important. And mechanics sounds so mechanical. We have people and people don’t want to take the same cup as everyone else, but people want to have individualized things. Some retailers have recognized this. I can personalize my own shirt in some Super Dry stores or, like here, in a Polo, Ralph Laurin store. And the great thing about AI is that you can now personalize things that you couldn’t personalize in the past. I don’t think any of you write any newsletters today without a salutation.

Today you no longer have to write videos without a personalized salutation. Let me show you what it looks like. Hi, Emma. Welcome to HeyGen Personalized Video. This is Wayne, Co-Founder and Chief Product Officer at HeyGen. Hi, Justin. Welcome to HeyGen Personalized Video. This is Wayne, Co-Founder and Chief Product Officer at HeyGen. And it’s not just the volume that blows me away, but what I find totally brilliant is that you only recorded this video once. And you not only have the option of personalizing this text, but also the voice. And the brilliant thing is, I worked with my own digital twin at a conference six months ago and the quality was still like this. So if you look at it, that was just under six months ago. I am Thorsten Jekel’s digital twin. Whenever he’s looking after his customers personally, I’m there to provide support. And now you might be saying: that’s always a bit spooky. Can you use that? Guys, better done than perfect. I was at a very small competition about half a year ago. There were 45 participants. After this competition, I sent everyone a video personalized with AI and have already generated six orders from it.

The important thing is that the system works, and that’s what quality looks like today. Today, I’m there in real life, but if I can’t be there, I just pop in with my digital twin. Is it perfect? No, but hopefully you can get a feel for how fast this development is. And Mario Androtti, quite a famous racing driver, once said: If you have everything under control, you’re too slow. And if you wait until the stuff is finished, then there are others who once said quite relaxed: Is the Bürgerstärker clear? Pass it on the right. If you slow down, you lose. And we are extremely good at two things in Germany. If you look at the expectations over time, we’re like this, we’ve just said wonderfully on the subject of AI: Wow, AI, wonderful. Then we say: Wow, AI, great. AI saves the world. It works really well. Dr. Miriam Meckle and Lea Steinaker have just written a very good book on the subject of AI and in their interviews they rightly point out that there will be many disappointments in the field of AI in 2024. Because that’s clearly the next thing: you try it out, you probably know it too, you say: ChatGPT will save the world. Then you enter something and think: Must be male. It’s not really intelligent.

The good news is that sticking with it helps you to be really productive and not chase after the latest hype. Not even when a hype is superseded. The topic of Metaverse was one of the things that had previously been driven through the journalistic village. Nobody hears anything about Metaverse now. Believe me, every car company has an Apple Vision Pro right now. Because they are dealing with the topic of customer experience and are saying: Hey, wait a minute. Now I put one in a BMW 5 Series and it says: These are now black leather upholstery. Is it also available in light beige? He says: No problem. Can you stay seated? He takes out his iPhone and switches to light beige on his glasses in a quality that you can’t see. And then he says: You know what? Now you’ve got the thing almost fully equipped. Just take a smaller machine, then you can take a seven-series BMW. And I switch from augmented reality to virtual reality, and suddenly he’s sitting in a BMW 7 Series. Of course, a device for 4,000 dollars is not a consumer device, but it is important to understand the possibilities that exist in the B2B and B2C sectors.

And what you can also do, I can simply – and this is exactly the topic – I can hyper-personalize with these things. And not only in German, but also in other languages. And what I’m showing you, what you saw earlier, these personalized videos, it’s not rocket science, you can do it yourself. And what you can also do yourself is something that this car dealer did. There was a presentation of a new vehicle and the next day he simply stood up, put an iPhone in his apprentice’s hand and said: Let’s get started. Today we’re introducing you to the brand-new Volkswagen ID7, the new electric flagship from Volkswagen. Now you might be on the Dutch border. Do you also have Dutch customers? No problem. One upload at Handjain two minutes later in Dutch. Vandaag we present the glutnieme Volkswagen ID7 to jullie. Or in French if you prefer. Aujourd’hui, nous vous présentons la toute nouvelle Volkswagen ID7, le nouveau vaisseau Amiral Electric de Volkswagen. And the whole thing is completely lip-synced, so you can shoot it right away. What you’ve seen now is target group customers.

I have another customer, Meiko Spültechnik, who had this for employees. They had an international management meeting and said that we have a challenge, namely alignment. So we have taken up the cause of sustainability, corporate social responsibility and respectful interaction. And how do we get this into the countries? And they have produced wonderful videos where the CEO and the CEO and the CEO have made really great videos on the subject of sustainability, in German. So, what did we do? We translated it into 20 languages with HeyGen, which had a huge effect in terms of being able to drive things forward in the organization in a completely different way. So always in the direction of the customer and also in the direction of the organization. In other words, you can also use it to hyper-internationalize. And all things that you can already implement today. I’m always one to say that everyone is talking about AI, but it’s not yet in everyone’s hands. And in the meantime, it’s gotten to the point where it’s in everyone’s hands, where there are things that are no longer rocket science. On the other hand, I also say when I hear that AI is replacing humans in sales, for example, in customer contact. Bullshit.

In future, people will want to buy from people. That will continue to be the case. And if you look at the example of Bäko, the aim is to be more human. Or even in times of skills shortages. Hands up, who has staffing problems, i.e. getting people, getting good people? Some hands go up. At Bäko, for example, they are solving the problem that bakeries in some villages simply no longer have enough staff and so they can say, I can still provide a local supply in rural areas with one person. And when I look at this topic of AI, AI is a misleading term for me, as it originally means artificial intelligence. For me, AI/AI is augmented intelligence. It’s a tool, a documentation: I’m becoming even more powerful there. And then you’re driving a Porsche instead of a Polo. And then you’re sure that you’re on the right road in the right direction, a bit faster. If I’m on the right road, then even the 911 won’t help me. Keyword also: Mercedes-Benz in the USA had a problem. And that was when people in the USA said: I think that’s a great car.

And selling cars in the USA works a little differently than in Germany. So if you tell someone on Saturday who says: I think the E-Class is great, you say: I have to wait another nine months for it. Then they say: Did you really smoke? I want to take the car with me. So now they were at the car and they said: Yes, I think it’s great, the car. Then they had a structural problem, which you can see, it still has exit doors. Then the salesman said: Let’s go back to the office, and one or two of them turned off again. What did they do? They thought about it: How can I make it almost impossible for the customer to simply abandon their digital or analog shopping cart the moment they say: I want to buy, by saying: You want the cart? Not an issue. Please sign here. Is this the latest Shiny Bling Bling iPad? No, first generation iPad. But they have understood the system. That’s precisely the issue of relevance instead of frippery. And if you look at the present, and if I look at how Tesla does it, they’re already using it that way.

If you configure a Tesla in the USA, you have a relatively high probability that the phone will ring. And it will sound something like this. Hello? Hey, James. Yeah, who’s this? Hey, James. It’s Alexander from Tesla Motors. How’s your day going so far? It’s going pretty good, man. How about yourself? You said from Tesla, right? Is the car company?

Yeah, that’s right.

I’m calling from Tesla Motors, the car company. Did you have any trouble or questions while customizing your car on our website? No, we were just shopping around and just taking… I’ll break it off at this point, but it’s very exciting, it goes on. He then asks him, not just: Why are you stopping by? He asks him: What kind of car do you drive? Why Tesla? When are you going to buy a new one? And whatever he does, he arranges a test drive afterwards. Highly successful mechanics, saying: I just use … and that’s not a human being, as you can imagine. And now some people are saying: Yeah, that’s kind of cheesy. People don’t want to be called. That’s not a person, that sounds like: It works. And we also have a lot of people in B2B who say that it’s not a question of whether the button is nice because it’s red or green, it’s a professional split test. And they simply say: What works? Make more of the gram that works. And that works. And also the technology that is available. And the Hey-Gents I mentioned earlier are currently in beta for the next step.

And that means streaming avatar. Streaming avatar means that it will be possible to embed the digital avatar of me that you saw with the light blue jacket on the website. In other words, I will be able to talk to my digital twin when you call or when I contact you. You can already do this today with standard things and in the near future you’ll even be able to do it with your own digital twin. All technology where I say available today is possible. And you know, I’m always looking at the topic of systematics. And it’s always this balance, technology, systematics, both are important. And at Coca-Cola, for example, there was a Viking number one that I was allowed to accompany for a while. Viking number one because he is Dehne, Ulrich Nehhammer. Secondly, because he is very, very clear. And he stood in front of the team at the 10:30 a.m. management meeting on Tuesday morning and said: “Guys, we have a problem. If we are somewhere and someone says: I want a fridge from Coca-Cola, then we need four weeks until this fridge is with the customer. Four weeks where we don’t make any sales, the customer doesn’t make any sales, Pepsi can get in or Red Bull. And then he asked the right question.

He didn’t say: “How can we get this done a bit faster?”, but stood up and said: “What do we have to do to get a refrigerator to the customer in 24 hours? Or was it even quieter than it is now in the room? Then you can imagine that the average age of the sales force was around 50. Of course, they all said: “Yay, we can finally do everything differently to what we’ve been doing for the last 30 years. So there was a lot of enthusiasm in the room. The brilliant thing was that he didn’t let it get him down at all and said: We’re going to go through with it. And he then created a solution where, when they were in a kiosk like that, they used iPads so that the customer would say: Okay, I’d like to have this fridge. And then, a few years ago, they were able to use augmented reality on the iPad to say: This is what your fridge looks like. And the intelligent thing is when a sales representative is outside – you probably know the ones who are close to sales: Every sales representative always wants to have all the figures in the CRM system. But they should get them in somewhere by osmosis. So I take it from your reaction that you know this. What did they do?

They said they simply scan this refrigerator with the iPad and the refrigerator says: Okay, what’s our Red Score? In other words, they integrated metrics and said: Okay, we measure how good is our rate, and said: What are we talking about? And what is the trend? And the whole thing is simply very, very simple for sales representatives. In addition, they made it easy for the sales force by creating so-called Pictures of Excellence where I could go through the market with the customer and say: Here are the Pictures of Excellence. In other words, what did Coca-Cola do? Very consistently said: Okay, what are our goals that we want to achieve? For which customers? How do we have to change our processes for this and how do we have to develop our employees and our IT systems accordingly? Conversely, of course, they also said: Okay, there is new technology like augmented reality. What can I do with it? I can use it to prevent returns if the fridge is three centimetres too wide, so I can use it to optimize the process again. I make the customer happy and achieve the corresponding goals. Were all the employees super excited? Yes, because they all got new iPads.

1400 people with new iPads who all said: Super cool. Up to the point where we said: Buy the way, in two months we’ll collect all your laptops. i need my laptop. I’m not leaving without my laptop. And then Viking number one asked the only right question: Will you sell one more crate of Coke if you do this with the laptop? And there weren’t that many yes answers. In other words, here’s a tip: if you introduce something new with every new system, it’s a good idea to replace at least one system. Now, of course, there were smart sales representatives. I’m familiar with that. I started in sales at Nixdorff in ’88. The boss can say: Yes, now you just have to use the tool? Yes, there’s just Good Old Paper. So that’s not an issue either. What did Ulrich do? Ulrich said: So, please give me a list of the sales representatives who made sure that this iPad was still there in its original packaging, free of jams, and who didn’t use it. Give me half a day’s training on this subject and tell me which of the 1,400 sales representatives don’t know me like that. And what did he do?

Had me make him fit for half a day. Monday morning at 7 a.m. he stands in front of the door of a sales representative and says: “I’m a colleague from the office, I’d like a ride. Nobody told me: I’m already here. I’m sorry, I’m going for a ride. They drive to the first kiosk, they say: Great, cool That’s good for me, then I think it’s great, I want it. So order placed, great. The sales representative takes out his paperwork and says: Here, form and sign. The customer says: When will I get it? three, four weeks. olrie, that was good, but why didn’t you do it on the iPad? customers don’t like that and it’s so impersonal and no, that’s much better. can I have a go? He goes out to the next customer, who says: “Here, this fridge. Ulrie holds up his iPad and says: “Here, it’s three centimeters too wide. Does this model work? He says: Great. He says: The placement is based on Nielsen, based on our SAP, based on our Salesforce data and so on. So they’ve been working with Salesforce Einstein with AI for a long time. in the AI-supported proposal for an initial placement, you can have it tomorrow.

They go out, says the outside lienzer: Chapeau. Then Ulrich says: Yes, you now? Can you demonstrate? Okay, one more time. Now he does it again and next time he has to do it himself. In the evening, Ulrich Nehmer gets out of the car: What does a salesman do when an office worker gets out of the car, he grabs his cell phone, calls his best buddy and says: “You, today I had someone from the office with me. That was the first one you were able to take to the customer. He says: Let’s say, what was his name? you, I have to look at my note, he says: Ulrik Nehmer. are you crazy? you went with our top boss and didn’t get the message? Well, at that moment I would have loved to have been in the car, because I think his face color probably went through all shades of color. But you can imagine how difficult it is afterwards to say that none of this works when the old one is doing it? And we can talk a lot about concepts, we can talk a lot about leadership. There is nothing more effective than setting an example of digital change. And when I look at this, including this topic: How digital are people? How productive are they?

For me, there are these two levels and the four quadrants. When I look at them, there are question marks that are neither digital nor productive. Then I say: Okay, it’s time for a clarifying conversation. Then there are the digital dinosaurs, as I affectionately call them, who aren’t particularly digital, but who know the business inside out. They can learn a lot from the digital toy children, who always have the latest Tamagotchi, for example many CEOs who are there to become astronauts together. And when I read the book, the publication on this conference, I was very, very happy to see that it’s not always just the young who are so digitally inclined and not always those who, like me, have been young a little longer who are not so digitally inclined. I’m happy to leave my prejudices to one side. And finally, when I look at McKinsey’s The State of AI once a year, it’s an exciting study and they looked at: what are the top performers or others?

And both are 100% and those who are already doing quite well are much more concerned with the issue of reducing costs than those who are doing really well. Because those who are doing excellently are much more concerned with the next two questions, namely how to build up new business areas with the help of AI and how to make the profitable core business even more profitable. Of course, they are also concerned with the question of how to incorporate value-added features and AI into the products. But – and here we come full circle. Is he doing it right? How do they do it right? With my credo: Switch on the brain first, then the technology. Thank you very much.

Moderator:

Thorsten, many thanks from me too. I think that’s landed well. Let’s sit down for a moment, let’s talk about it some more.

Thorsten Jekel:

Yes, very, very gladly.

Moderator:

Thorsten, you once said that successful companies don’t build dams, they ride the technology wave. You also used the nice analogy of the Porsche and the Polo on the real road. You travel internationally a lot, you actually live more in competition than at home, as you told me, you get to know a lot of people from B2C and B2B. How many companies would you say are currently, let’s limit ourselves to Germany, already on the right road in the Porsche when it comes to AI?

Thorsten Jekel:

Can I be honest? Gladly. Single-digit percentage. Okay.

And in your opinion, is this due to the fact that they haven’t yet switched on their brains, haven’t yet reached the point of being systematic or technical? What is it due to?

Unfortunately, it’s often simply because the management culture in corporate structures in particular – I know this from my own experience – is often more of a risk-avoidance culture. In other words, people have learned that the moment I make a mistake, I get a slap on the wrist. So I try not to make mistakes wherever possible. And if I do make one, I try not to get caught out. So my wife is watching Stromberg, the series, a bit in the evening. I think the worst thing about this series is that about 90% of it is roughly congruent with what I see here in German companies when it comes to leadership and error culture. Okay.

Moderator:

You showed us the great example of Ulrich. Of course, it makes a lot of sense for him to get involved. I could imagine how many employees Coca-Cola has in Germany alone.

Thorsten Jekel:

So 1,400 in the field, over 2,000 in total.

Moderator:

Now it’s probably not logistically possible for Ulrich to get into all the cars of all the sales employees. What happens afterwards? So there’s this phone call and he says: “Man, you can’t imagine, today was the first one from the back office that you can take with you. What happens after that? How is this passed on to the company?

Thorsten Jekel:

Yes, so what they have done very consistently is, firstly, to set clear targets from the top down. Secondly, word gets around about lighthouses faster than you think, even with 1400 people. Word got around very quickly. Thirdly, they have changed the meeting structure. Like many companies, Coca-Cola used to have sales meetings every four weeks where the sales representatives always said why they couldn’t sell more because the IT wasn’t working, the back office wasn’t working, I couldn’t deliver the goods. So always this justification number. What did they do? They did a daily. Each team agreed for itself, what time do we meet in the morning? Most of them did it at 7:15 a.m., 25 minutes, the whole thing was totally staggered, right up to the point where they said that if they said 7:15 a.m. and someone came at 7:17 a.m., the door was locked and they couldn’t get in. Incidentally, Ulrich once did the same thing, he was on the wrong side of the door with a top manager from Atlanta at 7:17. He didn’t get in. So again, this issue of leadership and consistency. And they integrated flash training into this structure, which they did.

In other words, once a week they integrated the ten-minute training part and said: Okay, there’s a new flavor now, Fanta, Knoblach, Gurkenuss, for example. Then they just present it once. And they did a short sales training session once a week, always with a clear structure and low-tech. So when I came in, they had digital whiteboards, which we threw out because the question was always: How many fridges did you put up yesterday? How many fridges will you put up tomorrow? And they were more concerned with the question of how I can somehow change the color on this digital whiteboard than with the question: How can I sell more? In other words, we got rid of them, just threw them out, used metal whiteboards and simply worked together as a team in an agile way. And that is an issue of leadership and meeting culture. My good friend Hubertus Kuhnt, who also used to support this Vision Area project at Coca-Cola for many years, also looks at things like leadership, meeting culture and, of course, sensible technology.

Moderator:

All right. I actually have a lot more questions about that. But there were also questions from the audience. Gladly. Thorsten, apart from Coca-Cola, do you have any other best practices for bringing this change process into the company and mastering it?

Thorsten Jekel:

Yes, the challenge is of course always the question of how far you can talk about it. With Bayer, for example, you also have a great best practice, so for me it’s a topic where I say, which you also accompany. So for me, it’s a typical example where I say a very conservative, rather, industry, as I perceive it, but then simply say from the management side: Okay, I think that’s always step one, and that you have managers who do two things, who say: What is the strategic framework? In which direction do we want to go? First engaging brain, then technology. And I haven’t even shown the back yet. What does it say on the back? simply use technology. In other words, take a look at it: What do I have? Who then just look: What kind of illuminated dreams do I have? And by the way, I’ll be there all day. So I can also be a bit more open in smaller conversations when it comes to customer recognition.

Moderator:

Yes, first of all, thank you again for the flowers earlier. Thank you for mentioning the book about the conference, the Handelskraft 2024 trend book, which Thorsten read through in just a few hours. You can also find it over at Vanessa and Gregor’s desk in the entrance area and you’ll also find the example that Thorsten just mentioned. Thank you very much for that. One more question from the audience: Where is the best place to start with AI? Well, that’s a difficult question. How do I identify the opportunities that can take my company forward?

Thorsten Jekel:

A good place to start is at C-level. Ideally, if you get to grips with it a bit, you can say: What can AI do? I often have CEOs who say: “Man, I don’t understand the IT people. I need someone who has somehow done IT and another MBA and combines the two. I think it’s always important to have a sparring partner who knows both worlds at management level. And then it’s a good idea to have what I always call small A-teams. So these small innovation teams, where I say they are also freed to a certain extent from some of the IT restrictions of larger companies, like at Beiwahr. They are not allowed to do everything, all employees, but the innovation team, they are simply allowed to try things out and that you can then say, for example at Kohler, these vision area teams, they first tested them completely as a separate organization, then integrated them afterwards So start small and simply try, try, try, do more of what works well and rather do less really well than do 125,000 things at once. And then, just like you have here at the conference, there are also a bunch of best practices in the book. It’s a great place to take a look: Gosh, what great best practices are there?

Moderator:

I think you should join our marketing department. Thank you very much for that. I have definitely …

Thorsten Jekel:

That was a second question. I hope I’ve answered that one too.

Moderator:

Yes, there were two questions. Exactly. I actually had a few more questions, but our timer tells us that time is running out. Thorsten has already said it. Thorsten is still here all day. Go up to him, ask your questions. I am blissfully happy. Thank you very much for this great opening. I’ll say goodbye back to the audience and carry on. Wonderful. Thank you very much. Okay.

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