Once you actually develop your value proposition, you start moving into the four P's, what I call the four P's. And I'm sure if anyone's ever taken any marketing or business classes, this is pretty standard. But I think it's important in positioning to see how we've positioned management ability. So remember that slide I showed where it was like, here's the portal, here's what it actually in layman's terms. Okay, now here's just so you get some appreciation for marketing. This is actually how we marketed it. What we did first of all was we took away what we call speeds and feeds so you don't focus on your features. You focus on the value it's going to bring for your persona. And so what we did was we created this image and sometimes the image is worth our pictures worth a thousand words. Like in software and in tangible, it's important for people to understand what it is. So what we actually positioned manage mobility as was a way for the persona being the VP of business development was a way for him to provide these hosted software services. So in the cloud, you're able to provide mobile device management, you're able to provide mobile security and you're able to provide application management for your enterprise. We highlighted certain features that we felt were differentiators. So that's also important for when you position your product. You should obviously know who your competitors are and how your product differs from them. So we talked about the fact that this offering was multi-tenant. Multi-tenant is important from a technical perspective because it enables these carriers to scale their offering and offer this software platform in multiple instances without additional costs. So that was an important feature that we felt we needed to highlight. The fact that this offering was rich and robust and it was also built on best and industry mobile device management standards. And we supported all at that time, we supported all the latest devices. And we also integrated with existing systems such as telecom expense management. And we also advertised the fact that you could white label that portal meaning you can configure it to any of your own branding standards. So it looks like your own offering. So for example, if you're Verizon, you can have a Verizon-themed web portal. And the way that our slogan, so to speak, was that, you know, manage mobility was a software solution that enabled partners to provide device management and security via mobility as a service. And mobility as a service is an interesting term that we actually championed as SIBASE. So the other important tidbit that I'll throw out there is if you're marketing, it's best to know what's going on in the industry. So remember three years ago, you heard of a thing called software as a service. It's still very much prevalent in today like Salesforce.com is a competitive example. But that at the time was an emerging trend that we saw that was very important in the industry, the idea that you can get your software from the cloud. So we kind of hung on to that idea. And this idea of as a service, you can provide this software as a service. So again, important to note these things. Here we developed how the product was going to look from a marketing perspective. So that's the first P in positioning. We developed the price. So a lot of people think marketing is all about, so I work with a lot of technical people. I'm going to profess this. Some people always think marketing and not Wayne. I'm not calling him out. But some people think marketing is putting lipstick on things or like, oh, we're going to develop something that looks pretty. That's not it actually. It's about forming what I'm going through right now is these four P's. So it's pretty, it is pretty important. So the price is another thing that people often think marketing people aren't involved in. But we are. The interesting thing about managed mobility was at the time we weren't only launching a new product. We were actually launching a whole new business model. So this, and actually I want to encourage you to think about when you actually launch your mobile applications, you should look at, this is very important on how you decide to go to market for pricing because the way that we decided to go to market was through a whole different pricing model. So we kind of even created our own market, which was very interesting at the time. The way that we priced our model required some education on behalf of our partners because our partners were launching this business model for the first time as well. So they're pros and cons to this approach. I'll talk about that later. The way that we priced managed mobility, managed mobility required an infrastructure investment, which was our software and obviously they needed hardware to host. And then they would create offerings to their end users on a per dollar per month per user basis. And then they, our partners would attract obviously customers or SMBs that want to take that service and offer it out even more. And then they would pilot and go live. So this is kind of a typical example that we'd walk through with our partners when we're saying, okay, there's this new market space. You should really be offering managed mobility as a service. And here's kind of where our pricing fits in. Here's kind of how you should maybe think about pricing this offering. It was very much a business development discussion with our partners. A pro to this was because it was never done like this market space was very new to us. We were able to define the pricing and define the market space. A con was because we were defining this space, it sometimes took some time to have those discussions with our partners. And so from a business development perspective, it was a like the sales process because we had to have those conversations. It wasn't the simplest of pricing structures at the time. The third P is where, where are we going to sell this? So we decided to sell managed mobility through North American Europe. And the reason why we decided to do this is, well obviously our sales force was a key deciding factor. So we had a sales force presence within SyVase in North American Europe. And so using that sales force obviously made us choose these locations. And I also mentioned, I think I mentioned this before, but the fact that managed mobility was a very much business development effort. It was the way that the marketing describes it. We specifically chose to market it as a very simplistic, you know, in the cloud offering. And the reality was that it was a combination of a lot of different software products. And it was very much a relationship based business development effort to sell this product. It wasn't like someone can go to an app store and download it. You needed some installation help to get this thing off the ground. So that's where we positioned it. And then we get to the promotion, which is what a lot of people think marketing is just about as promotion. So the interesting thing I wanted people to note about promotion is, and this is something that I've learned through working with our team and then being privileged to work with such experienced folks is that you need to know how you're going to measure success prior to doing anything. Because if you don't know what your success looks like, then your promotion is not going to achieve what you want. Our manage mobility, success for us was based on a revenue target. So we had a revenue target for that product. And we knew that any promotion we did should be driving towards that revenue target. So when we get to consumer marketing, the consumer at marketing, our success looks a little different. So that'll be, it'll be interesting for you guys to see the two differences. So knowing that we had a target for sales that year, I'm going to bring up our sample promotion plan. So it's a spreadsheet. It's not very attractive, but it kind of outlines the activities that we went towards. And I'll talk a little bit about it more so of how we went about in the year 2011 building up this offering. So in Q1, so these are quarters for those that aren't familiar with acronyms. We spent around the first quarter really defining what this offering was and spending a lot of time enabling our sales force to secure deals with customers. So we actually spent a lot of time educating our sales force on the pricing model, on the legal aspects of actually setting up one of these deals. We actually had to create legal templates. There was a lot of back office infrastructure that went into this offering before we even brought it to the market and could do some of the more fun creative things in marketing. After we developed our MRD, we knew there was a market, we knew that there was viability, we obviously had the feasibility part. The offering was already built. We had a customer, we had legal contracts. We built a simple business PowerPoint and a technical PowerPoint, and then we had a big kickoff with our sales force. And we had a very nice press release that we issued with Accenture because we actually secured a deal with Accenture.