Challenge of specialty prescription that's a really big thing. And that's now starting to come under the microscope. Why? Because, disease and drugs, drugs I should say, affecting less than 2% of the US population in 2012 accounted for 25% of the country total drug spent. Do you think that's sustainable? I personally don't think it is sustainable at all. What if that number here goes to 20% of people? Then you have gone through the roof, alright? We already bankrupt as a country, but then everybody's bankrupt then. So from my perspective. you know it's going to be very, very interesting to see what happens within the next five to ten years, in terms of pricing. The other thing we talked about is -- and you have heard this from other lecturers, owning the patients. If you own the patients from the moment, y'know, even before diagnostic so you create wellness program, you become now a solution provider. Rather than a product seller, that's another perspective. and you are offering both diagnostics, drugs, follow on, so you are really now offering a service. And, there's a lot more of that going on. Now the issue is, you know, it's happening because they are realizing that it's. really they can't be in the old model anymore. Another thing that's interesting is the new sales force. The sales reps who comes in, you know was before the xerox, or a copier sales guy or, or a woman, and was really, really sharp at selling ice to Eskimos. is now going to have a very tough time to get in the door. Why? Because they don't understand the whole thing. Now if they are retrained and all that they can be, you know, meant to be to understand this but the new sales forces now what is called more of a customer relationship manager, they have to and they have m.ds, you have p.h.d.s, you have economists, you have mbas. where you have to really understand and you are really having new sets of skills that you didn't necessarily need to have before. Where you can negotiate pricing, where you can really understand, you know, what an ROI is. You where you can understand, you know, demand and from the payer's perspective. So that becomes very, very. Important in retraining these sales organizations. You also don't need as big of a sales force as you need to. So again that's something that's very interesting. There was study that was done actually a few years ago where people say well what if all traditional former reps went away? And you know they based this on the fact the number of. Calls that were made by reps was going downhill. There was less and less reps as I told you before because physicians didn't want to see them any more. Well, you know, some countries like France and I believe other countries in Europe, the government has actually been thinking about banning sales force altogether. Because they entice the physicians to prescribe, unnecessary drugs that sometime, y'know, the physician need to have un, you remember that word, unbiased, information? Well, they believe that the sales force does not provide unbiased information. And are they right, I don't, I wouldn't say they are 100% right but they are not 100% wrong either. Unfortunately, it's never, you know, black or white, it's always a grey matter. And it depends on the ethics of the rep, it depends on how the rep is compensated, it depends on the ethics of the company. It depends on the ethics of the physician as well. Depending if he can make a profit out of it. So it's the whole chain. And, instead, you know, since they can't control the whole chain they decided, well, let's try to see if we could go away with a rep. So there's a new potential thinking that is, well, what if, and this has happened, this happened in an industry that was actually. and the same, conundrum that the pharma industry is which is the insurance company industry, the insurance companies used to have really, really large sales force and they would go and knock on doors, you know? The sales rep working, well they realized many many years ago that didn't work. The retail investment on these reps. Was very little, so they created independent reps, where basically you could have the same thing in pharma so you would have let's say an independent representative, basically a businessperson, who would carry in their bag and let's say they are specialized in cardiovascular disease. Well, I carry in my bag products from Merck, from Bristol-Myers Squibb, from Pfizer. From J and J, from Navantis, from whoever. Okay, and all I do is cardiovascular disease and I have, all I have is scientific data with the claims that each one of these companies have that has been sealed and rubber stamped by the regulatory agencies. And when I go and talk to the physicians, I open a portfolio. But when I go talk to the payer, I open portfolio and here are the products. And these products now have to stand on their own two feet. Which one is best? Which one is, you know, more effective? Which one has better safety profile? Which one has a better pharma economic outcome? I can tell you, I don't see this happening any time soon, personally, because just imagine, you tell me you're going to put all my products into the same bag and you aren't going to detail all of them and basically you're going to let these people choose, I want you, I don't want them to choose. I want you to tell them what's best for them. 'Kay? So it's really, really interesting from that perspective, but that's another perspective. that could potentially happen. I put this slide here in conclusion just to again give you, you know, again this summarize basically almost everything, but to give you an idea from the promotional side as to all the things you have to think about. And, really when you look at this. You know, it's a very, it's very complex, it's becoming more complex because of what we are doing right now, and when you are thinking about marketing, these are all the issues you have to think about. And this is not, again, exhaustive, but if you can think already about all this stuff, you are already far ahead. All right. That's all. Thank you.