How the Oreo brand creates personalised experiences on

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Seth Adler

mobile and digital customer experience

In this week’s podcast, the Senior Director of Global E-Commerce for Mondelez talks about the challenge of the brands going digital and partnerships with online platforms to help with this.



Ganesh Kashyap is the Senior Director of Global E-Commerce for one of the world’s largest snack companies, Mondelez. He joins host Seth Adler in this week’s podcast interview to share that in order to understand where consumers are going – and be there in an appropriate way – you need to understand where they’ve come from.

The company’s categories and brands are typically sold offline in supermarkets, and consumers go to supermarkets to make their grocery purchases. Biscuits and chocolate may or may not be on that list. It means that when consumers make the decision to buy their groceries online, Kashyap and his team need to make sure that the categories that they play in are available in the online environment. They need to also ensure that consumers are reminded in that environment that these categories are available.

“In China we used the full ecosystem that Alibaba offers to build our brands […] in specifically what we've done with the Oreo brand to deliver more compelling personalised experiences on the Alibaba platform, has been really  phenomenal.”



Seth Adler:  From Mondelez, Ganesh Kashyap. First some supporters to thank, and thank you for listening.

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Senior director of global E-commerce for Mondelez, Ganesh Kashyap joins us, from Customer Experience Management, Asia, where he shares that in order to understand where consumers are going, and be there in an appropriate way, you need to understand where they're coming from. The company's categories and brands are typically sold offline in supermarkets and consumers go to supermarkets to make their grocery purchases. Biscuits and chocolates may or may not be on that list, but it means that when consumers make the decision, over time, to start to buy their groceries online, Ganesh and his team absolutely need to make sure that the categories that they play in are available in the online environment and ensure that consumers are reminded in that environment that these categories are available.

Welcome to CX Network on B2BI. I'm your host, Seth Adler. Download episodes on, or through our app in iTunes, within the iTunes podcast app, and Google Play, or wherever you currently get your podcasts. Ganesh Kashyap.

Ganesh Kashyap:  It's true, it's true that as consumers have shifted online, some categories have shifted faster than others. So if you take some, for example, categories like diapers, in many markets around the world, and more than 50% of the categories are already sold online.

Seth Adler:  Indeed.

Ganesh Kashyap:  Whereas other categories, like candy, have made the shift in a slower fashion. Because candy is an example of what we call an impulse category. An impulse, low value item purchase like candy is often made on the spot, as an impulse purchase decision in the store. Now recreating that online has been a challenge, both for online retailers, as well as brand owners, and that's one of the reasons why the shift has been slow, but that's changing dramatically, now.

Seth Adler:  Indeed. And I say candy bars, Mondelez, I mean, the amount of products that you have and must be responsible for is remarkable.

Ganesh Kashyap:  Well there's a lot of products, and by the way, we look at candy as being different to chocolate. I know you're probably using candy in the generic American.

Seth Adler:  I see. Did I say candy? Yes, of course.

Ganesh Kashyap:  So we have a number of focus areas, specifically, as a company. We have biscuits, as a category, chocolates, gum, candy, beverages, and we also have some brands in the meals categories, like, for example, Philadelphia cheese. So the categories are relatively well defined. There's about four or five categories.

Seth Adler:  Sure.

Ganesh Kashyap:  But the assortment, or the range within the categories, the number of brands, and the number of products, of course there's quite a few of them. Having said that, we do see that there are a specific set of brands like milk, like Cadbury chocolates, like Oreo cookies, that we see as power brands, that are genuinely global in nature.

Seth Adler:  Mm-hmm (affirmative). Everybody knows Oreos, type of thing.

Ganesh Kashyap:  Exactly right.

Seth Adler:  So it sounds like you have to be where customers are going.

Ganesh Kashyap:  Absolutely.

Seth Adler:  You've got a different job than most folks, right?

Ganesh Kashyap:  Yes, yeah.

Seth Adler:  Most folks can kinda go where customers are. You have to be where customers are going. Get into that a little bit.

Ganesh Kashyap:  Sure. So it's true. I mean, look, in order to understand where customers are going, and be there in an appropriate way, you've gotta understand where they've come from.

Seth Adler:  Mm-hmm (affirmative).

Ganesh Kashyap:  Our categories, and our brands, are typically sold in the offline world, in markets like the US, and in supermarkets, right? And consumers, or shoppers, go to supermarkets to make their grocery purchases. So they go in with typically with a shopping list, with a number of items on that list, and biscuits and chocolate and so forth may or may not be on that list, because of their impulsive nature, but that's generally how it works. So that means that when consumers make the decision, over time, to start to buy their groceries online, we've absolutely got to make sure that we are taking the categories that we play in, also to the online environment. And make sure that consumers are reminded, in the online environment, that these categories are now available to be purchased, as part of a basket.

Seth Adler:  Take us through your personal relationship with Alibaba, and your professional relationship with Alibaba. I would imagine it's-

Ganesh Kashyap:  So I look after E-commerce for Mondelez in the Asia, Middle East, and Africa regions. Within that region, there are a few specific countries that are important bets for us, from an E-Commerce point of view. So for example, China, India, select markets in Southeast Asia, and Australia, are right now very important bets for us. And in each of these markets, we work in partnership with major E-commerce players. They may either be online retailers, or they may be online marketplaces, but typically, we work with the leaders in E-commerce, in partnership.

In China, we work with Alibaba, and we also work with They're our two most important partners. And we have a very strong relationship with both. In Alibaba, we've had an excellent relationship, and we have a relationship where we've launched a number of exciting campaigns with them. I believe we used the full ecosystem that Alibaba offers to build our brands, and we can talk more about that, but in specifically what we've done with the Oreo brand, in being able to deliver more compelling personalized experiences on the Alibaba platform, have been really, really, really phenomenal.

Seth Adler:  How so? Dive in there, if you don't mind.

Ganesh Kashyap:  Sure. So Oreo is ... it's been a brand that's in China since 1996. It's got a very high awareness. 80% awareness. And it's a loved brand. It's a brand loved by millions in China. Oreo has got a very distinct and unique brand personality. I think you can, if you have grown up with Oreo, especially given that you're from the states, you would know what I mean. It's got a very distinct brand personality that people have grown up with all their lives, and typically.

Seth Adler:  It's also an experience in and of itself, to-

Ganesh Kashyap:  It's an experience in itself, exactly. So what we've been trying to do is bring that alive on the e-commerce environment in China, 'cause some of the recent things we've done, for example, is last year we launched something called Oreo Color-Filled, which was a campaign in partnership with some specific Chinese contemporary artists, and they designed some artwork for us, for packaging, and then we brought that to life in the online environment, where consumers were able to configure their own box of Oreo. Their own personalized box of Oreo. And that was a phenomenal hit. It really was. I mean it showed us the power of personalization, and it showed us how, in the digital medium, you can engage your consumers in a whole different way.

Seth Adler:  Certainly. Without question. And they can kind of be with you in terms of creating the product itself?

Ganesh Kashyap:  Exactly right. They can be with you in terms of creating the [inaudible] itself, and it gives you a chance to invite consumers to fall in love with a brand again. That's what's exciting about it.

Seth Adler:  You mentioned the ecosystem at Alibaba, and there's other kind of things that have happened, which we can get into. Let's get into them. What did you mean?

Ganesh Kashyap:  Well so in most markets around the world, E-commerce players offer brand owners like us a number of levers to build our brands, okay? That's what I refer to as the ecosystem, so in Alibaba, for example, there is probably the most expansive digital ecosystem that you can find, to actually drive brand growth.

For example we can, first of all, on that platform, specifically target our advertising to be very, very focused, to the profile of consumers that are most relevant for our brands, and our products. We can do that in real time, using data. The second thing we can do is drive more compelling content in terms of live streams and videos on the Alibaba platform. And whenever a consumer, then, engages with the content, and presses "like" for example, they become a brand fan, and then when they're a brand fan, it gives us a chance to re-target them again.

So through a combination of data, media placement, and-

Seth Adler:  Content, almost.

Ganesh Kashyap:  -content, we're able to create a whole ecosystem that allows us to grow our brands in a way that we could never before.

Seth Adler:  That sounds like a much more dynamic experience than I might have with, for instance.

Ganesh Kashyap:  Well I think there's an opportunity for you to absolutely do the same, with the Amazon platform, as well. I think that what you're doing there is the value proposition of Amazon, I think, is about terrific customer service, the widest possible assortment you can find-

Seth Adler:  Mm-hmm (affirmative). The long tell, as they say.

Ganesh Kashyap:  And, exactly, and very compelling prices, great value. Now for a brand owner like us, we absolutely work with Amazon and leverage the data to the extent we can to drive visibility for our brands, on the Amazon platform, but we equally bring other sort of platforms into the mix, to create our own ecosystem, around Amazon. So for example, we work with Google and Facebook to be able to drive campaigns on social media that then drives traffic to Amazon, and grows our brands, as well as our sales.

Seth Adler:  Grows our brands, got it. How are you seeing that actually turn into dollars?

Ganesh Kashyap:  Oh, so the best example would be, for example, the kind of things we do in Amazon in India during big festive seasonal events. And we have a very big chocolate business in India, with the Cadbury's brand. And we, for example, most recently, for a festival in India called Rakhi, which is a celebration of the relationship between brothers and sisters, and by the way, in modern India, brothers and sisters tend to live in different cities, right? And the idea with the festival of Rakhi is that the sister ties a Rakhi, which is like a bracelet, around the brother's wrist, and the brother then offers a present, right?

Now how do you do that, when you don't live in the same city? So we ran a campaign that allowed you to send a box of chocolates, beautifully presented box of chocolates, with a Rakhi bracelet inside the box, that a sister could buy, and have it shipped directly to her brother, and then the brother could reciprocate with a return gift, okay?

Now that, we activated on the Amazon platform in India, most recently. But then we invested very heavily in social media, sort of a buzz for this campaign. Now that's how it drives into sales conversion, because if you are, for example, leafing through Facebook, idly one morning, and you know, in the back of your mind, Rakhi is approaching, and you haven't done anything about it, and then you see a wonderful piece of content around Cadbury that says to you, "Hey, why don't you make your sister's newsfeed this year by sending her a box of chocolates?" You think, well, that's terrific, you engage with the content, and then when you engage with the content, you see it, and you really like what you see, there is a "available now on Amazon" button, which you then press, that takes you directly to the product page on Amazon, and then you're able to place your order there and then.

And that's how you take a consumer from, if you like, a passive state of awareness about a social event, but lack of awareness about this particular offer, who is using social media, and drive them down the sales funnel.

Seth Adler:  Fascinating in a number of ways. I was not aware of that festival, before you just told me about it, but I will certainly be doing something at the next one, for my sister.

Ganesh Kashyap:  Nice.

Seth Adler:  When is this? What time of year is this?

Ganesh Kashyap:  It's typically around August.

Seth Adler:  And that is brilliant. That is, you're really starting from a standing stop. A customer that isn't even standing still, not even looking at the starting line, and then bringing them through to a sale. Wonderful example. The Oreo example, also a fantastic example of product creation, and just being involved with the brand, and creating sales. You seem to have great examples, here. Do you mind giving us a couple of others?

Ganesh Kashyap:  I can give you tons of examples.

Seth Adler:  How long do I have, right?

Ganesh Kashyap:  So the key to winning in this environment is, I think, understanding your category and your brand promise, understanding what the online, or e-commerce player is trying to achieve, as a strategy, and combining the two, or bringing the two together, to drive a compelling offer to a consumer.

So if we pan across from India and China down to Australia, for example, which is also in my region, a very different market to India and China. I mean we, mostly, today, our e-commerce business is with two major supermarket chains in Australia, called Coles and Woolworth's. And Coles and Woolworth's each operate a online storefront, as part of their channel mix, and we work very successfully with both of them, to activate our brands, and bring them to life as part of our shopping mission.

So Coles and Woolworth's, the way it works, is Coles would be, for example, to use Coles as an example, it would be a classic supermarket experience, the way you might find in a Tesco, in the UK, or in the US.

Seth Adler:  Or formerly Woolworth's, in the US, right?

Ganesh Kashyap: Yeah, I guess so.

Seth Adler:  Once upon a time.

Ganesh Kashyap:  And so that means that you're essentially talking about, and especially if they're purchasing online, you're probably talking about a modern family, living in one of the cities that is time poor, and is placing orders for a basket of groceries. And it's, very often, for these ... our research has shown that these kind of shopper trips online for groceries tend to be very rational, and functional in nature. So you build the basket, potentially, over a whole week, because you can think, "Oh, yeah, I've gotta buy milk, and I've gotta buy bread," and you add it to your list. And then potentially one night, on a Thursday night, or whatever, when you're watching TV, you press submit, and you press the order, and you select your delivery window.

Now in that scenario, what is the role for chocolate and biscuits? Especially chocolates. We have a terrific Cadbury business in Australia, as well. We worked with Coles, earlier this year, in April, during Easter, to create a specific Easter fun-box, if you like, that would be fulfilled from the network of Coles Supermarket stores, which was a very differentiated kind of sort of seasonal offer that you couldn't find offline. And so as you're making your shopping trip, you would, of course, know, in the back of your mind, Easter is coming up, you would see a terrific advertisement online that says to you, "Hey, why don't you prepare for your kids' Easter egg hunt that you would run in the backyard?" And you would place an order for this, which would be a beautiful Cadbury box, and inside the Cadbury box would be an assortment of chocolate eggs, and those chocolate eggs would be fulfilled from the store.

So what we would do is ship our packaging to the store network, and then whenever an order comes through, someone in the store would fill the box up and essentially it would be sent to you as a consumer. So that's a great example of how we brought a season to life, an Easter sort of festive season to life, in what would be an otherwise functional, very rational grocery shopper trip, on the online storefront of a supermarket chain.

Seth Adler:  Creating the customer experience.

Ganesh Kashyap:  Creating the customer experience, and doing it in a way that makes sense for that context.

Seth Adler:  Yeah.

Ganesh Kashyap:  Rakhi, in India, a quirky campaign around packing personalization in China, bringing to life Easter and Christmas during a grocery shopper trip in Australia. This is the key. And you would notice in each of these examples that there was a very tight alignment between us and our online retail partner. So that means, in the case of Australia, there was a very tight alignment between us and what Coles were looking to achieve. Similarly with Alibaba in China. Similarly with Amazon in India.

Seth Adler:  So the entire ecosystem, including the customer.

Ganesh Kashyap:  Absolutely right, absolutely.

Seth Adler:  All right. You bring up Australia. You, I know from walking over here with you, that this is where you're from, right?

Ganesh Kashyap:  I'm from Australia, yes.

Seth Adler:  Where'd you grow up?

Ganesh Kashyap:  I grew up in Melbourne.

Seth Adler:  Okay. I've been to Melbourne, I loved it. It did rain when I was there.

Ganesh Kashyap:  It does rain there a bit.

Seth Adler:  Yeah, I had the appropriate experience, in Melbourne, with it raining, and there's the gold stars there, the gold star walk, do you know what I'm talking about?

Ganesh Kashyap:  Yup, yes I do.

Seth Adler:  Fascinating. When you were a kid in Melbourne, what were you into? What excited you?

Ganesh Kashyap:  When I was a kid in Melbourne, I played sports, spent-

Seth Adler:  Cricket?

Ganesh Kashyap:  Yes, played cricket. I wasn't particularly good at it, but I did play cricket. I ... growing up in Melbourne was terrific. It's a wonderful place to grow up. Wonderful place to raise a family. You do experience all four seasons in the one day, that is a drawback. But on the other hand, there's a terrific outdoor lifestyle in all of Australia, but particularly in Melbourne. And there's a wonderful, as you get into your sort of, your youth, there's a wonderful range of sort of culinary experiences. You know, restaurants, and bars, and nightlife, and so forth, which is just phenomenal, in Melbourne.

I think the cultural sort of ... it's known as the cultural capital of Australia, in many ways, although Sydney's artists might disagree, but-

Seth Adler:  Well sure, that's exactly right. That would be the competition, right?

Ganesh Kashyap:  Yeah, that's the competition, that's right.

Seth Adler:  When did your mind realize what you were good at?

Ganesh Kashyap:  So my career has been ... I've done a lot of things, you know? I spent most of my career in consulting, in management consulting, so I-

Seth Adler:  Ah, that's it. I was trying to ... because you're sitting here, you're from Mondelez, and ... Mondelez, or Mondelez? How do you pronounce it?

Ganesh Kashyap:  It's Mondelez.

Seth Adler:  Mondelez, it is. All right.

Ganesh Kashyap:  So Mondelez is actually two words. Mond is the French word for world, and Delez is, I guess, a take on the word delicious. So essentially, it's delicious world.

Seth Adler:  See, and this is research that I could have done when the split happened from Kraft, when they introduced me and everyone else to the word Mondelez, and I thought to myself, "Why are they doing it that way?" And this is why.

Ganesh Kashyap:  Well, when you are an organization like us, that has a portfolio of so many distinct and loved brands, that have been around for a long, long time, what do you call a new company? What do you call a new company that is the owner of these brands that have been around for way longer than the company itself has? You could never do it justice.

So I think Mondelez is the parent company, but what consumers experience is the brands in our portfolio. And to us, those are the assets that we really look to bring to life.

Seth Adler:  So, and totally understood, but now getting back to you revealing the fact that you've been in management consulting, I was ... as you were talking, I'm thinking to myself, what kind of person does Ganesh sound like? And you, of course, sound exactly like a management consultant.

Ganesh Kashyap:  Do I? What does a management consultant sound like?

Seth Adler:  Well, the management consultant has a way of explaining things in a way that everyone can understand it. In a process oriented, structured way of kind of let's take a few steps back, and then now let's dive in, and now you understand what I'm talking about.

Ganesh Kashyap:  Yeah, okay.

Seth Adler:  So how long were you in that line of work?

Ganesh Kashyap:  A long time.

Seth Adler:  Okay.

Ganesh Kashyap:  Over 10 years. I started my career at Deloitte, as a management consultant, primarily in operations and supply chain consulting, in the manufacturing industry. Then I was, for a period of eight years, I was a partner in a boutique consulting firm, which, myself and three other partners built, and we grew the firm to a reasonable size, and we sold that business, actually, and then-

Seth Adler:  Congratulations. That's called an exit, as you know.

Ganesh Kashyap:  Thank you. That's called an exit, exactly. I exited that partnership, and I worked with Bane, which is a very well-known strategy consulting firm. And through Bane, I met Mondelez. Mondelez was a client. And I really fell in love with Mondelez. I really did. I've always loved fast moving consumer goods. I've always loved retail. I've loved the fact that you can walk into any store, and your reality is in that store. And as an employee, you can so relate to the consumer and the shopper experience.

Seth Adler:  Yeah.

Ganesh Kashyap:  So, case-in-point is my children, who, my daughter is 10, and my son is seven, and when I used to tell them I worked in management consulting, their eyes would glaze over, 'cause they would never know what it meant. But now they think I work for a company that makes chocolates, and let me tell you, they've got a view on everything.

Seth Adler:  Yeah, absolute, they go up and down the aisles, offline.

Ganesh Kashyap:  My seven-year-old son will tell me that he doesn't like the new flavor of this, and he loves that, and they're all consumer feedback.

Seth Adler:  Which is nice, of course, for dad, right? Thanks kids, appreciate it.

Ganesh Kashyap:  Exactly, absolutely.

Seth Adler:  But it's also nice for them, they go up and down the aisles offline, go up and down the aisles online-

Ganesh Kashyap:  Oh it's terrific, absolutely right.

Seth Adler:  And you are with them, right?

Ganesh Kashyap:  Exactly.

Seth Adler:  I wonder, as far as fast moving consumer goods, you mentioned you were in supply chain, early on. Essentially, the best example of the supply chain was always FMCG. Is that maybe where that came from, or?

Ganesh Kashyap:  Well, because I've been associated with the manufacturing industry, my whole career, even during my consulting, and FMCG is a part of that industry, over time, I've probably for a five year period prior to joining Mondelez, and I've been with Mondelez for five, close to ten years of my life, has been primarily in fast moving consumer goods and retail.

You're right, it is a ... it's the prime example of supply chain ... both supply chain excellence, as well as where you can see best practice supply chain be showcased. So that's absolutely what I love about it. And it comes to life in my job now. I mean when we talk about working and delivering boxes of chocolates in India, for Rakhi, and you're trying to manage that from one end of the country to the other, to deliver to a consumer's house in hot weather, to ensure that the product gets there, without melting, and great quality, et cetera, that's quite the logistic challenge.

So I love that part of solving for the operational and logistics challenges, needed to deliver a terrific consumer experience.

Seth Adler:  You're using your whole career in the delivery of that product.

Ganesh Kashyap:  I really, really am. I've gotta tell you. I really am, so far. I'm using my full career.

Seth Adler:  Where did you go to school, I wonder?

Ganesh Kashyap:  I went, well in Melbourne, so I went to the local school and-

Seth Adler:  Oh, university, I mean.

Ganesh Kashyap:  University, so university, I went to Monash University, which is-

Seth Adler:  Where's that?

Ganesh Kashyap:  In Melbourne. I studied engineering.

Seth Adler:  I see.

Ganesh Kashyap:  Electrical engineering.

Seth Adler:  And then how did the management consulting folks get you from engineering, I wonder?

Ganesh Kashyap:  Well, actually, my first job, for a very short period of time, was with the Ford motor company.

Seth Adler:  Doing what?

Ganesh Kashyap:  Well, I was a graduate engineer. I was a graduate engineer. I joined as a graduate engineer in Melbourne, and sadly, Ford has very recently pulled out of the country. But back then, Ford used to make cars, and I joined there as a graduate engineer.

But I think, at that stage of my life, I wanted to get ... first of all, I wanted to travel. And secondly, I wanted to experience rapid experiences across many different organizations, and consulting felt like the right fit, so. That's how I ended up-

Seth Adler:  Management consulting will certainly do that for you.

Ganesh Kashyap:  I got a lot of travel and, absolutely, but because of that association with Ford, at the beginning, and my association of having been an engineer, or studied engineering, I was always anchored to the manufacturing sector, right from the beginning.

Seth Adler:  Got it.

Ganesh Kashyap:  I did very little consulting work for banks, for example.

Seth Adler:  Right. So it's home. Manufacturing is home.

Ganesh Kashyap:  Manufacturing was home, right from the beginning.

Seth Adler:  So we could talk all day. Unfortunately, I have three final questions. I'll tell you what they are, and ask you them in order. What's most surprised you at work? And we kinda just dotted the line, as far as your career is concerned. So what's most surprised you at work, that's the first question. What's most surprised you in life? And, on the soundtrack of your life, one track, one song that's gotta be on there. But first things first. From graduating out into Ford, and making your way all the way to Mondelez, what's most surprised you at work?

Ganesh Kashyap:  So I have been, in recent times, amazed at the role ... through all my career, I've seen great leaders rally organizations, and so forth. But I think, through my consulting life, and even through my early years with Mondelez, I was a big believer, you know how there's a concept of a heart and head. I was a big believer in leading with the head. About sort of a rational financially anchored way of leading people, and leading a business.

Seth Adler:  Everybody will understand this, all I have to do is plainly explain it!

Ganesh Kashyap:  Exactly right. And I think that is the way most organizations are managed, but particularly through this establishment of a E-commerce unicorn, if you like, within Mondelez, what I've been amazed by is the power of a vision. And the extent to which it can rally people, in a very large organization. I think I've been amazed at, over the last two to three years, the extent to which we've been able to get people in our own organization at various levels to sort of really get behind this vision of what we're trying to achieve in E-commerce.

And I don't believe that it is the financial results, and the promise of revenue growth, or what have you, that's driving people. I think it's genuinely the impact we can have on consumers, in a whole different way.

Seth Adler:  Totally.

Ganesh Kashyap:  And I think that I've been amazed by the power of that, as a vehicle for getting people to move in a single direction, in a very large company.

Seth Adler:  If I'm working within your organization, and you're telling me we can assist in the relationship between a brother and sister, through our product, that's the heart, right there.

Ganesh Kashyap:  True, true. I mean we've always done that. We've always had offers for those kind of relationships, but in the online environment, we're able to bring that to life in a very different way.

Seth Adler:  Yeah.

Ganesh Kashyap:  And I think that's what has really resonated with the people in our organization.

Seth Adler:  So that's a good one for work. What's most surprised you in life?

Ganesh Kashyap:  Wow. That's a broader question.

Seth Adler:  Indeed.

Ganesh Kashyap:  What continues to surprise me in life is how exciting it is to keep reinventing oneself. I mean I have just ... I feel like I have just done so many different things from starting as an engineer, in the shop floor of a car manufacturing plant, through to implementing process improvements in the supply chain during my years of consulting through to then being a partner and a business owner in a startup which grew into quite a large, midsize organization. Through to then reinventing myself by joining Mondelez, and really immersing myself in the world of fast-moving consumer goods and retail. I just keep surprising myself on how exciting it is to keep reinventing.

Seth Adler:  Yeah. You would expect, well I've been doing this for so long, how does it continue to be new?

Ganesh Kashyap:  How does it continue to be new, so really, that's really exciting stuff. And you learn something every day. You learn something every day.

Seth Adler:  Yeah, absolutely. As long as you're trying to learn something every day.

Ganesh Kashyap:  As long as you're trying to learn something. But it keeps you alive.

Seth Adler:  Certainly. On the soundtrack of your life, one track, one song that's gotta be on there.

Ganesh Kashyap:  One track, one song. Wow. I don't know.

Seth Adler:  Well let me help. You were in university at Melbourne, right? You're getting ready to go out with the boys. What kind of music do we put on in that moment?

Ganesh Kashyap:  What kind of music did we put on at that moment? During my early years, I loved some of the big bands that came out of Australia. INXS and so forth were terrific. When we were going out, we loved, we'd play dance music, or heavy metal, or whatever. I mean those were the kinds of things we ... to get us all fired up. So I can't think of a particular song.

Seth Adler:  No, that's fine. But what INXS song would we mention? 'Cause INXS has not been mentioned yet.

Ganesh Kashyap:  Well, You're One of My Kind. That's a fantastic. There you go, that's probably ... I love that track. I mean that's, they're ...

Seth Adler:  We've done it! Ganesh, thank you so much, really appreciate your time.

Ganesh Kashyap:  Thank you! Cheers. Thank you very much. Appreciate it.

Seth Adler:  And there you have Ganesh Kashyap. Through a combination of data, media placement, and content, we're able to create a whole ecosystem that allows us to grow our brands in a way unlike ever before.

Very much appreciate all of his examples. Ganesh and his time. You and yours. Stay tuned.