So Sharon we know that man extensions are really important for a brand success and long term strategy and brands are always trying to then extend in different directions. But are there limits to where they can go to be successful? It's a good question. So let me ask you this, would you buy coke popcorn? That sounds a little bit too much for me. Why did you say well, you know the flavor of coke popcorn or the idea of mixing those two things I hear you. So as it turns out, your cultural background says a lot about how you process brand extensions and you know the way you categorize them. So for westerners who tend to think analytically if something's in the same category, like two things with the brand coke, you assume that they have the same features like their flavor. So you assume that coke popcorn is going to taste like coke. But for people who think holistically and these are people more in Eastern cultures, they don't assume that they categorize things more relational, li like the same use education, the same consumption situation. So an easterner might say, I could drink my coke and eat my coke popcorn at the movies and that makes sense to them, right? It fits together in terms of the relationship, not in terms of the actual features of the brand. So this is kind of interesting and then it suggests that for Eastern cultures you can stretch a brand farther and that's what research suggests. So people might say, I can put my Sony camera inside my Sony file cabinet right? Where for a westerner it would be like, what does file cabinets have to do with camera equipment? We worry in the west much more about the fit between the brand and its extension. So the research does suggest that a brand can stretch farther and especially if it's a more functional kind of brand. You have more flexibility in Eastern societies to kind of link brands together and make them feel harmonious. So this seems to have a lot of implications when companies are going to a different geography. And if they had a pattern of in the past have been extended profusely, like an Eastern brand that comes to the west and then Samson for instance, and then all the opposite. And if you have a brand like from the U. S. Going to china or to India, they may have possibilities of expression a little bit more than they did in the hallmark. Exactly! As long as the relationships make sense, then the brand can be accepted. So Carlos, when we think about brands that have reached the status of a cultural icon, like brands like Mercedes Benz in Germany or coke in the U. S. Or Disney. Do you think that there are examples of any foreign brands that have gone into a new market and developed cultural icon status. That's a very good question. And it's something that we typically we think here in the United States, iconic american brands. We don't easily think about foreign brands then you would assume that that's the norm, that brands can only be iconic in their home market. But actually what research shows is that it can happen in other markets and particularly so in developing markets where the history of brands is more recent and in many developing markets you have relatively newer brands and in what happened in those markets in many cases is that western brands went to these markets very very early on in in in the time when these markets were starting to open up to capitalism and you know, market forces. So when we think about iconic american brands, many of those are very, very old brands, 100 years or more, you know if you think coke or levi's or even you know, many of the pro And gamble brands are very, very old brands. So they had a lot of time to really become iconic or develop that connection with the culture in the us market. But you go to markets, you know, in Latin America or in East Asia and then you don't have too many brands that are new in China. There's pretty, no, no, no no brands that are more than 30 or 40 years old. But in many of these more Western brand went early on and if they started developing the market in a more local adaptation strategy trying to establish connections with the local culture then eventually down the road, Although people recognized the brands as foreign, they might still have embraced it as part of the culture. And I have a good example when I conducted research in my home country Venezuela and I measure the iconic levels of you know, the most popular brands there. You know, many of local powerful brands emerged at the top and you know, I have examples, two or three brands that are very, very iconic but also foreign brands that have been in the country for many, many years, like like Heinz for instance, you know, ketchup Heinz being in, in in Venezuela before the local competitor emerged. And actually the level of iconic city for Venezuelans of Heinz is higher than that of the local competitor which is marketed by one of the most powerful consumer goods company in the country. And the reason is because Heinz very early on adapted the product to the local culture with advertising. That was very relevant for Venezuelans, Venezuelans have come to really embrace Heinz as a local brand and you know, I've talked to my friends in India and they say, yeah, that's true, you know, we have many examples of brands that we consider to be kind of very strong indian brands that are really british because of the history of british colonization in India and how much then those brands became part of kind of the history of the country. That's fascinating. So really that longevity plus that culturally aware kind of tailoring to the local market can lead you to an iconic status. Yes, absolutely.