 Hello to everybody. Welcome to our next innovation talk. I think I have to ask Olivier, but I'm quite sure that this is number six in our series. So we had a lot of interesting topics over the last months and it was really interesting to see how you all ask questions and I hope that we get a lot of questions again today. The last talk we had was about creativity. One of the first ones we had was about artificial intelligence. Another one was about data and the usage of data. So we had very different topics and today we are bringing them all together and we are bringing them all together within one mile or let me say the last mile. The last mile you have to go until you are at the post box. So what we are talking today now is about the last mile in your marketing and of course the post box where this is all going. I just heard that our postal carrier was coming and about 10 minutes ago I got something in my post box. So after this talk I have to go outside and to look what he brought me which might be interesting. Before we really start I would like Olivier to send a short welcome from the UPU because the UPU Direct Marketing Advisory Board are the ones who are making all of this possible. So giving over to Olivier. Thank you, thank you Martin and welcome to you all from everywhere. Good morning, good afternoon, good evening. It's great to see such diverse countries. It's fantastic thanks to the technologies now. We can talk together in such a simple way and that's fantastic. As Martin said it's a number six of our innovation series organized by the UPU Direct Marketing Advisory Board. We are very proud of that innovation series. We are very happy of the success that all those different webinars had. And again today with the number of participants were over 150 resistance participants. Welcome to you all. This series was organized by the Direct Marketing Advisory Board of the Universal Postal Union. That's a group of postal operators and a private sector direct marketers that are interested in discussing direct marketing. Its future is business the way we do business in this direct marketing space. And very interested also to talk about innovations and what the future is for us. And so you're more than welcome to join our discussions to join our group. It's an open group. Contact us if you're interested to work with us in the direct marketing topics. And this last innovation talk today is the last one. I said the last because it's the last of the season before the summer break. It's not the last forever. Of course we're going to continue given the success we have. But that's the last before the summer break. And what better topic to close a series or a chapter. What a better topic than the last mile. We will have the chance to hear two great speakers today. And we're going to have a bit of a deep dive into the marketing value of innovation in the last mile delivery. As I said we have two great speakers. Josie Hansen and Jack Simmons. Josie I know him for years and I'm sure that with him we will surely travel outside the box again. And that's I'm really looking forward to it. And with Jack I think we're going to open the box. So we're going to go outside the box with Josie and we're going to open the box with Jack. So with this I close my opening remarks. I wish you a very good webinar. Enjoy it. And have a happy summer. Stay safe. And back to you Martin. Thanks Olivier for not only saying hello to everybody but as well for making this series possible. And I'm quite happy that you said that we will do this carry this on. So we should think about a nice cliffhanger at the end of today so that you all stay over the summer. Very interested what we will have to what we are doing afterwards. Like a good series you have to have a good cliffhanger I think. So but anyway let's start now. And I'm very happy to have with me already here Josie Anson. And he is he has a very interesting title. So he is well he is CEO. So he's chief executive officer from Eupido. But by the way he is a postal economist. I really like that title. To be honest it was the first time I ever heard of this title. But I think it's interesting to think about postal and economy and to put this together to make out of that a postal economist. He is a data guy. He is loving artificial intelligence. He is there for the last mile. He worked for the UPU in the past but he worked for the World Bank and the World Trade Organization as well. So it looks like he has a lot of knowledge. And today he is talking to us about the last mile. We are nearing the post box. We are not there yet but we are nearing the post box. So I would say over to you Josie and have a lot of fun. We are really interested in what you can talk to us today. If you click on the two icons again you can share the screen and then we can start with your presentation. And please unmute yourself. Good afternoon everybody from Switzerland. Before showing my presentation I would like to thank Olivier, Abbey, Martin for having me on board together with the speakers this afternoon. So I'm glad to show how we can leverage the last mile delivery data for better direct marketing. I'm going to share now my screen so that you can also see the slides. That's it. So last mile to innovation. Let's start with a point. Normally we end things with a point. We end sentences with a point but here we start with a point. And why starting with this point today? Because this is one of the main challenges marketers have to overcome. They are still very much working with single points. And it's a pity because working with single points, you can imagine those single points are points of sales, visits to the website that is trying to sell something to someone. But this point is observed, is analyzed with actions around the point. It can be before the checkout, just after the checkout, at the time of paying. But it's all about observing around the point, the point of sale. The problem looking at the point of sale only or around the point of sale only is that you can get a number of things wrong. And a few days ago, 21st and 22nd of June, it was again Amazon Prime Day. And what we've noticed around this shopping festival is that there was a tremendous, a big Prime Day predictive failure. So many marketers, so many market research companies in the US and all over the world have got it wrong in terms of the growth of expected sales during this event. We at UPDU, we developed a product with Last Mile Expert that we call Big Predict and it was a great success. We didn't fail in terms of predicting the substantial slowdown in Prime Day's sales this year. You can see here the result of the different models. You have e-marketers that was predicting 80% growth, more than even 18% growth event over event term for this Amazon Prime Day. The reality was around 6% and we were predicting 5.5% in the US. So very, very close to reality. Why I want to highlight these for you marketers and doing this talk today is because probably what differentiating us from other prediction providers here is that we just don't focus on the point of sale only. And by not just focusing on the point of sale only, you can overcome the limits of data capture around this sales point. Because basically what is invisible for marketers today is the huge number of miles that are not carefully analyzed by them or they don't get the right analytics or right predictions around what is happening between the point of sale on the one hand and home or the point of delivery on the other hand. So you have these invisible miles today for marketers and it's a great pity I believe because along this path from the point of sale to home you can track the parcel, you can track any parcel. And if you don't take advantage, if you don't leverage this information then you are losing potential signals, potential predictors to improve your modeling of what's going to happen next in terms of sales and in terms of parcel being delivered. But most importantly here the key is not necessarily about tracking the parcel event after event in the tracking process. What can really make the difference here is not just having the sequence of track events from posting to final delivery and to gain greater engagement with consumers to avoid these traditional engagement failures with consumers along the path between the warehouse and the final delivery home or out of home or as we will see during next presentation in a very innovative home box solution. What is critical to really improve marketing data to improve predictions, predictive results, predictive performance. What is absolutely critical is to track the experience around this movement of the parcel and not just the parcel itself physically. And what I mean by tracking the experience is that around this tracking process events, you can observe numerous behaviors of consumers of online shoppers. Just to give you an example, you can observe how they are tracking their parcel from origin to destination. What is the intensity of tracking at the different points? How many times are they are tracking their parcel in the middle of the process relative to the end of the process, the last 50 feet of the last mile for instance. So by tracking the tracking behavior itself, you gain key predictive insights on the evolution of consumers behavior that can help you improve substantially your predictive performance. So what is the challenge now for postal and delivery companies, postal and parcel companies today is to make all these observations and potential predictions fully visible for marketers. It's not just to make the parcel tracking visible for the online shopper from physical perspective, it's to make at each point of this tracking the behavior of the consumer visible for marketers. And like this, you can achieve a much better understanding and much more higher performance of prediction related to consumer behavior themselves. And you can dramatically improve the experience because finally what is important in this story here that the best marketing today is this combination of logistics process on the last mile and the good which is being sold. So it's an experience overall that matters for the consumers is the good that's being ordered in the service which is provided in terms of delivery experience of these goods itself. So thanks to this observation of the behavior of the tracking behavior for each and every consumer, you can add many, many, many more points to the initial single point that you saw in the first slide of my presentation. You can understand much better many issues around the when, when, what, that will actually be the best predictors of what the consumers are going to buy next in the next hours, in the next weeks, in the next months. And this is why one of the reasons why probably a predictive performance over Amazon Prime Day was better than the one of a number of other providers. Because basically you can really leverage all these analyses for instance from this double perspective distance to home of the good moving to the tracking system and time to next purchase. So you can play on critical predictive dimensions that will allow you to feed and build and design a much better direct marketing campaign for instance. So instead of being only focused on what is happening on the initial point of sale point. You can also think more about the future and even design what we call sustainable delivery experiences. And by doing so integrate the concern today's concern of many consumers that are giving much higher value to the green impact of their online purchases. So you can not only better design the experience on the sending side but also on the returning side of goods when shoppers need to return something that bought online for instance. And what is very important to understand that the more you are able to match this tracking experience behavior with your marketing campaign and the higher the benefits of an experience driven tracking. It's an exponential development of the value of tracking them dynamically the consumer tracking behavior itself and not just the parcel. I repeat the key is to shift from these focus on tracking the parcel physically only to develop systems that are tracking really in a very smart way. Of course with all the strengths of artificial intelligence machine learning technologies to provide the key insights to market tips. Now of course the problems for parcel and delivery companies to do so is a big change in terms of culture and in terms of mindset. Because of course these requires investments in systems in smart systems in AI systems that allows for these tracking the behavior the tracking behavior of the consumer itself. And it's not enough now just to buy new sorting machines to cope with post pandemic growth in parcel volumes and online shopping. It's also very important for parcel and delivery companies to be able to feed marketers with this information and predictions. And to do so they must think if they want to do this internally or if they want to to to use an external solution. I don't think many postal and parcel companies know what is building their own parcel sorting machine. Here is the state you have a treasure of information of predictive information around the observation of how your customers are tracking parcel. Now if you want to really leverage this you need to acquire to buy the systems that can provide these insights for market. But you have a tradition of relationship with marketers through direct mail that should ease in a way the establishment of this relationship and the possibility to leverage your opportunity. And in this way we will make everybody happy. First of all consumers that will have a truly experience driven delivery and marketers postal and delivery companies who could substantially increase their profit margin in terms of delivery of parcels. You know that the profitability of delivery companies and postal companies is now a big challenge in order for them to thrive in the future and to invest in a new system. So probably the room for gaining some additional profit margin in terms of just the physical delivery of the parcel is not enough today. It must be combined with something else. But they have this something else. They have trillions of different behaviors to observe in terms of the tracking use of their system that are today absolutely not leveraged. So this is why I encourage postal and delivery companies to think about these new possibilities and I'm glad to answer any question today or by email if they are interested in leveraging this new use case for their better development today. Thank you so much. Thank you for saying that was really really interesting to be honest you just blew my mind a little bit. I'm in customer relationship management and marketing for 25 years and I'm into data and artificial intelligence for 15 years now. But I never I really I really honestly never thought that something that I click on when I do a track and trace is worthy of valuable data for the other side. So I was always thinking this is a service for me and just the cost for the postal operator or whoever is doing that. But you just told me that it's not true that this is not only a service for me but at the same time. Well maybe it's a service to me but at the same time this is a very very important data for the other side and I never I never would have imagined something like that. It's really interesting to think about that. If we gave the example of Amazon and you told us that you were more more precise able to predict their their the result of their day. So how did you do that? How was well which data were this? So how many people clicked on to trace their page or their parcel or what is what kind of data did you use to to do a calculation a prediction like that. Well there are two techniques the first technique where we don't have direct access to the tracking system of a parcel delivery company is to capture all parcel related data all over the Internet. And all the parcel related parcel related data that can be related itself to the exercise of track. And we were running this kind of exercise all over the world and all over the world we get really amazing results. Of course this approach can be even more powerful if parcel and parcel companies try to match our external predictive modeling with their internal tracking data. And what would be even more amazing is that if a number of parcel and parcel companies pull all this data together in a safe manner. To eliminate all possible bias and by pulling together all these tracking data in a safe way respecting of course the right of the buyers respecting all rules in terms of data privacy. By pulling all this data together then the granularity of the prediction could be amazing at product levels or by product category or by location. So it's just the beginning of a journey. Basically we've been doing all this to help postal delivery companies to build a more efficient last mile from an operational perspective. But we've discovered this on our way to a greater operational efficiency. We discovered these key patterns that could be leveraged in a powerful way should the parcel and marketers work together on this data. It's again and again very interesting to see how you can use data where you would never imagine of using that data. If you're speaking about the data Walter is asking who is the owner of the data the post the merchant the address the electronic interface. So is it normally the postal operator who is owning this data. Well the question is reverse the question and say why postal and parcel companies have been giving so much tracking data around to many external systems and startups as well. So all the data today I would say that almost all parcel and postal companies in one way or another with API system they are giving access to their data. But parcel by parcel not in a consolidated manner. So you have a number of startups we've already developed a number of intelligent systems around this connection with with data. So I wonder whether the data is still owned by postal and parcel companies because other are taking advantage of it. It's a very good question by Walter of course. And the point is that it's not necessarily about who owns the data and again now the data circulates everywhere is about who is able to build the stronger value proposition around this data. And where there is a long journey for parcel and postal companies to understand it is not just about buying buying new parcel machines is buying is about for them it's about leveraging this incredible power of the data that the data in that. That's a really interesting thought. Probably it's not it isn't a GDPR a privacy problem if you have this data because it's normally person related or or can you use it on an anonymized level. I mean we can work at an anonymized level for a number of for a number of predictions anonymization doesn't create any GDPR issue. Now for extremely granular predictions you need the agreement of the user of course. Yes of course. And at the end if the user gets a much greater experience he might even willing to share more. But then he would have to consent which might be a problem. In Europe at least. Yes yeah. Do you have the feeling that the postal operators the parcel companies that they are ready for this data driven marketing on the last mile. It's not a matter of technology technology is available no problem. It's a matter of mindset that they're ready to shift their mindset to not just being agreeing to the to deliver direct mail for marketers. But to be in the upstream part of the production of intelligence not just to be in the downstream part of the process to bring this direct mail to everybody's letterbox. But to be really integrated with market with marketers at the upstream part. And it's a matter of mindset. It's a cultural shift. This is where I invite them to think about this cultural shift because it can increase substantially their profitability as companies. I totally agree. Do you have the feeling that this this mind shift is taking place. Not sufficiently. Not sufficiently. Yeah. There's an interesting question around that from Tamer Ahmad. He is asking what about the not so rich countries. The poor areas. How is it about inclusion. The digitalization is a lot about inclusion and giving possibilities to people who had never had that possibilities before. Would you think that this helps at that point at that topic as well to have more data available that could help in this inclusion part. If you if you want better inclusion you need to work with better data. This is what I've demonstrated when I was working at the UPU with the United Nations Global Purse Initiative. We were the first to demonstrate the power of postal big data to improve inclusive development policies. So one hundred fifty percent convinced that if developing emerging countries approach these data in the way I'm describing, they will be able to design much better inclusive policies. And I think actually what I'm observing is that in emerging developing countries, postal and parcel companies are more open to this kind of leapfrog with data than advanced postal companies and parcel companies in more advanced economies. I think this is a very interesting thought as well. Tamer has another question. He is asking about the standards of data exchange in this data. He said there were some changes in EDI, M41, M33 and so on. So are there some standards out there to exchange these delivery data? So is there already a standard for doing this? Well, there are a number of UPU standards for tracking systems regarding international parcel in small packets. So they could be leveraged for wider standardization. Probably Walter can also better answer this question than I. In one way or another, what startups or private companies are doing, those who are working with this kind of data, is that we standardize these data ourselves so that there is a better understanding of what is behind the tracking event. We often have to sort of redefine the standard to make more relevant use. Out of that, yeah. Final question. If you're looking not for the postal operator, but for the marketeers, for the big brands, for the companies who are using all this, especially of course the big mail operators who are using the mail, do you think that they should rebuild their relationships with the postal and parcel companies to get the most out of that? Yeah, they should push. They should be the ones that push both parts of the company to really redefine this relationship. They shouldn't see just the postal company is a downstream delivery channel for the direct mail. I know that they are already looking for standard address verification, this kind of thing and other things, but they should really intensify the relationship from the upstream perspective, from this data perspective, because it will be a clear win-win for all parts, really. I'm surprised why they haven't started so yet, but maybe this is a great opportunity to start. I totally agree, and I think probably if you want my perspective, I think they have never thought they can use this data. They are still struggling to use their own data, and they just haven't thought that this is an interesting part of the data, and probably most of the postal operators have never sold this data or advertised that you can use that data in that way. So I think there is a lot of work to be done. Jose, this was fantastic. I think that was really innovative as well. So thanks a lot to you. Please stay with us, because we will have a final discussion after the next presentation. So thanks a lot for doing that presentation, and we will have a little bit of discussion later on. Coming from that, thanks. Coming from the last mile, we are now going directly to the post box. So I would like to ask Ramesh and Jack to open their microphones, to open their cameras. Ramesh is already there. Jack, I see Jack. Very good. Thanks a lot. So thanks for coming to us. And now we are coming from the last mile to the last meter, I would say, directly in the front of your front door. Ramesh, who is with us, he is at the Home Valid Advisory Board, as well as at the UPU Direct Marketing Advisory Board. And he was formerly with Pitney Bose. He was with the DMA in the US. He was with Yellow Pages with AT&T and a lot of other brands. So Ramesh, I'm very happy that you are with us. And for Jack, the same way, Jack, it's great to have you here. You were working at some startups, but at the same time you were working in CRM as well, as you have some political background, which I found really interesting to be honest. So it's great to have the two of you here and we are looking for the final meters. And I think Ramesh, you're starting and then you're giving over to Jack, right, that? Yes. So the floor is yours, the virtual floor to be honest, but that one is yours. Thank you, Martin. Thanks for those kind words. And thank you to all my fellow UPU colleagues around the world and the DMAB members for attending today. And a special thank you to Olivier Boussard and especially Abby Boussard, who works behind the scenes to make us all look good. My job here is to introduce you to Home Valley and especially let Jack do the talking. As you know, for over the last, I would say almost 15 years that I've been affiliated with the UPU, one of my main proposals has been that postal operators take unique advantage of their unique operational advantages to kind of win in the marketplace. One of those unique advantages is the last mile. And one of the ideas I've been pushing is what I would call a rethinking or reimagining of the consumer mailbox to take advantage of the shift of volume from letter mail to parcels, packages and other e-commerce driven goods. You've also heard me say that in this exponential growth of e-commerce, one category that has been growing the fastest has been groceries, food, perishables, other kind of goods that require features like temperature control, network and physical security. And of course the COVID-19 pandemic has accelerated all this. You know, I'd like to take credit for these ideas and actually mean credit to Jack and John and the guys who created Home Valley. But I have to mention that over 100 years ago, the U.S. Postal Service from 1914 to 1920 had a program called Farm to Table where the Postal Service actually had a rate category under Parcel Post for delivering food and groceries from farmers to consumers. And they actually even used to teach the farmers how to do direct marketing, how to get customers, sending them mail, etc. So anyway, today you're going to hear about something that's the absolute solution to these challenges and opportunities and that's why I joined the Board of Home Valley. John Sims, who's Jack's father and the CEO and the main inventor patented this concept over 15 years ago. But he waited for the right time to bring it to market and I believe that he's now going to turn his vision into something that's going to revolutionize multiple industries. Jack obviously as the CEO has been responsible for making all of this real and he leads all the product development, management and execution of the business in the field with our partners. And I think he's going to talk about some of that. I also want to mention that an old friend of mine, Henk Nieman Sferdrit, who helped me create the smart locker business at Bell and Howell, is also now part of the Home Valley leadership team as the chief of global partnerships. And so with that, I'm going to hand it over to Jack. Jack, all yours. Thank you, Ramesh. And thank you for all your sage advice on our advisory board over the past couple of years. It's been incredibly helpful. I'm going to touch on several things today and I do have a presentation I'll get to my slides in just a minute. There's a lot about food. As Ramesh said, one of the big opportunities in last mile delivery belongs to several different market verticals that are particularly challenged in last mile logistics. And they're primarily food, highly perishable obviously. It's liquor, alcohol, wine and prescriptions. And these are particular challenges for different reasons, not the least of which is security, but cold chain compliance, particularly outside of the U.S., where in the EU, for example, it's five years ahead of food safety requirements or about five years ahead of where they are in the U.S. is very serious and often requires food delivery companies like grocers or e-commerce companies to adhere to a pretty strict set of requirements. And those various delivery challenges, whether it be signature requirements, package security, perishability of product are a challenge to customer loyalty and it's, you know, Jose mentioned actually a key word that we kind of focus on a lot at home ballet, which is experience. It's that consumer experience. Those challenges translate to a negative experience which affect loyalty, repeat purchasing behavior, but they don't have to. That's actually, that can be, solving those challenges can be an opportunity to win that loyalty, to win that customer and in fact lock in that customer to repeat purchasing behavior. Digital solutions can actually automate a lot of that purchasing behavior too, but one of the other interesting things that it provides to direct marketers is an opportunity to piggyback on those purchasing behaviors for new promotional opportunities in their direct marketing operations. So let me share my screen here and I'll explain to you a little bit about what home ballet is about and we'll unpack that idea a little bit more. Let me see here. Okay, hopefully everybody can see this. So home ballet, the concept of home ballet is to have a smart internet connected lockable climate controlled IoT delivery device at the home. This is my family, this is my front porch and this is a whole bunch of groceries inside our smart box and we believe that that superior delivery experience can provide that customer lock in, provide that customer loyalty and maintain cold chain compliance all along the way. The consumer has an app where they can track, monitor the parcel throughout its delivery custody, manage the temperature within their box and view videos of deliveries happening in real time and after they occur. This is essentially what we're providing. We integrate with retailers and couriers and we provide consumers a smart box where these deliveries can go. One thing that this enables in the grocery market particularly could be considered grocery as a service. So as you can imagine, well, I'll take me for an example. I'm what a grocery brand would call a bad customer. I go to five different grocery stores based on a couple particular items that I want. Maybe I want that seasoned pork loin from this one grocer or I go this other place for the fresh vegetable produce because it's higher quality there. But there's a large percentage of my groceries that I buy anywhere that I am because I'm not particularly loyal to the milk brand or the egg brand or the cheese brand or they just frankly carry the same consumer packaged goods brands at the various grocery stores. So I'll just buy those opportunistically where I am. But as consumers are shifting towards pickup and delivery for their own convenience and freedom and demonstrating a willingness to pay for that experience, there's some challenges associated with that shopping experience not the least of which is product discovery. And I'll get to that in a minute. These are some of the benefits of Home Valet. Right here, this is that last meter. This is where all of those challenges live. Delivery windows are a real problem, food spoilage, theft. And so we're trying to shift the concept of delivery windows from delivery between to deliver by. It allows a lot of efficiencies to be brought to these last mile, last meter, as Martin said, operations so that people can aggregate deliveries, create intelligent routing through a geographic area. This is particularly interesting for postal service operators who have a more universal service to a region than other logistics providers do. So this is particularly applicable there. When this is in place and consumers have accepted this, Jose talked a lot about data and what can be gleaned from that data. One of the challenges for, I use the term CPG, it's consumer package goods, things like crackers and cookies and cheese and things like that. One of the things that they're challenged by is as the shift from in-store shopping to digital shopping persists, they are losing the ability to promote new or existing brands to consumers because that product discovery opportunity is not there anymore in the store. So they're trying to discover ways to put products in front of people in a way that is not that expensive and can be highly targeted. As you can imagine, when I'm walking through the grocery store with my kids, they see the little cloche full of cheese cubes and toothpicks and they're definitely trying that cheese and they tell me I need to buy that cheese. That's a great opportunity for a product brand. And those product brands are trying to figure out how do we get that cheese to this consumer now that they're not in the store? Well, that data that we're learning from these consumers can actually inform a very targeted promotion campaign, marketing campaign that allows logistics companies and grocers to push product to the door without the previous concerns about spoilage, food safety, things like that. So obviously you don't want to blanket a whole neighborhood with cheese, but if you know that that person buys a particular brand of cheese or you know that they have children in their home, you can target that house with a promotional product and give them that product discovery opportunity that had been lost. It also is a very strong driver of loyalty. So as I said, those commodities that I'm buying from these various grocery stores, I don't care about the brand. If I enter into we call an auto replenishment program, that gives a grocery brand and CPG brands an opportunity to get that repeat purchasing behavior automated for them. You're not reliant on those periodic opportunistic purchasing behaviors anymore. You get a more predictable pattern and thus a higher value customer. Another thing you can imagine is age-restricted items as alcohol and pharmaceutical companies are exploring more seriously digital sales opportunities and delivery. They need a receptacle that allows that delivery to happen in an economical way, a low-cost way, and so what we provide is that auditable system that allows them to get product delivered and in front of customers without fear of those various challenges. So some of the other benefits, we've talked about most of these things. Returns is another very interesting thing, particularly for postal service operators. Returns are one of the most expensive parts of the e-commerce delivery chain. It's added cost, you don't want to charge customers for that typically. When you can provide an essentially pickup point for products to be delivered back to the distribution center and you give your fleet of vehicles an opportunity to refill their trucks on the way back instead of sending trucks empty, that brings a lot of economies to product returns and postal service operators are there anyway. So they're the perfect partners for these various brands to facilitate returns. So that's kind of what we're about. I think that it's a very interesting world that we're entering in with novel new delivery mailbox solutions coming onto the market. I think that it's going to give direct marketers a whole new opportunity for innovative promotions and marketing opportunities. And solutions like HomeBallet, other automated locker solutions and things like that are providing that endpoint that make it interesting. So that's it for me. Any questions? Thanks a lot Jack. This was really interesting as well and I'm already seeing Ramesh coming to us as well. Let us put this one on. There were quite already some questions. But let me start first with very practical questions. You have a big house with a big front porch. At least in Europe most of the people are living more crowded and they have flats and there are probably six or eight or even ten or more flats in a house. So do you have a solution for them as well because they wouldn't have probably the place to store six or eight or ten of your boxes in their house? Our product go-to-market strategy is with the device that you see. But I readily admit that there are such a variety of different residential configurations, multi-tenant buildings. There are going to have to be and really already are devices that address those various markets. The reason that we're focused on this particular type of solution in the U.S. is because 70% of the household inventory, housing stock in America is single-family home. There are some decent, somewhat adequate solutions for multi-tenant, you know, Amazon has been in the locker business for quite a while now. UPS is in the locker business. There's companies like Smiota that are creating smart lockers and they're very applicable in urban high-density environments. They are less applicable in the suburbs. And in the suburbs are actually where a lot of grocery delivery is adopted because the distance between the house and the grocery store is greater. And people typically have families and live busy lives and have to go to football practice and things like that. So that's a marketplace that we're very focused on right now, but it will be a product evolution to fit those other niches. Okay, makes sense. Another question coming more from the, let's say, strategic perspective. We see a big shift at least in thinking, maybe not yet there, but at least in thinking of all the direct to consumer markets. So D2C is a big topic I see in Europe, the big brands starting to look into whether they can do D2C. If I look at this, if I would be proctor or a company like that, I would think about, okay, do I really need the retail anymore? Can't I do direct to consumer? They have boxes like that. So is this something in your thinking as well? Yes, absolutely. But that's going to take some development on those brands infrastructure as well. They are highly reliant on grocery partners to distribute their products. And so I think while they are exploring D2C opportunities, it's going to be at least initially through their grocery brand partners that those things are done. And I think that they'll drive loyalty to their brand as a primary consideration first before exploring direct to consumer opportunities. As you can imagine, distribution is the big challenge there. And brands like Procter & Gamble, Johnson & Johnson, they have very large distribution hubs, but they're largely intended for truckloads to go to grocers. So they need to evolve their own distribution strategy in order to be successful in a large scale DTC strategy. Walter is asking, how do you manage risk? Do you know what gets into the docker? Do you send some messaging around? That's by the way something Olivier is asking as well. I think Olivier is already thinking about buying one of your boxes. He is asking whether he gets a message when something is delivered. So how is this data exchange? I think these are all around the data exchange, these questions. How is the data exchange working? So we have an API platform that allows us to get order information directly from the retailer. And our app provides information to the consumer when events happen. So when you place an order on a grocer's website, they can communicate that order and its commodity temperature and security requirements to our platform. And we can take that data and make sure that the unit is prepared to receive that order when it gets there. And so that means pre-cooling the unit in whatever multi-zone configuration it needs to be. If you have a grocery order with ice cream and frozen waffles and lettuce and carrots and canned goods, you need three different temperatures to receive that order. And so as you can see in the picture, that's the configuration that we support. We actually start cooling our unit well in advance to make sure that it's at cold chain compliant temperatures for that retailer. Now standards are, I mean they are just that, right? They're relatively standard across groceries. So we have in our platform temperature set that are considered cold chain compliant. And if for some reason the unit is not in that state, we can not only communicate that to the consumer and say maybe you left the lid open. Your kid put a bunch of soccer balls in there or something like that. That's a good place for them. Yeah. And so they need to know that stuff. So not only can we communicate that through push notifications, we can communicate that to the retailer too and say this isn't ready or it was ready, but something happened, somebody unplugged it or somebody opened it and left it open. And so you need to communicate to the consumer any concerns about food safety. That makes sense. In addition to that, I see that, you know, Olivier asked does it connect to your app when something is delivered? Yes. We found that in our consumer testing, a lot of people found it more convenient just to leave it unlocked if it's empty and we can still cool it and get it ready and everything like that. And we have a little video camera inside the lid that starts recording when the lid is open. And we send a push notification upon every access event that says check out the latest video from your home ballet box. In fact, just yesterday I got a grocery delivery to my house and I could see the person taking the bags and sorting them and putting them in the right place and that gives me the confidence and peace of mind that things were delivered successfully. In Germany, you would have to put a sticker on it. You are on camera. Yeah, I know, Martin, I want to add one thing to what Jack just said. That is, because of this camera, you can actually scan the packages as they are coming in and out. So if you put like a postal bar code or an IMB code on a label, whether it's a piece of ice cream, a package of ice cream or even a bag of groceries, you can actually scan products getting in and out of the box. That's an additional data point, given what Jose was saying, incredible opportunity for postal operators to use their IT infrastructure to create entirely new data streams. By the way, Jose, it would be great if you could come on again because there's one more question for you. But I see here one strategic one for Jack again. It's about the cold chain delivery and how postal operators, are they the right ones to work with that one? So is this a big business chance for postal operators to go into that business? How do you see that? I think that as distribution centers become smaller and closer to the home, it gives postal service operators a greater opportunity to enter that marketplace. The real challenge with food delivery today is that because of cold chain compliance requirements and because of the lack of a solution at home, there's a very heavy reliance on immediacy of that delivery. So it's mostly point-to-point, gig economy-based solutions that are very expensive for one and not environmentally friendly because they add a lot of vehicles to the road. So there's a lot of problems with that existing dynamic in the marketplace. I think postal service operators are positioned to do this as long as they can provide for the food safety from the store to the door. And luckily, I don't think that that's a very expensive proposition because it doesn't require any active cooling on their part unless they want to aggregate and batch large numbers of orders. But absolutely, I mean, cold chain delivery is a huge opportunity for postal service operators, particularly as DCs get closer to the home. Great. Cosy, there's one question that was asked after I switched over to Jack and Ramesh. So I want to rephrase that one. There was somebody asking about an example of how to interpret these tracking data. So it was a little bit like my question about Amazon. So how did you do this? So do you have an example of which kind of data is giving us which insights from the last mile? So can I see, okay, because it was on time, I'm more loyal or what are the relationships of data you find? Exactly. This is an excellent example. We can measure precisely the impact of quality of service delivery on the probability of repurchasing the good or having a new relationship with this brand. But what postal and parcel companies must understand is that they lack a Facebook or a YouTube without knowing it. That is, I mean, marketers are collaborating with Facebook, YouTube in order to capture psychological signals, personal signals, social behavior signals. And we can capture the same sort of signals by observing how people are tracking their own stuff. Yeah, very interesting. So maybe the both parcel companies don't look sexy for marketers because it's not a nice YouTube, nice Facebook, but actually they have such hidden treasure that it's still surprising me how they didn't come up with the possibility to really take advantage of these way more substantially than today. And I'm not just talking about in the US, yes, you're the same for UPS, FedEx, for all regional carriers, for whoever is moving parcels, as much more in terms of data possibilities than the physical parcel tracking itself. I think, Jose, these are great final words. A lot of possibilities out there, working with data, working with the last mile, working with the new kind of post box, which is totally amazing, to be honest. And I really would like to discuss with the three of you for another hour, but even if you don't see it, we are already two minutes over time. And as a German, I have to have a high standard in not being over time. So thanks a lot to you, Jose, for the first presentation. Thanks a lot, Ramesh, for the introduction of Jack, and thanks a lot, Jack, for the last presentation. For me, this was, again, a very, very interesting innovation talk we had. And I think you made great points about the last mile and the last meters. So thanks a lot to you, and thanks a lot, Olivier, if you want to come on as well, so that we can see you for making all this possible. Thanks to Olivier. And I would say, well, it's summer break, in a way. So the cliffhanger is, yes, we will do another series. And yes, it will be even more interesting than the last series. And yes, we will have great presenters, but we won't tell you now what they are. So that is kind of the cliffhanger, but it will be very, very interesting. So thanks a lot from my side, and over to you, Olivier, for the last words. Thank you. Thank you very much, Martin. Thank you, Jack, Ramesh, and Jose, for this wonderful discussion. And I think everybody enjoyed the insight and the vision and the forward-looking type of approach that we wanted to promote through those webinars. And ready, we manage again. Thanks to you guys. We were outside the box. We were in the box. Thank you very much. And I wish everybody a great summer. As Martin said, we will be back. And we will keep you informed on the new series of discussions that we would organize within the direct marketing and advisory board. I think it's very important that we have those webinars, that we have those discussions, that we have those talks together, because the future is there and we need to discuss it now. So thank you very much again, guys. Jack, Jose, for taking the time to be with us and for this wonderful discussion. Thank you, Martin, for the great work that you're doing in helping us bring that together. And thank you, Abby, who is hiding somewhere behind the cameras there. Thank you, Abby, for your support in organizing all those webinars. Wonderful work. Thanks a lot. Bye-bye. Thank you. Thank you, everyone.