 Good afternoon, everyone. Welcome to the India's Resilient Series. When we were all locked up at our homes when the COVID-19 pandemic broke out, whatever we needed, groceries, home essentials, medicines, everything was available to us. There were many challenges like a broken supply chain, yet the B2B players and short supplies were enough. And today, we will look at how things have panned out in this space. I'm Saurav Kumar, editor of Special Projects, Entrepreneur India, the moderator for the session. I'll quickly lay down the ground rules for our attendees. The discussion will go on for 30 minutes and we will take up questions post that. If you have any questions during specific panelists and we'll take up the question, post the panel discussion. Let me now introduce our panelists for the day. We have with us today Mr. Akshay Higde, co-founder and managing director, Mr. Samas Agarwal, CEO and co-founder, Max Holson. Welcome gentlemen. So, you know, let me start with the very basic. So it's been around six, seven months, eight months that, you know, we have been locked up. So how was it initially? What did you do to overcome the challenges and how has it progressed from there till now? Akshay, if I can start with you. Sure. Firstly, thanks for having me sort of pleasure to be here and talk to you, you know, your audience. Firstly, it was a shock, you know, though we came in like, we kind of locked out, we went into our own self-imposed, I guess, work from home before the nation actually locked out. Maybe a week before the nation locked out. But it was still, you know, pretty scary because it so happened that, you know, when China was in its peak of lockdown, Shaiteen was trying to fulfill orders for China. They were in need of PPE equipment. So we were sending, you know, thermometers and, you know, infrared thermometers, heat guns and whatnot from here all the way to China. And we thought, you know, maybe it's just going to douse. But then came March and so on. And then there was a largely lockdown in India as well. And then you saw disruption across because of, you know, shutdowns, lockdown factories not being allowed to operate except for, you know, necessary, you know, what is known as essential items. So it was definitely a shock for us. What we did to go about it is firstly, I feel like some of the things that were required at the peak of the lockdown was like, you know, a huge amount of PPE that India kind of lacked. So what we did is we focused on, you know, ramping up our PPE supply. And we did that by, you know, tapping on to all of these textile, medical textile research manufacturers who have the ability to ramp up because they have installed capacity. But they didn't probably deal with this because the demand was never this. So the demand we saw for this particular category was like, you know, 10x in this lockdown period. And based on that, a lot of these companies that we were supplying to, right, initially, where they really wanted to protect their entire staff, keep the factories running if they were able to, you know, keep running. They would have preferred to keep running because otherwise, no revenues makes it very difficult for any company to sustain. They reached out to us and, you know, we tried to manage that and fulfill their, you know, PPE orders. So it was a big challenge. A lot of the lockdown made transportation one of the, you know, challenges because when we move stuff from same middle center of India to here or from north to south. It was a big challenge because they had parameters set up and states were not allowing transport within our to intersect, you know, so that brought on challenges. So we had to also make it in a way that, you know, our supply chains were localized, where in sourcing and supply were happening within the same region. So that, you know, with these, you know, the permits, the e permits that were being available, we were able to still manage supply. That's how we went about, you know, still catering to the demand, but on the work front, I guess, you know, we were able to like use most of these tools that we have to digitally connect with our employees. I think before the call, even some of us was mentioning that they had almost all the process in place so that they could like monitor most of these metrics that they were doing and because everything is tracked in the system. And now these guys had to like, almost, it was even easier to monitor the metrics rather than just having it said in the air and you know it was not monitor. So that was kind of a similar scene with us as well. How much, how was it with you. Hi, thank you Zorab. I would quickly like to introduce. I'm the founder of Max. Yeah, am I audible to everybody. Yes. Yeah, I'm the founder and CEO of Max wholesale. Max wholesale is a app which connects Kirana stores with manufacturers of FMCG or grocery products. We are a full stack company and we provide logistics, we provide warehousing and we provide technology to brand manufacturers. We work with large companies like Unilever, Procter and Gamble, Imami, Gautre, and we also work with some local manufacturers. Currently we are in Delhi and Chandigarh and we work with local manufacturers of Delhi and Chandigarh to provide their products to Kirana stores. When the lockdown happened, unfortunately went for the country, but it has been sort of a growth lever for Max wholesale. So I would quickly talk about that. What happened during the lockdown was that most of the FMCG companies or FMCG brands found it impossible to send their sales team to the market to collect orders. And what that meant was that the sales team, because the sales team cannot be in the market during the lockdown, even if the brand is manufacturing its products, they couldn't provide those products to the retailers. They simply didn't know how many products to be sent to which retailer at what time, when would the retailer be open. And it was the most opportune time for Max because our application was present with the retailers in their mobile phones. Retailers could simply log into their app and place an order and we, being an organized grocery player, we had the passes given to us by the government as an essential services provider. And we were allowed to deliver to the Kirana stores with our vehicles and our people were allowed to come to the warehouse to work. So that was the opportunity. We were all of a sudden overnight. So the lockdown was announced on the 22nd, I think. And overnight what we saw was that three days worth of orders, the number of orders, the amount of volume of orders we would see in three days would come to us in one day. Right. And the number of employees that were able to come to work, come to warehouse, reduced by one third. So now each person, while we have three times the work, we had one third the people to work with. So everyone had to do almost nine times the work to get the orders shipped, to get them packed, to get them delivered. And no less vehicles, less people, more orders coming in. We literally had to shut down our server for some time for orders to stop coming. First process the orders that we have already got and then restart the server, send the messages to retailers. We are back on collect more orders, shut the server down for a few hours, deliver those orders, then bring the server back up. And that's how we were operating for a few days. We rebuilt our team in Delhi and very weird things that our team faced was they were not able to get public transport to come from work to office. So we had to increase our vehicles to pick up our people to be for them to be able to come to work. Then comes the night they have worked all day long maintaining social distancing, wearing PPEs and everything. And at night there is a big task of somehow making them go back home and enabling them to reach home and have their dinner and get ready for the next day. So then we had to make a buddy program where our delivery boys who were delivering products during the day would pick people in the morning, do the deliveries during the day and bring the staff back home by night. So that's one thing that we did for our people. Another fascinating thing was people who were living on rent, they were not allowed to come to work by the landlords because the scare was that they will bring coronavirus with them to their homes to the families who are living nearby. So what we as a company had to do was within a week we had to find out a lot of apartments near our warehouse where our employees could stay temporarily and work. So we got, there was a village near our warehouse where we knew the owner of the village, the main guy. And he really enabled us to find a place where a few people could stay and then another place. And that's how we solved staying problems for our employees. The third big problem was of parents not allowing their children to go to work. So then we had to incentivize with more bonuses given for hardship they are going through. So we increased the salary by 50% for the first two months of lockdown. And that's when the people started coming back in. So we had to do a lot of these small, small hacks to get the team back in. The demand was going through the roof. Another problem, retailers were not allowed to open the store for the entire day. So we didn't know at what time will the retailer be open when we are going with our delivery, whether we will be able to make the delivery or not. There again retailers and their neighbors came to the rescue where retailer will tell our delivery person that this particular neighbor will accept my delivery and he'll make the payment. And we were then making deliveries to different places where the retailer could later on come and pick up his products. The shelves of retailers were like literally empty. Anything or everything they could get on our app was just flying off the shelf from our app and going to the retailer shelf and funny enough, some of the largest brands of our country were unable to provide supply. Brands that were dependent on interstate trucking founded the toughest to make their products available. And that's where the we saw a lot of energy and innovation from local manufacturers who were ready to take the opportunity to get more consumers interact with their brands, make their brands available to retailers. So we saw a lot of opportunity during the Corona time where people who just never wanted to give up actually found innovative solutions to reach their consumers and build a communication. What really came to everyone's rescue was this communication methodology that we had built using Maxwell sale where retailers don't need a sales person to visit them. They can just open the app, see the product place and order delivery boys don't need to know what is ready to be shipped what is not ready to ship delivery boys could just open their own app could see what is the work for them. Take that into the vehicle from a particular place and just leave. Nobody in our company needed to talk to each other because of which the social distancing we were able to manage because everyone in the company was working on his own dedicated app where work will come. They know where to get the particular product or a particular box to be shipped. And they are all working like, you know, in a very like a like an orchestra where everyone is just, you know, playing his own instrument. But what you hear is music. That's how the company was running like an orchestra every employee working on his own beat working on his own app working on his own, you know, a task. And as a result, we grew multiple times. Today we are doing about so we have grown about 12x in the last 10 months. So I think, I think that's the main takeaway from this whole corona story that we saw was that if you are not willing to give up, then every hurdle that you see actually becomes an opportunity and technology becomes a big enabler in capitalizing on that opportunity. Okay, okay. So, you know, actually, I'll come to you. So in hindsight, if you now think that, okay, we faced it, we were not ready for it, we managed the challenge somehow. But in hindsight, if you think that, okay, these were the things that were already in the pipeline and could have been done, and which would have helped you to devote what things that we could have been done to be ready for such a scenario or we are doing right now so that in the future, in case there's anything like this happens, we'll be much better prepared. Well, like there were a lot of new technology. You know, we were working on new technologies that we were working on. So a couple of them were like, you know, run our apps. So we are, we do have a concept of cloud fulfillment centers and we've got a concept of edge fulfillment centers. Edge fulfillment centers are kind of like very closely located to our enterprise customers. They particularly fulfill for our enterprise customers. And then we've got a concept of cloud fulfillment centers, which basically caters to a host of customers and they're strategically located close to our vendor clusters. So that's where we usually consolidate and so on. And then, you know, ship out the products depending upon the POs that we get. What happens is, so while the edge fulfillment centers is captive, so it's always running smoothly, as long as the factories are enabling shipments to come in and come up, you know, leave. The cloud fulfillment centers had a lot of, you know, shipments to involve inward consolidate and so on. And there were a lot of vendors that face the same issues during lockdown, because they were not dealing with necessarily essential products. But at the same time, you know, there's, say, there's a PO that has eight essential items, out of which two are non essential, but the PO needs to be fulfilled in full. So by, by that definition, you know, we had to source, say, those two line items from a different vendor. And when that happened, what came into, you know, focus on, you know, a kind of it stood out was that, you know, a need for a runner up. And this runner up was something that, so we call it flux over your shape. It kind of enabled not just the runners, but also the vendors from where we do the JIT or the just in time sourcing to both be on the same platform and communicate without in a seamless manner. So, over and above the WMS that our warehouse is used, this kind of runner up would have been something that if it was accelerated. Or if we had, you know, some sort of know how that this is going to hit us at this point in time. It would have been ready and then it would have enabled a lot of this movement without so much of a challenge. What happened during the lockdown is we had to repurpose supply chains, such that they were solely source in a within a city and possibly, you know, fulfilled, fulfilled through through the through the same city because you know interstate into a lot of times even Bangalore and borders Bangalore, Bangalore is very close to, you know, Hoso, which is like Tamil Nadu, but we have a lot of customers on the other side of the border. You know, so our vehicles could not go, go across and that was another challenge, right? So in these situations, I felt like this particular thing had it been, you know, advanced a little, maybe dynamic moved up, it would have been much more of a beneficial thing for us. Okay, so much anything you think, you know, you could have done now that you know everything's opening up so obviously we are doing things separately but was there anything that you had planned but now but had not implemented but now you think that had you implemented that you would have been a better position right now. India has 1.4 billion people, right. And these 1.4 billion people comprise of a constitute 300 million families. And these 300 million families are supported by 13 million Kirana stores. Okay, that's how India is constructed. And these 13 million Kirana stores have been supplying inventory to the families who live near the store. So every Kirana store is taking care of roughly 20 families in India 2025 families. This supply chain is already built out. This network of Kirana stores is already built out. Earlier what the market was sort of predicting was that the modern trade will take over the general trade of India, which is we will build a new way of reaching to the retailers to the consumers to the families which is direct to consumers through through direct to consumer apps for grocery but what actually helped the consumers during the corona pandemic was the retailers. Those are the guys who actually performed through their through some resilience of their own of not letting the store shut down, even if there is corona, they kept on dealing with people, maintaining social distancing and creating new solutions to as to how to run the store. So I think what has happened during the corona one big learning is that the existing supply chain that India has is the is the more dependable one compared to the new age modern trade direct to home which is obviously seeing growth but it's not as dependable as the Kirana structure that is already put in place in India. One more thing that I have observed in Corona is that the entire country has woken up to looking for tools that they can use for their business and how to quickly adapt to learn and learn how to use those tools. So that is also happening in the Kirana segment where Kirana stores are looking for tools with which they can compete with some of the larger direct to home e-commerce providers. So Kirana stores have now started using those tools where they can become the local e-commerce providers in their neighborhood or they could accept payments through mobile phones without having to meet the customer or they could tie up with a delivery app to make deliveries to home more accessible, cheaper, more scalable. So Kirana stores have woken up instead of looking at e-commerce as a challenger or as a competition, they have started looking at e-commerce as an enabler and this tradition this trend is not just a tier one trend. This trend is actually more prevalent in tier two and tier three terms of India where they have started looking at e-commerce as an enabler for their business. So the biggest learning for me is that the plans that we have of providing more technology to the retailers should be accelerated and that's what we have done over the last 10 months during Corona. So we had a plan of launching a B2C app for Kirana stores which we had been postponing because we were busy growing our B2B business. When the pandemic hit, we went ahead, doubled down on that app and launched it and we provided that to the Kirana stores of Delhi. It's called Radias and a lot of Kirana stores quickly took to using that app to communicate with their key customers. Even at night when they are asleep, they could take the orders from their customers. And they could provide better service than a large B2C company in that neighborhood giving deliveries to the neighborhoods which the Kirana stores have been supporting for so many decades or years. So that's one trend that we see that Kirana stores have started adopting to technology, payments technology, inventory management technology, delivery technology, order collection technology. All of this integration is going on at a very fast pace and we are doubling down on these things. One thing actually I should also add to that is some things which we did not do ended up helping us see through this pandemic which is giving credit to Kirana stores. Earlier like we have always been a company that has always done business on cash on delivery. And during the pandemic, we saw that the entire credit piece on the market simply evaporated. There was moratorium in the country for about six months and new lines of credit were not being given Kirana stores. No supplier was giving credit during the pandemic. It was just simply not, there was so much of volatility. Nobody knew whether today I'll give credit, whether it will come back to me a month later or a week later or not. So that, because we didn't have any credit position in the market that kind of protected us from any points kind of a credit risk. Now the time has come for us to provide credit to the Kirana stores. So we are seeing traction in that field as well. We have started providing credit to Kirana stores just this month. And we are seeing good growth in that segment as well. Okay. You mentioned a very important point and actually come to you. It has been, I would believe, and I'm sure that you must have also noticed in terms of how they make payments or how they, how they place the orders. So what has been your observation in terms of, you know, the behavior of the merchants on your own with whom you have been in. Before and after maybe. Before Corona, about 10% of our orders were the retailers were using banking channels to pay us. After Corona, we saw that payment mechanism go up to 40%. 40% of orders started being paid by banking channels. So the biggest kicker being UPI. So a lot of retailers have moved to using UPI as a payment mechanism. Even in their B2B transactions. So that is one big trend that we see. Average order sizes have gone up, and that has further brought down the cost of online payments for us, because traditionally UPI systems are micro transaction payment systems. But what we are seeing on our UPI adoption is that the order sizes are growing larger. And the Kirana stores are getting more and more comfortable paying larger amounts using mobile apps and using mobile technology for payments. In fact, we have also gone ahead and developed our own payment gateway called Max Pay for our retailers, which is 100% B2B focused UPI based payment gateway of India. It's the first and only B2B focused payment gateway of India, and it's the cheapest payment gateway because of its B2B nature. So even if you were to transfer a lakh rupees on our payment gateway, it will have a flat fee compared to the other players where the fee is in percentages. How has been your experience with the machine? Can you hear me? Yeah, can you come again? Yes, I'm saying that he changed. Have you noticed? Sure. So unlike how, you know, somewhat the same, in our space, most of the payments have always been digital because we're dealing with large enterprises, so they were never really cash payments, right? They were always happening through your NAFTA ITGS and the ones that had their own enterprise portals were already in a credit system where they had a net 30 or N30 kind of credit period or 45 depending upon what they had. But despite that, they understood the fact that these are peak season items. It's like not possible to deliver or even source for these items at the top of a hat. So they were very understanding in the fact that we could not probably extend the same credit terms for these peak items like the PPEs, the sanitizers and so on because it would have put an immense pressure on us as a vendor partner, as their supply chain procurement partner. And that was hardening, obviously, because large enterprises are used to credit. They're used to that credit from different vendors. It's that standard terms. But what happens is during this period, like, you know, someone mentioned, almost all credit was suspended. Companies, vendors, they didn't really, they prefer to take any order with an advance. So what happened was, Shaiti also had to like either recondition or move to vendors who are still honoring their credit terms and trying to improve from there so that our cash flow wasn't impacted. And at the same time, what we saw and we felt was hardening was our customers being at least, you know, understanding that this is a time when, you know, it's a pandemic. It's not going to last forever. This is the time to support our vendors. But at the same time, they're supporting us because what's important is this pandemic has led to a lot of the chief supply chain officers, chief procurement officers, now saying that, you know, this is the time to get onto the digital band mic and we need to digitize our supply chain. We cannot be welcome with, you know, 3,000 vendors, we need to like, you know, aggregate. And we need someone who is able to bring in these efficiencies and improve the productivity and, you know, make our entire system or supply chain more transparent. And that has accelerated since this pandemic. And we're seeing this as it's like, it's a common phenomenon across the sector, big, you know, automobile, big companies in the, you know, pharma space, they're all getting onto this banner again. If at all it was already happening earlier because it was a strategic bet that they had looked at in, you know, in that, in that way of transforming their companies. As of now, it's definitely a high priority. And that has also helped, you know, for companies like us, as we have seen a tremendous growth, especially in terms of companies that are adopting us. Like earlier, we always had a ramp up period because these are like, you know, large, well oil machines, but at the same time, there was a certain inertia to really get, say, a process or, you know, and your entire enterprise solution, working such that not just one faction of the company but the entire, you know, organization as such can start using it. But that was definitely accelerated and now it's good because now it's all coming top down, which leads to rapid transformation rather than happening in step jumps. So, you know, in the past six, seven months under this series, is that everyone has shown us some good things that have come out of the COVID. Obviously, there have been very bad things that have happened due to COVID. But every sector has somehow, you know, learned something in something, you know, before I take the next question, we will request our leaders, audience to keep their questions coming. So, you know, questions. So, one of the question is that, what's the product that both, basically what the, what means is that post the pandemic, was there a change in the consumption pattern, and has it sustained till now? Was it again gone back to what it was earlier? Akshaya Samar. So consumption pattern in the sense like, to be honest, during the pandemic, the consumption had all shifted to say one vertical for us, at least, you know, and because we are catering to factories, you know, and sites manufacturing facilities and so on. So consumption pattern had definitely taken it like, oh, it was overhauled in a way that, you know, we ourselves had to dedicate resource and time on to like say one category, ramp that up so that you know we could keep supplying this PPE and these essentials that are required. At the same time, that slowly started, you know, I guess, shifting back to its original nature. The profile of the customers and the consumers, their order profiles started mimicking what it was pre-COVID back in July itself. So, I would say the last, like July, which is like the start of the last quarter onwards, we have seen pretty much it coming back to, you know, pre-COVID times and their order profiles have started mimicking that. Right now, it's definitely like, you know, whatever it was pre-COVID, but at the same time, they have noticed, and as I mentioned earlier, this aggressive need to like, you know, adopt, say technology and adopt an aggregator like us to streamline the supply chain wherein they themselves get freed up on that, you know, administrative processes, their time, the effort they have to put, all these latent costs that are hidden in the procure-to-pay process that has been completely, you know, being put in like overdrive by at least the management of all of those companies. And that has kind of helped us to see like our order profile change in a manner that we are now looking at a larger bucket. Yeah, there were some very obvious patterns that we saw. I think all of you running a family as well must have seen that within your family also at home. There was a lot of panic buying in March and April. And during the panic buying, most of the stuff that people were buying was the must-haves. For example, the pulses, the rice, the oil and ghee, baby food, hygiene stuff that people need and, you know, if the store is closed, how will you get that? So cleanliness products, hygiene products, skincare, hair care products, baby care products, and in food, mostly commodities, and rice and pulses, stuff like that. Very, very highly dependable long shelf life products. Then we saw slow movement towards, you know, little bit of a guilty pleasure like all of our done, you know, baking products started seeing an off-take. People started baking at home. So that happened in July, August. People started baking at home and they started buying baking powders and stuff like that, more sugar and baking soda. We saw that happening. And now it's come back a little bit to normal where we are seeing people buying back similar stuff that they were buying similar time last year. The Diwali gifting section this time, the Diwali gift kind of changed because most of the Diwali gifts were also, people were not really going to the Mithai wallas as much as they were going to the Kirana stores. I think that's one trend that we have seen is more move towards packaged goods rather than open items because people trust the hygiene of the packaging in the factory versus packaging at the store. So people are gifting more of biscuits and chocolates rather than Mithais. So that's one shift we saw on Diwali. A lot of consumption of biscuits, bakery biscuits and juices. Juices is one segment that somehow people believe that it is healthier than other drinks. So there is a lot of move towards juices. One item is Haldi which is now found its place in almost every one raw material that's new in every product in India these days is Haldi where you even see Haldi added to protein powders and protein shakes. So that is one move where we saw healthy products flying off the shelf. Coconut juice. People are buying more coconut juice which is packaged instead of fresh coconuts. So considering it as a healthy drink and so yeah in the health segment we have seen some off-take but now overall I would say that the pattern is back to normal. People are consuming based on what they think they need and not just based on panic. That's interesting actually. I'd just like to add something over here. Like you mentioned that Diwali you've seen a little bit of difference in the profile and you know how health food is coming. During this Diwali obviously this is a very festive time so gifting is a big thing and that's one of the things we do as well over here right. So we have seen like we have corporate gifting as one of our say arms. We've seen like a lot of corporate maybe it's because of you know the no touch nature of say digital gifting but we've seen a lot of our corporates opt in for you know e-gifting or e-bargers rather than going for these physical small gifts where we had like a huge category. We've seen a lot of large catalog of say specialized items like novelty items. Instead of that they've all opted in for these e-gift cards different brands are available. So I see that shift and see to be honest I think that itself is looking at we are seeing a tremendous change in terms of you know going from physical gift cards used to be earlier than all. We are going to an online space and e-gifting in the US if you just go down any of these stores say Walmart stores just before checkout you'll find a number of gift cards you know of Apple and Walmart themselves. So Netflix sometimes these are physical gift cards but in spite of seeing all of that you used to see a big the market over there was close to like you know a trillion dollars worth of e-gifting right. Similarly over here India's market is still nascent in a way but I think this period has kind of pushed a lot of people to adapt this e-gifting. Obviously the touch nature of gifts has gone but I guess it has made it safer. And also I think it gives option to. It gives. Another question that we have is in terms of handling of goods and materials has there been an intervention of technology which which we should know about. So basically I think talking about warehouse or wherever you. So have you seen that you've deployed more technology there in terms of sorting or maybe physical carrying or something I don't know. Sure. So I think one of the biggest challenges is when we are transporting goods it's visibility for our customers right. So companies large enterprises for example just give an example we are working with one of the largest you know aluminum mines will be here in the country and for them visibility or transparency of any of the PR to PO and then post shipment the trackability of that has been a challenge. So one of the things that is coming up is obviously making this entire journey transparent with notifications geofencing in a way that enables the transporters who run the who have your truck drivers running trucks between certain lanes. They know that those lanes are within the within the geofence location and at the same time the ones who are like taking, you know, or the consignee ultimate consignee can can know when the goods is about to arrive into its premises and so on. So these are some of the new things that people are looking at shaky ourselves that have integrated with such, you know, solutions through API such that it's visible for our enterprise customers on the end on the enterprise portals. So any particular order you can see the status and you know, where exactly it's coming, not just that it gives you automated notifications whenever there's an, which is an advanced shipment notice whenever there's a once notice, or a shipment that's coming into the premises. And I think in this space, there are a lot of supply chain startups, there are a lot of supply chain startups who are basically solving for just this particular problem statement, which is how do you empower the transporters or the logistic players logistic service providers. Who are like, they probably are run by owners who have two to three trucks, they don't have master fleet, but at the same time they're not savvy enough and have not come on board any technology platform so far. How do you enable them also. Given that a large enterprise or large FNCG player like Palma or Colgate, they've been using them because they have these vendors for like years, 10 years, decades long. How do you bring them also on to the bandwagon so it's become like you know, providing them with these apps or these small technologies which enable both the transporter as a vendor to get on to this provide the visibility to the customer. So the cost so that the entire way of going about it is the land the customer, then ask all those vendors to get on board it, so it helps the customer. So these small, you know, micro innovations have itself seen a huge, you know, interest, even from VCs and I believe that you know, as a supply chain process, that's one that has a lot of problem areas. So a lot of value add can come in from there. Okay, we just have a minute or so to finish before we wrap up summer. Can you also, you know, enlighten us with, you know, the kind of technological interventions in terms of maybe moving of products or anything that you have seen or in terms of, you know, sorting products or storing that that that you have introduced. See, operations is a business of moving molecules, right, we are not moving just bits and bytes. That is one piece of supply chain, moving communication connecting people moving the bits and bytes but when you need to move molecules, there is very little you can do about people interaction. Right, so there is a need for people to work in a warehouse, there is a need for somebody to drive the vehicle, make the delivery happen. But the biggest impact we saw on on this operational aspect was of making zero errors. So if you make a system which has no errors from beginning till end, that is what reduces the interaction the most. It is very important that the Six Sigma processes are followed in an operations business so that you reduce need for interaction of a retailer to come close to that delivery boy and ask him a few questions. If the products you have put in a box and delivered the box are always correct. People just take the box, keep it aside, open it up later on. They don't need to then complain that something was missing or something was wrong. So having a zero error process is the biggest thing that we have focused on over the last 12 months so that there is least human intervention needed at the time of delivery. Obviously, there are some very simple things in place like mobile payments, which reduce the interaction and e invoicing which reduce the need for paper exchange for the but in voicing and mobile payments is across the board in particularly our operations we have focused on having zero errors from beginning till end. And that has reduced the human interaction the most. And then we have a short, short beyond our given time but thank you so much for joining us and it was very, I would like to thank actually all the B2B players to help the Kirana stores which kept us, you know, kept us very happy when we were locked up everything was available. So I think and there is a huge opportunity which I see again opening up in terms of, you know, supply chain and everything getting restored so I'll hope I'll hope to see you all again sometime. And thank you for today. Thank you. Thank you. Thank you. Thank you. Thank you so much.