EP16: Berlin Brands Group on Becoming the Largest eCommerce Company in Europe
Berlin Brands Group – one of Europe’s youngest unicorns – are on their way to realizing their goal of becoming the largest eCommerce company in Europe!
Malte Karstan, Head of Acquisitions – Europe, talks to us about BBG’s 15+ years of eCom learnings, why they expanded into FBA Aggregation and how the company’s 100+ retail channels gives them unparalleled global reach.
Raphael: Folks we have with us today one of Europe’s youngest unicorns. While they are new to the Unicorn Club, they are definitely not new to eCommerce. This is a company that’s largely stayed away from the limelight, and you may be forgiven for not having heard about them, but I can assure you this you’ll be hearing hear a lot more about them from now on. They recently announced a 700 million dollar fundraising from Bayne Capital, bringing their total funding to over $1 billion and also catapulting them into the Unicorn Club. Folks we have with us today Berlin Brands Group or more commonly known as BBG. While the world knows them as an FBA aggregator, there is so much more to them. And today we’re going to demystify the giant that is BBG. I’m Raphael, your host. Welcome to episode 16 of the DataHawk eCommerce podcast. Once again for this episode, I’ll be sharing the mic with our favorite eCommerce expert, Pat out of customer success at DataHawk. Pat, what’s up?
Prateek: How’s it going, Raphael? Thank you for having me.
Raphael: Always. And today we’re proud to welcome Malte Karstan. I hope I say it right, Head of Acquisitions at BBG. Malte, thank you for joining.
Malte: Hey, guys.
Raphael: Hi. Maybe before we dive deeper into our episode, could you please tell us more about you?
Malte: Yeah. As you already mentioned, I’m Malte Karstan and I’m with BBG for quite a couple of years now. And before that, indeed, there was a life before. I used to run my own eCommerce business for 20 years and sold it after 20 years to a big international company.
Prateek: To BBG?
Malte: No, at that time, the BBG was not like, let’s say, engaged in this topic. And that’s why. Otherwise, of course, I would have chosen. I’ve seen everything, like starting in the garage and then packing their own parcels and doing everything from scratch. 1998, different times, like Amazon, only in the US and not already, like in Germany or in Europe, established.
Prateek: Back then, when you told people you sold online, did people ask you what’s the Internet?
Malte: Yeah, the Internet. Was that my mother saying, this is my start doing something? I don’t know, but maybe it’s okay. It’s okay. Still, take a seat. So, it was a different time.
Malte: But I’ve seen, let’s say, a lot in those days and rented out to a dimension like close to the BBG’s today. And so, it was like quite a successful time. And right after selling it, I decided to do nothing, that thing and start.
Raphael: What do you mean by nothing?
Malte: I like sleeping things as we’ve mentioned before. But of course, it’s eCommerce and it’s crazy times. And there are several people showing up saying, hey, you have time, would you please look into it quite quickly? Like, give me two cents about it or something. And then I was like diving into things like playing around with big companies, like, first of all, like known ones, like big players, as we say in German, and had them like to get them onboarded in the eCommerce space or improve things on their ends.
Prateek: So essentially working as a consultant then, Malte?
Malte: Yeah, got it. That’s what it is. And then the BBG let’s say showed up as well. Like the same situation with the phone. I had ideal relations like from scratch like from the first conversation and then since then I’m like digging deeper here day to day. It’s crazy. And now I’m really pretty much engaged like 24/7 here. And this is something I love a lot and I adore a lot and many people here at the BBG, we come to the next point maybe. But it’s really like 1300 people, lovely people and great people and really like evangelists.
Prateek: I know, believe me. BBG is our customer and I’ve spoken with so many people from your team, believe me, I love all of the people I’ve spoken with.
Malte: That’s true. Okay, that’s it.
Raphael: Thank you. That’s one of the best intro we’ve got so far in this. So, I want to hear more about BBG origin story. When was BBG established and what was the original business model?
Malte: Like, go back two minutes, the same story nearly. It was Peter Chaosky, the founder and the head of everything today and the owner today. And back in the days in 2005, he decided to say he was a DJing or something. He was in that area. Maybe when you think back there was this MK two turntable thing like pretty expensive and that was the only one that you could play backwards and scratch and things and that was really expensive. And for all those guys who would want to start DJing or something, it was really too far away equipment wise. And he said is this really that expensive? Isn’t there a chance to bring this down somehow? He was like a crazy starting thing. He traveled to China and from his I don’t know, savings, I don’t know, traveled to China, took a look around, visited factories, agreed certain like contracts and structures return, started from scratch, everything alone and then employed the first people, the first guys and really started something from scratch like I did and ramped it up over the years, added new brands, new verticals over time and then we’re ending up in 2015 or something. Let’s go the whole way 2020, and after 2020 he brought this one up with so many different items, verticals, marketplaces that were really from the very beginning was one of his main goals. Internationalization. Today the BBG is 100 marketplaces and shops and really international 28 countries. And let’s say BBG is really there. Let’s say there’s an entity on the floor, there are like employees on the floor. It’s like natives and people who are speaking the language. You cannot simply roll out your English shop with a mirror page into Croatia and say come on guys, let’s start. And because it’s cultural things, it’s different things. You have to do different approaches for every single country, and there’s a customer service that is speaking so many languages, so many natives flying around. I love to work, two years ago together with BBG customer service a lot and had some projects in there and so many people. It’s crazy. It’s Babylonian dimensions. There are so many people running around there from different countries. South America, Southern Europe, Northern Europe, Asia.
Prateek: Exciting and chaotic at the same time.
Malte: Yeah. This is what I can say. There’s a method to the madness.
Prateek: Yeah. When you started out in 2005, Peter, you originally had your own brands, right? That’s how you guys started out, not in the aggregator model, but with your own brands. Yeah, of course, there was no aggregator idea at all. Right. It was simply, okay, I would like to start with some products because Peter always wanted to democratize the item space. Yeah. If there’s a product that is nice and that is beautiful. Okay. But is this really, let’s say, worth the price tag, 500 or 1000 something or whatsoever? If you’re traveling through whatever sourcing country and you see here 2050 or whatever, it’s crazy and it’s simply a different approach. It’s about democratizing things indeed. And very early, earlier than me, he came to the conclusion, okay, but there must be some sort of own brand, an umbrella on top of it. Not just like buying things randomly, selling it because it’s a great opportunity to jump on certain trains and to fight in those agents with 50 others. And it’s about tens and ups and downs and Buy Box share whatsoever. It’s really a different story if you say, okay, no, my product, I’m fully owning, fully vertical, as Peter’s always selling like BBG is a fully vertical company from the manufacturers, like over 600 or something from the manufacturers until the customer on the very end. Everything.
Prateek: I’ve been reading about how many warehouses you guys are building in Europe. And these are massive warehouses.
Malte: Yeah. That’s already there. And still to come, right. This is like also the offices you cannot steal the US, for example, from something like temote. Of course, there are offices in the US, like Boston and then Francisco. And of course their offices in Asia, inbound outbound Hong Kong, Shenzhen. And today it’s also like you need an office in the UK as well, for example, as we have, like in Oxford, because of Brexit, it’s better if you have the guys over there, like behind the new Chinese wall, like in the Channel.
Prateek: Right. Cool, perfect. Thank you for that context, Malte.
Raphael: Well, now BBG is known more for being an aggregator, right. Like clearly today. So, could you shed some lights on this pivot? Like, when did the company decide to actually move to an aggregator space and why? When is the exact moment and why?
Malte: Yeah, you’re talking to the right guy, actually. It was some sort of an old idea, let’s say in 2020. It was like on the table several times. We have all the infrastructure, we have everything in place. We have that multi single customer service, we have those offices, Istanbul, we are spread all over the place. We have the logistics and everything in our own hands. And could this be an idea to, let’s say lease our capacities to others? Like fulfillment solutions, offer fulfillment solutions or graphic solutions, or whatsoever distribution, things were always on the table. Like companies showing up saying, I’m strong in Germany.
Prateek: Were you essentially just looking for some kind of new revenue stream then at that point of time. Leveraging your existing infrastructure.
Malte: Yeah, a little bit the other way around. It came up to our mind maybe because it was a little bit like searching for something, but also it was like driving outside in founders approaching the company, I was approached by someone, a company from the US. I don’t know, it was a little bit weird. I’m sitting here, landside like, in my village.
Prateek: So, you woke up from sleep and now you’re a billion-dollar company.
Malte: Then they came to us and said, okay guys, somehow I became warm with that idea, maybe selling my business could be an opportunity for me.
Raphael: It makes sense. You had all the resources.
Malte: Yeah. And they approach the BBG, of course. They are the top three. Amazon, Europe, and big players and known brands like Clash Line, for example, one of the biggest ecommerce brands in Europe. For the founders, it was pretty much clear, like to approach the BBG. There was no web page, like enter your name here something. It was simply networking or people like on a certain trade fair whatsoever, like coming across saying, could this be an idea?
Prateek: So, sort of like accidental aggregators.
Malte: Yeah. Maybe at the beginning, a mix of everything. There was some sort of, let’s say, full pipeline before it started. There was some sort of, yeah, we want something like an organic growth adding to, speeding up somehow. Like we have our own 14 brands. Could it be an idea like our hundred product managers are working anyway.
Prateek: Peter, didn’t you want to go back to DJing?
Malte: No, I don’t think that here’s the time on a Christmas party or something, but maybe I don’t know what he has in mind going forward. He’s far younger than me, like ten years because he started that early. Typical. I like to take a University in between and all that stuff. So I lost time. I wasted time, man. So that’s why really he has his whole life in front of him.
Raphael: So 2020 was the turning point.
Malte: 2020 was the turning point. Like thinking about it quite a long time looking like taking a look around, analyzing the space that was already there, really, in the beginning, was like, should we do it? Should we do it because we are so different, right. Because everything you see is like, let’s say you establish things, like with people most of the time that we are coming from the outside in like from the eCommerce perspective, before bank background or whatever, history. And they are like overtaking brands. When founders today are fighting in those brands, giving the best have all the knowledge about the products, everything, history, legacy. They know everything. Working 24 hours, Christmas, 4 PM opening up the laptop, looking that reviews something. Negative feedback. I don’t know.
Prateek: There are a lot of folks who can relate to that.
Malte: Yeah, that’s the same. And then it’s like handed over to some guys that are really from a different space. And we analyze the brands before the acquisition moment and after and something. And we were really in doubt, let’s say, regarding the whole idea of the aggregation of a brand, let’s say, because there’s always for us, it felt like in the beginning, for us, it felt like some sort of a disadvantage. Founders, 24/7 engaged.
Malte: Yeah. But soon we came to the conclusion, okay, but we have all the pros, we have all the focusing guys. Like, there’s marketing guys doing the marketing. There is customer service in the customer service, channel management, category management, product management, reporting, team, logistics. In a certain stage, for every single business, there is some sort of a transition movement to infrastructure. Beats 24/7 engagement because it simply became too big for one person. I’m talking to founders every day and I’m talking to founders with, I don’t know.
Prateek: It’s a transition moment.
Malte: So, there is a need. Definitely. And that’s why we started end of 2020. We started that really like the new Department and this was really high-level management attention on it. The founder, and then from that moment on, it was like more and more and more today we are, I don’t know, but it might be 50 or something. Like, people full-time engaged here might be more. It depends how you, you know because there is some sort of hybrid situation when it comes, for example, to the integration phase and moving a little bit quickly around. Then it’s, of course, guys who are working, for example, in the logistics team running across the place and docking on here with the M&A Department, doing the things, returning and coming back if needed, and something. This is of course, some sort of big advantage of the BBG. Like if you have endless capacities in terms of pros with certain different fields that you can allocate for a certain time and then they can go back, do their things, return, and something. But of course, especially here in phase one and in phase two, like in that due diligence phase, phase two, and here pre-IO stage, phase one. Of course, those guys are full-time.
Prateek: IO would be what, Malte?
Malte: IO being Indicated Offer.
Prateek: Indicated Offer. That’s exactly what my next question is about, Malt because you guys have been creating brands from scratch since 2005, right? So, what advantages do you think this gives you because you’ve been in the game for so long, et cetera, et cetera, compared to all of the other 100 aggregators out there because you’ve got the experience, you’ve got the infrastructure, you’ve got the systems, processes, people. So, I think part of this question you’ve already answered in the previous answer. But maybe if you can add a little bit about specific advantages, maybe.
Malte: Indeed, you answered the rest actually now. But I will try to find some missing. It’s all about when I’m talking to guys here. It’s not like they are not catching balls, trying to forward the ball somehow. Yeah. It’s more or less they really, I can see it in their eyes. Like all of those guys, integration, brand managers, and something, they immediately like, there is fantasy. They’re immediately thinking about new variations, new styles, new somethings. Because if they have some sort of a product manager and background or sourcing background or something about how to leverage things, what could be? I know this particular vertical something pretty well for quite a long time. And it’s perfect that we have this brand as some sort of a basement for our vertical here in the BBG. Yeah. This is our idea. We have this like, let’s say basement idea. There are brands that are opening up a new vertical and then we can quickly build the top of it, like with our capacities, product management, something, and we can quickly build a house on that basement.
Prateek: I think your experience has really helped you then in the sense when I see your experience, I mean, the entire company as a whole, all of the people, because right now there’s a war for talent out there, right? Because there are so many aggregators in this space, everyone’s looking for Amazon talent. You guys already have all of the talents because you got into the space in 2005, right? Cool. So, let’s talk a little bit about you want to add something Malte?
Malte: Yeah. I wanted to say, and it’s vice versa. It’s also like what I see in the history and the knowledge and everything also creates some sort of awareness in terms of, okay, this is maybe not something we should go for in the past that has some sort of implications,
Prateek: Patterns and things like that. Nice.
Malte: Whatsoever. So maybe when someone else who is not, like, lots of knowledge and history,
Prateek: They’re going to have them make the mistakes to learn, whereas you’ve already learned from back in the day.
Malte: Yeah. That’s why. And so vice versa. And that saves time on both ends. You’re not engaging with founders. If we see from scratch, that might not be a perfect fit into the BBG thing, where I see it from sometimes that other aggregators maybe are engaging indeed in something and on a later stage find out there’s a problem.
Prateek: Got it.
Malte: And then cut off. And then I’m talking to founders that I really like. I don’t want to use the word, but they said wasted too much time, wasted two months, I don’t know. And something they should have known from the very beginning. Because in the end the killing moment was too many SKUs and they knew from scratch. So, what the heck?
Prateek: Absolutely. Let’s talk a little bit about DTC now, Malte. So, on your website is a quote from your founder, right, Peter? It says the majority of our revenues come from our own DTC websites. And that’s an enviable position to be in, right? Because given that on Amazon, Amazon sellers are basically just renting Amazon’s customers, right? So how difficult is it today to build a successful DTC business outside Amazon? The reason I asked that is millions of people are already visiting Amazon every day, right? But what are some of the challenges you face in trying to bring traffic to your own DTC websites? And how do you tackle those challenges?
Malte: It’s two different things. Like the BBG is already there. Let’s say it’s 50% DTC, like webshop revenue, like when it comes to the whole BBG, then it’s 50% from their own webshops. This is, of course, something that has to do with internationalization because if you’re entering that many territories, you have to go your own way because there is no Amazon, there’s no local marketplace hero or something platform, you can easily dive in, ship your things to the customers, and that’s it. The BBG had to do this. But of course, on the other hand, it was also done by purpose. In Germany, for example, where Amazon is strong, or in the US, where Amazon is also very strong.
Prateek: Oh, yeah.
Malte: It’s still useful to have your own webshops. And today I see there are millions of customers, like running around in those lab shops every month without big marketing efforts and making Google richer as it is already. So then BBG is on some sort of stage, let’s say, where you should end up somehow one day if you want to be successful. Starting it, what you are asking, starting it today is really difficult because you’re not only competing, let’s say with other webshops, with other web pages, you are competing with those marketplaces. You can enter whatever search term you want and you end up on Ebay’s or Amazon’s or whatever links on the first 400 pages and competing with them, it’s really hard. You have to find your niche. You would have to find some sort of product or something that would help you a little bit. It’s not that already, let’s say over the other way around, that Amazon is full of certain products. It was 10,000. Though, Google is as well. So, it’s the same. It’s like mirrored there. So, it’s all about unique products, and focusing on the product side more and more and more if you really want to step up and come into the light and make yourself visible somehow is really a different story. It’s not only about paying adverts and doing these things, but it’s also more today. It’s more basic work you would have to do in terms of product things and as I mentioned already, sourcing stuff.
Raphael: Got it. Thanks. From what we’re seeing, there are not a lot of aggregators out there today that has expanded to Asia, whereas BBG, for example, for some time now has been operating there. And we know China has been setting the trends in eCommerce, like, really. For example, live video shopping. Again, I checked that last night. It’s incredible.
Prateek: Do you see the guy with the lipstick?
Malte: Over billion. Yeah. That’s what I thought.
Raphael: So, my question I guess is have you bought any learnings from China to Europe or to the US? What have you seen in China that is super cool, super sexy that you bought back here and in the US market?
Malte: Yeah. Once again, it’s two different things, like taking a look around and inhaling eCommerce trends has, let’s say, nothing to do with the aggregator thing has nothing to do with our engagement in China. And our team over there, brilliant team, brilliant guys, strong guys. And, of course, on a daily basis, they are sending in things, ideas, some things. We have our communication lines here and of course, it’s there. But when it comes to living shopping, there was already, when I remember right, it was 2019, it was already 37% of the eCommerce in China was live shopping. So, we are talking about an old thing. If the BBG wouldn’t have seen it in 2019 already, then something would have gone wrong. Of course, there’s always a cultural thing like you can see things, you can try to adopt them and take that into different territories. But still, I see there are differences, cultural differences. Live shopping becomes very popular in South Asia, like Indonesia or Malaysia or something. It’s maybe a different area, different story, different cultural perspective on purchasing things like customer behavior. In Germany, for example, it’s those TV shopping things,
Prateek: The QVC or whatever.
Raphael: The thing is home shopping. So, there must be something. Yeah. The problem is in China the young people are like going crazy about this live shopping thing. In Germany, the old people,
Prateek: Nice. Okay, I see what you’re saying.
Malte: Yeah. Germany is like a new idea because somehow maybe we are years behind the Chinese like waves of changes or something. Because in Germany, for example, Germany, the people start to laugh, to live like free in terms of timing and fixed starting dates of TV shows or whatsoever. It’s all about Netflix. When you look at it, something you can enter your webshop whatsoever platform whenever you want and decide to buy it whenever you want. So maybe that was the idea in China five years ago. China is in some sort of renaissance saying, no, we fixed that and some sort of big advantage. Of course, it has to come with some sort of big opportunity in terms of deduction or whatsoever. And then the people are coming like crazy. So, we tried a little bit around with I remember it was two years ago or something with those live shopping things already when the first platform wise, Amazon offered the first, let’s say, platforms inside Amazon to play some sort of live shopping thing, we are really close to all those trends. It’s not only live, not too many different things, not easy to determine. Was it like a Chinese trend that came over to Europe or is it a US thing or is it even a European thing from Slovakia? I don’t know. That then ran into China and came back to Europe. I don’t know. So BBG is, of course, sitting on trends. We have lots of very comprehensive checks here with industry guys and eCommerce and evangelists that are like throwing in thoughts every day. And it’s discussed here and doing nighttime. I remember because it’s cross-continental. So, we are very close to all those things, I can say, and monitoring them closely.
Prateek: I think this is a good setup for the next section because let’s shift gears now, Malte, let’s talk about the road ahead, the future. So, given all the funds BBG has raised right and you probably have aggressive acquisition targets for 2022, how many brands do you expect to have in your portfolio same time next year?
Malte: Let’s say, this is a good question. This is really a good question. I would say I don’t know or another way around.
Prateek: You don’t want to give it away because we can reverse engineer and be like, okay, BB is going to raise so much money in 2022. All right.
Malte: Let’s say it’s more than I expected. Our founder Peter said in all those big newspapers or like hundreds plus and Financial Times and everything, he said BBG, full stop, we want to be the biggest eCommerce brands family in Europe.
Prateek: Oh, amazing. Wow.
Malte: That’s what he said. So, and I said, okay, how many brands? And, you know, like, with your infrastructure, and not the people are going crazy. Was it this brand or was it the other one? So, but what I can see, actually, we are close to 50, like total today, and it really feels like one year ago when it was 40, you know? It’s not like stretching everything. Like people are getting confused or whatsoever. No. The infrastructure is simply handling it.
Prateek: You’re well prepared for your next stage of growth. Yeah.
Malte: I can see it like all those different communication lines. See how this is working between the different departments and the handover things and the handover scenarios within, like, years something, please. And the channel manager is acting as country manager. Slovakia is saying, thank you very much. Yeah, I’m playing with you on platform. Blah, blah, blah.
Prateek: Like a Swiss watch.
Malte: Yeah, like a Swiss watch.
Prateek: Thank you for saying that. Which pillar in the future do you see driving more growth for BBG brand creation, which is what you guys originally did, or acquisitions? Which of these two pillars do you think will drive most of your growth in the future?
Malte: I think it’s a hybrid idea. Let’s say brands building within all the brands, because from the moment when that’s a good one. When the brand is coming in, there’s no difference anymore. Yeah, exactly. If there’s a new hire. I’ve seen it like yesterday I looked at LinkedIn, I said, oh, you have 13 new colleagues and new colleagues. If you would like to go to them and say, come on, you see all those brands, what would you think is BBG brand? 15 years. And what is a new one? It would hard to be determined.
Prateek: You sell via so many marketplaces, right? Like Dartie and Snack and Boulanger, et cetera. And all of these guys also operate their own physical stores, right? Like Dartik, all of these guys. So, with so many brands under your umbrella and more coming in the near future, can we expect to see BBG foray into physical stores?
Malte: I would say you don’t want to give it away. No. Sometimes it’s good to be the first mover. Or, it could be a first-mover thing. Amazon opening up stores, like to bring in those fast-selling goods or to bring those items in the shelves that cause the highest return rates,
Prateek: The four-star stores and things like that.
Malte: Yeah, like different approaches. Amazon is, for example, trying around. The French players you mentioned originally came from the retail site, opened up the marketplace and now they are hybrids. I don’t know how it ends up in terms of I’ve seen it here with the German player who once started who was a chain and now has this and now it totally turns upside down. It’s like 90% eCommerce a day and 10% shops. Come on, give it one year the shops are gone and they are fully compressed and eCommerce. So, in this action situation where there’s such a drastic shift taking place from our perspective, maybe not the best idea to say here we are, the new chain on the street. Maybe in the near future, like we are checking everything and we have everything ready and prepared.
Malte: But maybe actually today is not the best moment.
Prateek: Got it. Makes sense.
Raphael: Well, I think it’s time to wrap up this episode, except if you have one more question, Pat on your,
Prateek: Yeah, I was just going to ask. We’ve spoken enough about BBG, Malte. Can you tell us what an average day for you looks like? I’m sure it involves a lot of LinkedIn posting and I’m a big fan of you. You’re a Linden influencer. Tell us what an average day is like for you. Do you even have an average day?
Malte: That’s the question. Not really. Yeah. No one asked me before the question, would I really give that away? I’m trying to stand up as early as possible in terms of physical, like, I don’t want to buy every product just because I’m getting up early. The typical day starts at let’s say maybe seven in the morning and not earlier because normally I go to bed, maybe a three or something. Wow. Really short nights.
Prateek: 4 hours of sleep? 4 hours of sleep is all you have?
Malte: But that’s really deep, deep sleep. I’m really awake. You could like I don’t know where are the eye bags?
Prateek: I don’t see any eye bags.
Malte: It’s coming. I’m 44 and then in between there are of course a lot of calls with founders and this is of course in between and then meetings with my team and with the guys here in the M&A Department. Also, I have several team calls with not teams, then chime but with Amazon, for example, I’m having some sort of good relation to Amazon as well for years now and always checking back like new developments, new things but not only with Amazon, also with other players in the market like Alibaba and stuff. So, I’m trying to mix it a little bit like this new M&A focus, also this focus, always keeping an eye on the market and on the development and marketplaces. In between, I sometimes post something on LinkedIn, but I think it’s important to share or whatsoever. Like, sometimes funny, and not all the people get it. Then there’s a family with three kids.
Raphael: You’re a father of three also? Man.
Malte: Not to be underestimated and trying to arrange.
Raphael: Yeah, I’m already suffering. I don’t know how you do it, man. Really respect. Really respect. It gets easier.
Malte: It’s getting better. It’s getting better. When it comes to 10 years old kids, it gets better.
Raphael: Thank you so much for this episode. I really enjoyed every piece of it.
Prateek: Loved your energy.
Raphael: Loved your energy. I really hope our listeners learn a thing or two. At least I did, personally.
Prateek: Oh, yeah. A lot.
Raphael: If you have any questions, feedback, or comments, don’t hesitate to reach out to me or Pat or Malte on LinkedIn. Please don’t hesitate to comment. We’ll be back soon with another episode of the DataHawk eCommerce podcast. Thank you so much, Malte, again. Bye-bye.
Prateek: Thank you, Malte. See you, bye-bye.
Malte: Thank you, guys.
Prateek: Thank you. Bye-bye.