17. You are a Grocery Tech Start-Up and Online Ordering is Higher Than Ever (And Rising) w/ Louise Pritchard

The idea for a grocery tech company was imagined on a subway ride in Chicago by one busy mother on her commute while thinking about an easier way to get food on the table for her family. Founder and CEO of Grocery Shopii, Katie Hotze, never could have predicted that a global pandemic would leave so many others facing two common dilemmas: no one wants to head inside to grocery stores, and everyone is running out of dinner ideas. Enter Grocery Shopii: a seamless online grocery shopping experience from meal planning through checkout.

We sat down with their Chief Marketing Officer, Louise Pritchard, who shares the importance of being able to pivot when the demand for your product sees a dramatic uptick.

We’ll also touch on:

• Square one should always be listening to the customer and their goals
• “No” can be the most important word when you’re a small company seeing high demand, but looking to grow steadily
• As a B2B business, the value and challenge of telling your customer what their customers are thinking

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Transcript of the Episode

[00:00:04] We really wanted to help the mid-market guy compete, and that’s really come true for us, but they are the big guys are starting to hear about this and now they’re starting to call us and we’re going to have to get in line because we can only do one of these integrations a quarter. So you’re going to have to get in line.

[00:00:22] You’re listening to the Marketing Behind the Curtain podcast where we pull back the curtain on the people, processes and technologies leading marketers are using to fuel growth within their organizations. Let’s get into the show.

[00:00:36] Welcome to Marketing Behind the Curtain, where we take a look at all the hard work that happens by marketers to put the shiny outward face on organizations of all types. I’m your host, Devin Kelley with Method Savvy, a consultancy that helps ambitious leaders find better ways to grow their business. Today, I’m joined by Louise Pritchard, and Louise is joining us today and talking about her experience as Chief Marketing Officer with the, I guess, start-up still a fair term to use for you guys at the Grocery Shopii?

[00:01:07] That’s right. For sure.

[00:01:09] Yeah. So talk to us about what you guys have been working on and I guess what the the start-up world is is like for you these days.

[00:01:18] Thanks for having me. I really appreciate it. And as you said, I’m Louise Pritchard. I am Chief Marketing Officer of Grocery Shopii Technologies. And we are a SaaS software application that bolts into the e-commerce platforms of grocery stores, e-commerce, giving the shoppers a seamless shopping journey from beginning to end. And we can talk a little bit about what that entails. But we are a true start-up. We’ve been in business about a year and a half. We’ve been bootstrapped, drinking from a fire hose, as I might say. But we’re really gaining some traction right now. We have our first contract in legal with our first client. So we’re really excited about that. And it’s even more exciting when you’re starting to get inbound leads versus having to go hunt down everything.

[00:02:09] Yeah, it’s it’s nice when it comes to you.

[00:02:12] Yes, it is. Yes. It’s been a long time coming.

[00:02:15] I mean, literally, my business partner and CEO, Katie Hotze, who’s a North Carolinian, and Charlotte really built the wireframes for our technology when she was riding home on the train in Chicago. She worked for a major Fortune 500 company and data marketing, and she was trying to figure out what she was going to make her kids for dinner. And you are driving home, you’ve got kids, you don’t want to take them to the grocery store, the bewitching hour, and then you default to Taco Tuesday and Pizza Wednesday, which is not the healthiest choices. So she literally built the wireframes while she was riding home on the train. So that was the beginning of Grocery Shopii and was built by mothers of kids, working mothers of kids trying to figure out what’s for dinner and feed them healthy options and being able to plan ahead of time to do so. So here we are. A year and a half later, we have a CEO, I’m CMO, and we have a Chief Technology Officer that’s helping us build out all the technology and some other ancillary people helping us out. And we are getting traction.

[00:03:34] So, yeah, when you’re you’re on the kind of start-up side of things and you’ve got a small team, I guess you end up wearing probably several hats and having the edges of marketing as it may be. So what does kind of the day to day look like for among the three of you? It’s kind of the three core team members that kind of divide and conquer is all things to all people in the business world.

[00:04:00] Right. And we crossover. But Katie really works as a generalist, investors, investor relations making those inroads. We both work on lead generation, either on the e-commerce grocery side or we also have a brand platform advertising for CPGs or food products. So I spent a lot of my time reaching out to people in that field. LinkedIn has been a great tool for us, especially during COVID. It was interesting. We were just getting ready to have our three first investors sign on in the COVID hits. And this is a perfect lesson of how do you pivot and still make things work. So fortunately, after things calm down a little bit about a month and a half and they came back in. But in the meantime, we had a kind of a slogan of fire up your online. Sales, all of a sudden, grocery stores didn’t need anybody to fire up sales. They didn’t know how to handle everything. So we really were switching it to our pivot was how do you retain these customers? What how do you build loyalty and retention and differentiate yourself? So that’s kind of a thing we went out. So I spend a lot of time talking to brands and e-commerce platforms. Katie and I joined forces on a lot of those because I have my background in sales and marketing, so I feel very comfortable in that arena. She’s a data marketer.

[00:05:38] So I think the story there of having to shift kind of the direction that you were headed with the company and the messaging because of sales being good is something that you don’t hear often. Right. Like it’s easy to say, oh, it happened and things were strange, but like they were strange for your customers in a good way. Right. In a positive way that maybe made you can’t sell against, you know, fear, I guess. And in that sense, you have to kind of reposition yourself. And I think it’s one of the things that is maybe overlooked in some of our recent experience here is that there are a lot of challenges for folks, and some of those are challenges of a negative sense. But some of them are challenges of a very positive sense for some businesses.

[00:06:29] Right. And so too much business. And in the old adage is, you know, if they don’t have a good experience, how to get them to come back and try again.

[00:06:37] You can probably talk to a lot of people that tried it and the orders weren’t filled. Right. Or whatever. So now the grocery stores are trying to figure out how do we keep this going? It was interesting because online sales were somewhat anemic prior to COVID and we were trying to say, hey, use this to get more customers to come in. It doesn’t save the grocers money necessarily to have online shopping because they still have to have somebody come pick the groceries off the shelves and stuff like that. So they’re trying to find ways to build that loyalty. And we know from our research that once you get people in and using it, then the baskets tend to swell. So we went from, you know, a TAM of I can’t even remember. Twenty five billion in five years to two hundred and fifty billion. And it’s just mind boggling how it grows. But in this arena you have to be on top of it every minute because there’s somebody else out there bringing in new technology every day. Ours uses A.I. a lot too. But we’re right now we’re the only white-labeled kind of digital meal planning app that’s out there that bolts into e-commerce. But there’s always somebody coming after you and you have to be able to pivot. And I think that’s what everybody has kind of learned. Or most people, even if you’re even searching for a job during COVID, pivoting to learn how to use technology to your advantage was really important for a lot of people. And if you didn’t do that, well, you’re left behind and you can see the industries that are being left behind because they couldn’t pivot.

[00:08:30] Yeah, and I think you mentioned having kind of a background in sales and marketing and you’re spending a lot of your time talking with brands. And I want to make sure that we kind of dig in there a little, because I think the process of developing a clear message that resonates with your audience isn’t just a marketing activity right now. When you’re a start-up early on in that process, you’ve got to be kind of listening first.

[00:08:59] And I’m interested from your perspective, like, what do you what of that process do you see as kind of sales skills versus marketing skills? Because marketing can’t kind of do that on their own, right. They’ve they’ve got to listen first.

[00:09:13] Wassa marketing as the umbrella or the platform and everything else that kind of is in there, whether it’s advertising, brand messaging, sales at all goes that under the marketing umbrella. So I had a marketing brand messaging consulting firm for 18 years. So I think the number one thing you have to do is, listen, we have a process, a sales process that we’ve mapped out. And one of our first calls, we call it our listening call, because you can’t apply how your product will fit with somebody. If you’re talking at them, you have to be able to listen to them. And it’s always the benefit sell. Right. You have to figure out how your product is going to. Benefit them and help them get where they want to be. So we call it our listening call, that’s our first call with anybody is our listening call, and then we can take that information back and pitch them more clearly. Otherwise, you’re talking at them and you’re hoping you’re going to hook up. So I think listening is one of the most important skills out there in sales and marketing.

[00:10:25] You know, I think it’s it’s important to just realize that you can’t just create the right answer. Right. It’s got to come from the customer first exactly as you’re balancing, you know, kind of the start-up know kind of process here and saying, hey, we’re learning new things on every one of these listening calls. How did you think about kind of moving back into the marketing space and the process of kind of making some marketing investments, whether it be the website or the other places that, you know, a one sheet, a proposal, you know, when you’re learning and listening to every call and learning something new. Yeah, that’s great.

[00:11:06] But it also means you’ve got to kind of rework all of your collateral on the ground. Well, no, I think what we did I mean, having come from that world, it’s very difficult to do it on your own company. Right. So we did get someone to come help us with our brand messaging. And we waited until this summer, this past summer to do that because we needed to have enough listening to figure out really what was going to be the things that did that. So we are just now our new website supposed to go live next week, hopefully that really has all our new messaging. Brand messaging is more than advice about branding. Well, that’s not just your logo and your colors. It’s all the things you have to have messaging. Our voice said you have to have a concise and impactful message in three sentences or less that needs to go on the above fold on your website or anywhere else.

[00:12:02] If you can’t say it in three sentences or less, then you don’t know your company very well. And then you have to have what I call add ons or extensions to that message that maybe for us we have different target markets, we have groceries, we have e-commerce platforms and we have brands. So we have to have extensions of that message that fit with them. And now that we’ve had the time to listen, it doesn’t mean that we won’t evolve that. But now our marketing materials are going to be much more concise. They will be this all the time has to be consistent across all our platforms is consistency, consistency, consistency, so that no matter where they read about choppy, that they’re hearing the same thing.

[00:12:50] Yeah.

[00:12:50] And, you know, I know that consistency is important across the different audiences that you have there. But you mentioned, you know, kind of spending a lot of time listening and working through those different audiences in the different messaging that’s needed. But as a kind of a start-up and somebody who is maybe kind of blazing their own trail in terms of the only white-label of product and market, are you asking for a certain amount of patience from your customers and kind of clarifying that messaging or making sure that you understand kind of how to deliver to those audiences? Because it sounds like, you know, and having those listening calls, you’re approaching them already.

[00:13:31] But like, you know, on the start-up side, you end up kind of making some of it up as you go and you’re going up against these big guys, these long, you know, invest or. Yes. Invested kind of grocery brands. It’s David versus Goliath. They’re a little bit right.

[00:13:49] It is. And it isn’t, which has been an interesting thing for us. So the patients part, I think we trial and error for us and what connects and I think we are getting pretty close to having it nailed down. We know the buzz words that are out and the ones that are in the industry now. We know that a seamless shopping journey is something that no one else has right now. So when I say that, that means you can go in through their e-commerce, go through the seamlessly go through the Shopii technology and plan your meals for the week, check out and still have the opportunity to buy your paper towels, cat food and diapers without ever having to leave the stream. Right now, if they have shockable recipes on their website, you have to go there, then you have to go into someplace else or you can’t do it all if you’re on a third party. So I think I think we’re honing in on it. Devin, I like I said, when you now have grocers contacting you because they’ve heard about you or and they want to learn more, it’s kind of like sheep once you get. One in the pen, the others will follow and we’re fine, a little bit of that now.

[00:15:05] Yeah, and I think it’s it’s very easy to be kind of overwhelmed by, like, some of the big guys of the industry. Right. But oftentimes those kind of bigger, more established companies are looking for start-ups or younger companies to provide for that innovative thinking. So. Well, to that point.

[00:15:25] To that point, I think we also made a very conscious decision up front when we were selecting putting our strategic plan together and KPIs that we were going to work with mid-market e-commerce, the work with e-commerce platforms that go into mid-market grocers. We really wanted to help the mid-market guy compete, and that’s really come true for us. So our first two contracts will be with e-commerce platform. So it hit the mid-market. Great. That means grocery store chains that have one hundred to five hundred stores, let’s say. But they are the big guys are starting to hear about this and now they’re starting to call us and we’re going to say, are you going to have to get in line because we can only do one of these integrations a quarter.

[00:16:14] So you’re going to have to get love to do this. And so there it’s building kind of the anticipation, which is really cool.

[00:16:22] Yeah, well, I think that that disciplineis important. It’s one of the things that we often see as the reason that, you know, especially kind of younger organizations as they look to findtheir kind of market fit, their ability to stay focused on that target customer. Right. And not end up with stars in your eyes kind of chasing the big guy just because because they bother to call you back. And I think that that discipline is important and allows you to kind of stay focused. But it’s harder than that than it looks.

[00:16:58] And it is. And you’re right, when somebody from a big grocery store chain, we never turn down a call for sure. We’ll have a conversation. But we have had we have quarterly retreats and we revisit our strategic plan and mission every time.

[00:17:15] And our key is how we key performance indicators. What are we staying focused on, where our lowest hanging fruit don’t get distracted from? Let’s make sure we get we’ve saturated this area. If the other opportunities come, we’ll take a look at them. But you’re absolutely right. It’s really easy to go chase the rabbit every time it kind of being distracted. And we’ve tried to do a good job of that. And so far it’s paying off.

[00:17:45] Yeah, and that’s one of the ways in which, like, I think marketing can set a good standard and kind of help the rest of the organization be productive or most productive. Right.

[00:18:00] By staying focused because it’s easy for marketing to try to be all things to all people. And that ultimately takes the you know, you mentioned the integrations that you guys do. If you can only do one a quarter. Well, all of a sudden, if you’ve got three of those coming, you’ll disrupt the whole technology team and that’ll disrupt all the goals beyond marketings. But in how the business is functioning. And I think that’s a marketing maybe the tip of the spear there in terms of staying on track with those KPIs or goals that you guys articulated.

[00:18:33] Right. And I think you all do this for your customers, I’m sure. But that’s strategic planning. And people I know it takes time.

[00:18:40] It also helps you say no to things, whether you’re a small business and everybody’s coming to you for advertising opportunities, you can say to them, hey, that doesn’t fit in my plan for this year. Maybe we’ll take a look at it for next year. But really helping you as a organization stay focused is something that a lot of entrepreneurs and start-ups lose. They lose it. Their under capitalization and they don’t stay focused on really what they’re trying to do. And some we had advisors tell us, don’t become a marketing association. You’re a software company. And we have we say that mantra to ourselves all the time. So we’re a software company. And how do we get other people to help us sell into brands and things like that so we don’t have to build an organization of marketing people. So staying focused on what we really want to be is a key.

[00:19:38] Yeah, and I think the saying no, peace is harder than it looks like.

[00:19:45] It’s a lot easier to say yes than it is to say no when people are asking for things. What is what does that process look like for you guys?

[00:19:52] And, you know, everybody has to buy into kind of saying no on that front. Right.

[00:19:58] Right. So and that’s part. Because we are in different places every Thursday that the team that’s in Charlotte meets together at the Davis and Hub because that’s where we work out of is a start-up hub. And I’m there by teams, we have video things andwe talk about all–the we set aside time to talk about it. And then we also have the retreat for the executives and we go through it all, making sure we’re all on the same page.

[00:20:28] We all have the same goals so that when we are confronted with the shiny ball that we say, you know what, we can’t do that right now, because if we go after hunting that shiny ball, that could suck a lot of energy and time out. And we’re still in proof of concept. Right.

[00:20:50] So if you try to chase too many of those balls, you won’t ever get the proof of concept and then the whole thing falls apart. So that’s we really make time for that. And I will say I’ve seen lots of organizations fall apart because they don’t take the time to do that. Yes, it can be time-consuming. But if you spend an hour a week just checking in and then a retreat type thing once a quarter, it really makes a difference because we just had one a week ago. We focused on a couple of things. We agreed who we wanted to go after. Now, this is where our success has been refocused and we’re on it. So I think that’s one of the keys. And I think having an organization like yours, quite frankly, sometimes is helpful in guiding organizations to get there.

[00:21:41] Yeah, you mentioned it’s tough to kind of go through a positioning process for your own company. Right. So just too close to it. Just having won the awareness to know that you are too close to it is kind of the first step. Right.

[00:21:59] But, you know, even if you’re good at it, you know, you mentioned kind of doing your own brand and consulting work for a number of years. Sometimes it doesn’t matter how good you are at it if you’re just too close.

[00:22:12] Well, one hundred percent agree. I’ve always told my clients you ought to bring you need an outside perspective. And if you’ve only got your C suite, determine those things. They’ve got blinders on. So you need to have people sitting at the table who are going to help you with your brand messaging. Maybe it’s customer service. Maybe it’s the guy that drives the truck. Maybe you’ve got the C suite, maybe it’s a board member, but you bring all those different perspectives in there. You’re going to get messaging in a direction that is true, the marketplace versus just what the C suite thinks it is as what we think it is and what it actually is. Are definitely two different things.

[00:22:54] Yeah, I think that’s a really good point is the number of folks who think that, you know, brand messaging kind of starts at the top, it’s going to be a story everybody can tell, right?

[00:23:07] Right, exactly. And it really works. I know you probably do this for your clients. I am just a big proponent of bringing different people to the table and the end result will be so much better.

[00:23:24] Yeah. And having those different voices all kind of be at the table and there’s just there’s blinders or I thinkone thing, but just the having that.

[00:23:38] Well, there are many other times in an organization kind of normal day to day in which, you know, people from different aspects of the organization are in the same room.

[00:23:47] And I think that’s just kind of a unique opportunity when you’re dealing with branding and messaging to kind of have that conversation. But I think it’s also kind of a unique thing about start-ups in that, because you guys are all wearing so many hats, you’re kind of forced to, you know, be able to empathize with those different positions because you’re in so many of them.

[00:24:08] What we did also early on is get advisors from different areas that help us and also connected with some Kimo’s of some top CPG brands who actually have given us good advice. And we can call on them and say, what do you think about this? Does this resonate with you advise or an advisor for the finance side and advisor for possible M&A have structures. So we get input purposely from outsiders who choose to attach themselves to start-ups and want to help. And there are a lot of people that will do that. You have not going to take everything. They’re say exactly how they say it. But if you are getting input from different areas, whether it’s the CEO or me as CMO or the CTO, you take all those things in to decision making versus just having tunnel vision.

[00:25:11] Yeah, I think the you know, it’s one of the unique things about being in kind of an early stage company is there’s a lot of value to kind of wearing those different hats or that we’re seeing those different perspectives. But, you know, you mentioned before that that you’ve had to work hard not to be a marketing company. Right, to be a technology company. So, you know, especially, you know, having changes to your positioning or clarifying messaging to those audiences. What have you guys invested in from a marketing perspective? Maybe on the technology front, you mentioned a new website coming about. You’re like, how did you think about investing in stuff like technology that maybe isn’t as nimble as kind of doing a, you know, a new line in the listening call? It has months of work on it from a, you know, a website perspective or a campaign perspective?

[00:26:07] Well, even further back from that, first of all, it’s nice to have a CTO that really knows this stuff.

[00:26:13] So we started early on with teams, Microsoft teams, and we are employing different parts of that, even a phone system through Microsoft teams so that we’re going to be launching that. So instead of using our personal cell phones now, people will be able to call one number to grocery shop and then they can be directed to the right person to help them, whether it’s me or the CTO or customer service or whatever. So we’re employing things like that, a new CRM system, so we can be collecting our leads and following up with some we looked at we used Monday early on, which was fine, but now we need something a little more sophisticated than that to track all our leads. So those are some of the things that we have enlisted from a marketing that helps me from a marketing standpoint. Obviously, our CRM system for used to be able to track them who were talking to all those kind of things, partnerships, because we have partnership agreements and we have a shared calendar on Microsoft teams, which is great because we can schedule calls. If I need to bring our CEO in on a call, I can look at our schedule. So all those things really play in and save you time and is a very small, nimble company that’s important from a marketing standpoint. We’re now and have both written articles. We try to get those published because the more free publicity we can get and people are talking about us, we have invested in being part of some of the forensic shoptalk, which is a big industry.

[00:27:53] Conference that normally would be in Las Vegas next week, it’s going to be virtual and setting up double opt in. So you look at the list and you’re trying to get with people. So we have our messaging. We have a cell sheet that’s been developed so that it’s easy. I want them to be able to easily say yes to what we’re asking them. So I want to give them all the information I can. But it all has to look and feel of our new Web site so that when they see that, then they go check us out on the website. So we do that. We have not paid. We ran one campaign in early COVID because it was we could get it at a lower price with a grocery industry trade and get some good exposure from that. But right now we are more focused on free publicity, writing articles using LinkedIn. We’ve done some social media, interestingly enough, on the social media. We used to quote stats and all that kind of stuff. But now we find if we are more authentic with our approach, the real struggles of a working mother trying to fix dinner for our kids or order online grocery because that’s who we are, then we get a lot of traction that way.

[00:29:13] Yeah, I think the you know, the authentic voices is oftentimes the one that that, you know, kind of comes across best. And it’s it’s funny that, you know, it often takes people a whileto get there.

[00:29:27] Right. Oftentimes you think you want this, like, well polished, you know, messaging, but sometimes being honest about those kind of pains goes a lot further.

[00:29:39] Yeah, I think after a while the stats have been shown over and over again about the increasing number of people using grocery commerce or is it going to stay that good because old. But we’re finding the more authentic we are with our approach, the more traction. I think someone who does that really well is Sara Blakely with Spanx. If anybody follows her, she’s very authentic. She’s a working mom. She’s very encouraging to women. And I think that’s fantastic. I mean, that is a challenge for us. I’ll be honest. We’re women in tech. And women in grocery tech, even rarefied air, but we’re pushing on and we’re not letting that stop us at all.

[00:30:22] Now, I think, you know, having that authentic voices is valuable, but you’re sort of telling your customers what their customers think. And I think that’s a that’s a challenging position to be in from a sales perspective, is, you know, this isn’t like you said, your customer doesn’t necessarily save any money or necessarily make any more money just directly becauseof your product. Right. Like, it’s not a one to one. Like buy this because of X or Y, you have to be a conduit to their customers.

[00:30:58] And that it’s tough to tell peoplewhat their customers think. But not everybody is open to hearing that.

[00:31:05] Well, that’s true, because I will say the grocery store industry is. Mostly run by men, but the people who get it, if all we have to do is talk to working moms or even millennials for that matter, and they go, where can I get this? Oh, my gosh, please tell me where I can use this. And another play for us is the health and Wellness. Doctors love it. Our first three investors were doctors because if you can plan out your meals, you’ll make better meal choices.

[00:31:37] So, again, no, sometimes they don’t like it, but because we are it, we developed it because we were the people that would use it, we get more traction. I think that is a truism. I mean, we are authentic in that it was developed for two working parents with kids at home. And I dare say that not all, but women still do most of the shopping and cooking in the household. Now, there are lots of great men and dads out there doing it, too, but in general is still mostly women.

[00:32:13] Yeah, I think that, you know, it’s very helpful to be able to kind of tell your own story. And I think one of the– we oftentimes, especially with early-stage companies, talk about the fact that, you know, marketing is sales at scale. Right. And telling that story, you know, when you can customize it is kind of a sales activity. But then capturing that in a way that allows you to be able to express that, you know, with some scale behind it is kind of the magic of marketing. Right. I can, in fact, like, customize this conversation every time.

[00:32:46] And, you know, it sounds like that’s been a process over the last several months to just understand how to tell that story in a repeatable way.

[00:32:55] I actually love the opportunity to have those listening calls because I want to hear their journey. I want to hear what they struggle with. I want to hear what makes them click, because then I can make my product very relatable for them. And I think that’s true against all products. I said it before. I’ve been in marketing and sales for longer than I’d like to admit, but it’s the benefit sell. Your product has to provide some benefit and helping them reach their goals. And if you can’t relate that, then you’re just white noise, and I think that’s a real important thing. You can talk at people, you can say, here’s what I’m selling. But if you can’t relate it to a struggle they have or a goal they’re trying to meet, you’re not as likely to get the sell unless it’s just a commodity.

[00:33:51] Yeah, I think that’s a it’s an awesome place for us to leave it and kind of wrap up with the idea of listening to your customer and that being the, you know, way you get to better messaging, the way you get to kind of more authentic communication is something that I think is a lesson everybody can take away. And oftentimes, you know, if you’ve got a marketing team that has not been on a call with a customer in a long time, it’s probably not a marketing team that’s doing very well.

[00:34:20] Right. I always say to a mentor, a lot of students at the MBA school at William & Mary and I always said, start, if you really want to be valuable to an organization, start out in sales and then go into marketing. Because if you know what the customer is saying about your product, you’re much more valuable than just somebody that’s up there thinking about ideas. And really they have no connection with the customer.

[00:34:46] Yeah, I think that.

[00:34:50] Being willing to be in the room with customers is just something that all marketers have to have to do and have to get comfortable with, and sometimes that means getting some feedback you don’t love or want to hear.

[00:35:01] But it’s just that’s where that’s where the good insights come from.

[00:35:05] A great pressure.

[00:35:08] Awesome. Well, Louise, thanks for joining us. As we wrap up here, is there a place that people can keep up with, with you and maybe see this new website when it comes about here there on social media or on your website in general?

[00:35:21] Yeah, sure. Well, you can find us at the groceryshopii.com You can find this on LinkedIn under that same name. We do have an Instagram and Facebook page that we work with bloggers to get their ideas and recipes sometimes, but do follow along and hopefully you’ll tell your grocery store you want grocery shopping as part of their e-commerce platform. Awesome. Thank you. Thank you. Devin.

[00:35:53] You’ve been listening to marketing behind the curtain to ensure that you never miss an episode, subscribed to the show in your favorite podcast player. Thanks so much for listening. Until next time.