How can cannabis retailers adapt to the new post-pandemic environment and create customer comfort?
Here to help us answer this question is Matt Cutone of Seed Technology.
Learn more at http://www.getseed.io
- Matt’s background in cannabis and how he came to start Seed Technology
- An inside look at Seed and how it provides dispensaries with in-store displays that improve customer experience
- How cannabis retailers have been impacted by the pandemic and what Seed is doing to help them adapt their retail environments
- Matt’s advice on how dispensaries can create a successful in-store “flow” and where curbside pickup fits into that
- How dispensaries can use handheld tablets to significantly increase profits and customer satisfaction
- The most popular cannabis products on the market right now
- How dispensaries can benefit from in-store displays
- The mature and emerging markets in the US and how they differ from state to state
Matthew Kind: Hi, I'm Matthew Kind. Every Monday look for a fresh new episode where I'll take you behind the scenes and interview the insiders that are shaping the rapidly evolving cannabis industry. Learn more at cannainsider.com. That's C-A-N-N-A insider dot com. Now, here's your program. How can cannabis retail environments quickly adapt to the new post-pandemic environment and create customer comfort? Here to help me answer this question is Matt Cutone, CEO of Seed Displays. Matt, welcome back to CannaInsider.
Matt Cutone: Hey, thanks for having me back, Matt. Appreciate it.
Matthew: Give us a sense of geography. Where are you in the world today?
Matt: I'm in South Orange County, San Clemente, California, so almost directly between Los Angeles and San Diego.
Matthew: I am in Chicago today. Matt, what is Seed on a high level?
Matt: Seed is a software for cannabis retailers, specifically within the store. What we do is we help enable all the customer-facing screens and technology, whether that's interactive menus on tablets or kiosks that provide cannabis education and self-service order. We've recently started helping our customers and prospects with their digital menus. Our vision really is to help dispensary operators with safe access and successful consumption of cannabis with their customers and that translating into a more profitable operation.
Matthew: These are really helpful. I've seen some of these displays and kiosks and messaging. It's just amazing how far they've come. I would say in different industries I've interacted with screens and kiosks that just have not been helpful, but just the last few years it seems like wow, that's really crossed over into just a totally different experience. I want to get more into that. Let's first talk about what you're seeing right now, and how cannabis retailers have been impacted by the pandemic, and also, now, riots and looting.
Matt: Yes. Exactly. Certainly, crazy times, and what continue to be uncertain. We're still trying to figure this out and help our customers, our clients navigate this, and et cetera. What we're finding is that the good news, I guess, to a degree, as several months ago when we started to experience the shutdown globally, not just on a national level, is that cannabis was deemed essential, kind of an interesting scenario based on the fact that cannabis is not considered legal on a federal level, but it was deemed essential during the shutdowns and during COVID here. Great, because, obviously, being deemed essential, cannabis being viewed as medicine, that's a lot of what we want.
They had to adapt in a lot of ways in how they service their customers, in how they handle transactions. With Seed specifically, our first initiative was to reach out to all of our existing customers and let them know that we're here to help in any way we can, give them general guidance on how to sanitize and maintain the technology in a way that customers and their staff could interact with the screens comfortably. More importantly, and one of the nice things I think about this industry as a whole is very collegial where everybody is very community-based and looks out for each other. We reached out to everybody and just said, "How can we help? We're here to help in any way we can."
Prospective clients we backed off of, we knew not many people were looking to make any changes, and et cetera. It's still uncertain times. We're all collectively navigating this and trying to understand what the new norm is going to be. We're slowly starting to move out of that, but, certainly, still impact and still trying to figure out ways that we're going to successfully adapt.
Matthew: How has some of the messaging changed from a retailer in terms of social distancing, or curbside pickup, or what they're putting on their displays?
Matt: A combination of things. Like I said previously is, how do you operate differently? How do you support your customers? How do you successfully help your customers select the appropriate products? How do you handle transactions differently? Now that the stores are starting to open up and individuals are allowed to go back in, interact with staff, and et cetera, things are improving. For a while, as mentioned, curbside pickup was something that didn't really exist in a lot of ways. One of our strategic partners I Heart Technology, or I Heart Jane, excuse me, they helped a lot of their clients and their customers adapt very, very quickly in enabling them for curbside pickup, and et cetera.
Now, as far as social distancing, and et cetera, one of the things that we've noticed specifically, and, I think, there's a lot to learn from the mature industries, I always talk about this when retailers are trying to understand how to provide a successful customer experience and create a store layout or a customer flow, look to the mature industries, look to who's been doing this for quick-serve restaurants, even Target, et cetera, the entities that have a lot more resources and a lot more experience. Social distancing is now something that is being successfully executed through communication, whether it's markers or signals or Xs on the floor, and et cetera.
For us, the nice thing about our kiosks is that it almost facilitates social distancing in a way where you can separate the kiosks in [unintelligible [00:06:04]. You can have someone on your staff queuing up individuals. One, showing the individuals, showing the customers that you've cleaned the kiosks, you've cleaned the device, and that it's safe, and it's ready for you, and then pointing and saying, "Here you go." Again, I think Target's done this really, really well. Queuing for people through self-service, getting them introduced to self-service. There's now this element of concern around human-to-human interaction, and that technology can help address this concern.
There's this marriage between analog and digital. You have to have the staff there queuing up people, communicating with people, making it obvious what they should do. Fortunately, after a little while, I think the customers- it's a little bit of a monkey see, monkey do. They see how they're supposed to go about it, they get comfortable with it, and the next time back, they do it comfortably and successfully.
It's important that the retailer is, again, deliberate in the way that they communicate to their customers, but also, at the same time, setting up your store flow, separating the self-service, maybe having to eliminate a self-service device between the different kiosks, and etc, so that people can comfortably complete their transactions, and et cetera.
Matthew: When you think about the flow of a dispensary pre-COVID and then post-COVID, what comes to mind- it's how a dispensary retail environment should flow, how that should feel, how that should look?
Matt: Sure. I think, for starters, when we talk too about our clients is for starters, what is the brand experience that you're trying to communicate and convey? What do you want your customers to feel as they come in and interact with your staff and purchase your products and when they leave? I think that falls into really two different buckets. You still have your emerging and mature markets, and we can even simply call it medical versus recreational use. If it's a medical or an emerging market, you might want to create a customer flow that is much like a doctor's office, and that's something that's important to you. That's going to involve a very formal check-in process. It's going to probably have a waiting room.
It's like your name gets called, and you're allowed into the retail area. You might be interacting with staff quite significantly. That might be important to your brand. That might be important to what kind of a customer experiencing you're trying to convey. In a more recreational environment, it should be like traditional retail. There's a less formal check-in process. You're inside the store, you can walk throughout it and interact with the staff, interact with the different technology. You can interact with the different products in a much more traditional way.
I think what's most important is that you maintain flexibility. What we have learned over this past year is that flexibility becomes very, very important to customer flow. We're still a young, young industry. We're still learning a lot. There's all kinds of new customers and products still being introduced.
Having flexibility, and what I mean by that an example of something that when I say maintain flexibility and be nimble is, when a customer of ours purchases floor standing kiosks, we always say, "Don't bolt them down to the floor," because at some point, you may want to change the customer flow. You may want to highlight certain products. You may want to move them. For an example, during COVID, we had a client here in Hollywood, and they moved all their kiosks to the front of the store.
It was a great way for them to address this new issue, these new challenges, as well as facilitate social distancing. It was great. They just can pick them up and move them and separate them by six to eight feet. Now, they're flexible to what these new challenges are. I always say, "Maintain some flexibility. Things are going to change. You're going to learn new things, and you're going to want to change the customer flow. I think that's what's most important.
Matthew: Curbside has been a huge thing because it allows people that are uncomfortable with going into a dispensary to stay in their car where they might not have gone if they didn't have that option. It also continues to let revenue flow into a retail store, but not all curbside is done equally. Sometimes it's a great experience, but then the owner of a dispensary might not have the resources to properly educate the staff, or they might be helping a customer and not see that there's a curbside order. Now that needs to be fulfilled.
How do you mitigate that in assigned roles and message it properly, so the flow, back to the flow, can make it a win-win for both customers and the owner of the dispenser?
Matt: That's a great question. Just to be clear, we don't facilitate curbside. This is something we're looking at today. It's something that's on our product roadmap for 2020 and potentially handheld tablets where there's actually a card swipe and et cetera, again, helping to facilitate transactions and customer activity outside of the store. For starters, it's great that, again, the cannabis dispensaries were deemed essential so they could continue to operate and support their customers and get them their medicine and the things that they needed throughout this very stressful time. Adapting to it was, again, very unique on a state-by-state or a market-by-market basis.
You say- you mentioned resources. Do they have the right resources? Do they have the right tools? Do they have the right technology? Do they have the right processes in place? I've seen examples of where a dispensary just set up card tables. They had these pop-up tents and they had these banners that were just printed up. I know in certain cities- you're in Chicago, I'm originally from Boston, there's certain dispensaries in certain neighborhoods, there's traffic and there's no parking and it's hard to pull up and curbside is not easy. I think it's been a real challenge. I think it's great that the municipalities and the certain cities have allowed for this.
I think there's a lot of learning that's still going to happen. I don't know if it's going to be fully sustainable. I hope it is, while, yes, we facilitate transactions and support our clients inside of the store, but we want them to be successful no matter what that transaction looks like. Curbside is something that has provided some convenience for certain kinds of customers. It's something that if they can maintain, we'll see. When we're fully opened up and running, like we normally had been previous to COVID, we'll see if the cities allow for this.
I'll be surprised if they do. Certain markets are very conservative. It's been good that they've allowed for this for now. Some dispensaries have done a really, really good job. There's others that have just been challenged. They didn't have the technology in place. They didn't have the processes in place, and they really didn't know how to fulfill. It's been a pretty steep learning curve for these folks. There's still some things to be figured out and some things that are still quite uncertain as it relates to that.
Matthew: What about for people that are in line? If you go to a fast-food restaurant like Chick-fil-A, let's say, and they have people out on tablets that are getting one part of the order started maybe your name and then you move on and then they add some other things as you move along the line. How does that work? How can that facilitate order?
Matt: This was one of the things that we were looking at. Our hardware partner, a company by the name of ELO is launching some handheld tablets with card swipes for this summer. We expect to get that hardware in hand to our product development team shortly so we can start to understand, again, how do we support our dispensary clients and enable transactions and really transactional velocity. If you think about what you're talking about, Chick-fil-A, In-N-Out Burger, et cetera, there's a quick-serve restaurants that are-- What they're trying to do is-- One of the examples I always use is that when we go to a restaurant it's quite busy, and the waiter or the waitress gets you a drink.
At least you feel somewhat satisfied. You've got a menu in hand. You feel like you're moving in the right direction, but when you're sitting there and there's no correspondence happening and there's no service happening, and you feel a little bit lost. Do they even notice that I'm here? Et cetera. When you have the handheld devices and staff outside of the store that are taking orders, and et cetera, one-year increasing transactional velocity or servicing more customers in a more expedited way, which is important for the profitability of the business. Nobody likes standing in line.
I don't care who you are. There's nothing enjoyable about it. That's one of the big reasons why we've really heavily invested and really focused on self-service ordering. I think that, again, this is playing out significantly in mature industries and quick-serve restaurants, and people are becoming accustomed to it. If you go to the airport, yes, we've been printing our own tickets for a while, but now we're bagging our own luggage. That whole operation, that whole process has been pushed to the other side of the counter. It's great. To be perfectly honest, it's harder and harder to be profitable in any industry in any business.
The more that you can put in at the end of the customer, in a comfortable way, the better. Southwest does a great job of it. Now they've got a couple of people that man could be 12 kiosks, and then we're actually printing out our baggage tickets and sticking them on our luggage ourselves. We never would've thought that that would happen, but it's happening. This is something that needs to be looked at. Drive-thru. There's not a lot of drive-thrus today. Harborside has recently opened up a dispensary out in the Palm Springs area with drive-through.
That's something that needs to be further explored and understood, considering COVID, considering all the things that are happening and allowing dispensaries to support customers as best they can in the same way that traditional industries, traditional operations do today.
Matthew: What have you seen in terms of what products have sold more or better recently?
Matt: There's certainly- inhalation-related products certainly took a hit with the COVID being a respiratory element. A lot of people backed off of that. Edibles absolutely saw a spike. People that had been maybe a little bit timid or apprehensive have now started to explore that. Again, a big part of our responsibility here is what we call safe access, successful consumption. We always say, "Go low and go slow." People are now starting to be more willing. Tinctures, topicals and other consumption methods are definitely seeing an increase in activity.
One of my secret shoppers, if you will, is my dad. He's in his 70s. He's a medical cardholder in the State of Florida, and he's an ex-retail executive, retired retail executive. I always go to him and ask, "Tell me where you've been? How was the experience? What'd you do?" Going back to your question on curbside. He recently did his first curbside pickup. His transaction was two X, what it normally would have been. He thought about it from a consumer perspective, maybe I should stock up a little bit. There was an increase in the overall sales activity. The very beginning of COVID, the dispensary saw some of the panic buying that was happening, toilet paper being the humorous example of what was being brought up quickly, but cannabis saw the same thing. My father's transaction was actually $400, roughly. I said, "Well, what would the average transaction have been?" He said, "200." I said, "Talk to me about the psychology on that." He said, "Well, it's because I didn't know when I was going to get back there. I want to make sure I have inventory, if you will." I said, "Okay, talk to me about the products you bought." He had historically been using a vape pen. He said there was no vape products at all. He went to sublinguals and tinctures.
I found that interesting. I think that will swing back around maybe. I hope it does, to be honest, but I certainly know that with COVID being a respiratory-related element, that people were really just trying to steer clear of anything that could exasperate that maybe, or cause more issue.
Matthew: I like the way your dad rolls. Dropping 400 bucks at a dispensary, not even thinking about it.
Matt: [inaudible [00:19:05] Part of the loyalty program over there. Jeez.
Matthew: I want to go to a Cutone family reunion, I think, now. That's on my bucket list.
Matt: It's a good time. It's a good time, I can promise you.
Matthew: Speaking of ordering and cart size and things like that, order totals, do you ever feel like there's too many things, too many products, overwhelming customers? You want choice, but then I call it the "Chili's menu problem," where you go to Chili's restaurant and they give you this book, and I'm like, "There's hundreds of options and permutations. I'm overwhelmed."
Matt: Absolutely. I agree 100%. I believe today that this is an area of the industry where we need to see some consolidation. There are too many brands. They do believe it to be overwhelming. It's a challenge not only for the consumer but also for the operator. Aside from the consumer, and it's a great example, when you say like a cheesecake factory. How can this one restaurant make so many meals successfully? It is, it's overwhelming. I also think it's a challenge for the operator in a way that like their staff has to be up to speed and educated on all of these various brands and how do they suggest all of those products in an equitable way. Then, the other part is that the operators are trying to be profitable. Inventory is a huge expense. You want to be able to offer all of these various products. You just don't know what's going to work, what's going to be successful, what's going to resonate. You want to have a little bit of everything, but that can become expensive. It's a challenge. That's a big, big reason why we created our consultation, is to walk people down a path and to have that be conversational.
Also, we ask people various questions on what are their goals in consuming cannabis. Then, we try to narrow that. We integrate with the POS and inventory management system so we can pull live product availability, and then they can throw that right into the shopping cart. This is an area where, I think, there's a lot of room for improvement. I think there are some great brands out there. I'm sure they'll succeed, but there needs to be some consolidation. I think it needs to be minimized to a degree to get people to be more comfortable and easier.
Matthew: No, I know when you specialize in industry like you do, you develop these mental models of what's successful and what you've seen work. Do you have a mental model in your mind of a retailer that's not- doesn't have any displays at all? Then they come to you, and they're like, "What? I really don't even know what I don't know." Then, how do you orient them in terms of like, "This is what you need, and this is the benefit you're going to see."
Matt: One of the things that I think we're seeing in the industry as a whole, from a technology perspective, we're very fortunate to have a great partnership ecosystem. We partner with some great POS companies Flowhub and Blaze and Treez, and then we also partner with, again, non-cannabis, noncompeting cannabis technology. I spoke of I Heart Jane and some of the loyalty programs Bring Big, and et cetera.
I think it's very important that everybody take a very solution-based or consultative [inaudible [00:22:13] approach. We all have a responsibility in helping the operators of this industry as a whole be successful. Teaching them, your prospects or your interested parties and what your technology can do to make them more successful is important. Not selling, and really more so educating them.
I'm finding that right now, it's important. This is a time where, I think, everybody on a personal level, on a professional level, is taking a bit of a step back and reassessing. From a business perspective, how can I run my operation a little bit differently? How could I be more nimble for the unknown? Things that are around the corner that we're not aware of. I highly suggest that operators take the time to learn about the different technology that's out there. Most of the companies that are out there today that we partner with have a great demo process. It's not a lot of your time. In a half hour you're going to learn about what's out there and how you can introduce us to your operation and do it successfully.
You mentioned there's still a lot of dispensaries today that haven't introduced a lot of technology, and I think that's okay too. I think it has a lot to do with the brand experience, consumer experience that you're trying to deliver. We find them the upper Northwest in areas like Washington and Oregon, and they're very hands-on. They don't want a real technological vibe, and that's okay. I think it's great.
I think it's important for the operator to at least take the time to understand what's out there, get the education, see where that will translate to profitability for them. You have a lot of different kinds of customers out there. Let's find a way to address all of them in a successful way that people that want to deal with a human being give them that capability. Just there needs to be a fine balance between the human element and the technological element of your customer experience.
It's a little bit of a challenge to get there, but you really-- I tell everybody now, "Take the time to learn about what's out there, see what works and fits for your operation." For us, it's like self-service. You said it at the top of this conversation, self-service kiosks are becoming a lot more common and certainly in the mature marketplaces, and we're seeing it in cannabis, certainly. I encouraged the operators, "Go through a demo, let us educate you on what it is that we can do to help you. If it is not a fit today, that's okay, but now you know, and maybe it can be introduced at a later time when the timing is right."
Matthew: You gave that example of your dad and the curbside pickup and how he felt like, "Hey, I want to stock up." When people are doing the self-service orders in a dispensary where they're interacting with display and putting their order together, prior to COVID-19, do you see a difference in basket size, prior to the "stock up" mentality?
Matt: Yes, absolutely. Again, there's a lot of data out there that communicates that whether it's at your house and you're ordering on Amazon, or if it's outside of a retail environment where you're utilizing a self-service device for the shopping process, that basket size is significantly larger. One has to do with the psychology of the buying process. When you can shop at your own pace, you're going to view and look at a lot of different products. That increases the likelihood that those products will get into the basket. Beyond that, this is a technology platform. A responsibility that we have is to make sure that our customers are more profitable.
We can smartly position certain products. We can pair certain products up. Certain markets we can see do if you will manage your specials. I think we might've talked about this on our previous conversation, but because of the sophistication of the Seed technology platform, we can identify slow-moving inventory, and then on an automated way, creative manager special and slash it at 50% and get it into the basket. How do we turn that inventory into cash rather than having it sit on the shelf?
Yes, absolutely, we're seeing a huge increase on customers that are utilizing self-service order in the average transaction. Minimally, we usually say it's around 10%. The goal always is, let's get X percent of your customers that come through your door to use your self-service devices. We usually will find that there'll be a sales lift of X percent, and very quickly, they'll experience ROI, but it's very-- Hey, listen, Amazon has done it very, very well. We're taking a very similar approach in some respects to getting the right products in front of the customers that they're for the products they're looking for.
Matthew: Now, the cannabis market in the US is bifurcated between now mature markets which- you're in a mature market, in emerging markets that are just coming online. What states are you involved in and how has it been different working in those different states?
Matt: We're active in every market today. We just recently penetrated the Puerto Rican market, so, slowly, shortly here, we'll be- we'll have the platform, will also be in Spanish, but-- It's interesting. I'm sure a lot of the folks that you have on the podcast would agree it's a super-challenging market. It's challenging in a lot of ways because it's emerging and it's young and it's evolving and it's changing on a daily basis, but it's also- on a state-by-state basis, every single market's different. That creates its own unique challenges. One from a compliance perspective, and et cetera, we're agnostic. We can be in any state, we can be in any market. It doesn't matter what it is. If it's medical, if it's recreational emerging, mature, it's fine.
We have a platform that's configurable. The platform is completely branded for the dispensary itself. We can introduce vernacular, we can eliminate vernacular, we can make it so that it adjusts appropriately for that market. We're everywhere today, which is great. Certainly, we focus more heavily on certain markets. When it's emerging markets, they're much more interested in the education, because they have new people coming in to be introduced to cannabis for the first time.
Mature markets, it's much more about self-service and operational efficiencies and how do you help me service more customers much faster and how do we increase that basket size? The messaging is much more focused in that respect for those kinds of markets, but, fortunately, we're pretty much everywhere. It's one of the benefits really when we built this platform, we wanted to be agnostic. We wanted to be able to service any and all dispensaries no matter where they're located in the United States.
Matthew: I don't know if you mentioned this, but if you're going through the self-service checkout and you're adding things to your cart, would Seed Display act in conjunction with, let's say, Flowhub to recognize that something sold out and not even show it to a prospective customer?
Matt: Yes, absolutely. You've got to be very careful about those things because, again, we've taken we got years of experience of really understanding the psychology of the buying process. What we don't want to do is create anything that would be negative. As soon as inventory levels hit a unit count of five or less, we eliminate it from the menu. That's, again, automated. Everything that we do as best we can today with some respective limitations is automated. We're always looking to provide a platform that doesn't create additional work for the dispensary. We want to actually make their lives easier. Yes. As soon as the unit count hits five or less, in an automated way, it eliminates. That's not even there for them to browse or shop any longer.
Matthew: That's good. Well, Matt, I'd like to ask a few personal development questions. Since you've been on the show before, I've come up with a few new ones.
Matt: I noticed.
Matthew: What is one change that came out of COVID-19 that is net positive for you?
Matt: I'm very fortunate that I've got a beautiful and wonderful family throughout this unique period that we've all been going through. It's been an opportunity to spend time with my wife and my three kids in an unstructured way. Typically, we're running in 50 different directions. We've got all kinds of things going on in the weekend and sports and obligations and, yes, of course, the kids would have school, but it's been unique in a way that we didn't have some of those weekend obligations. We can spend time together as a family. I let those things resonate with me.
Those are developmental opportunities and moments that help you hit that reset button. Then I allow that to translate into the business side of things. Throughout COVID, we were going through all the same challenges that every other business was. This uncertainty. What's this going to mean? I've always treated my employees and my company and everybody here like family and communicating on a consistent and a regular basis to try to lead us through this has been something that has been a real net positive.
That looking at both the professional and the personal side of things and really understanding how important my family is and whether they're, again, employees of Seed Technology or they actually have the last name Cutone is treating them all the same. It's been a real net positive for me.
Matthew: What is one skill that you have as an entrepreneur that you feel like is super important but wasn't taught in school?
Matt: I just said. Being an entrepreneur, what comes with it is a lot of risk. With those risks come stress. The management of that stress is something that today-- Again, I've been out of school for quite some time. Maybe they've introduced us another curriculum, but I really don't think so. It's the management of that stressing and maintaining balance. Being an entrepreneur, there's going to be days that you're absolutely knocking out of the park. You're killing every little thing that's in front of you and you're crushing it. Then, there's the days you just can't get a win. That's a reality.
How do you manage that and how do you deal with that? For me, there's been days where I'm like, "Man, I'm just getting my own butt kicked all day long here." There's been times where I've said, "Well, why don't I-- It's been four or five o'clock, so I'll pack it up, call it a day and I'll go home. I might just throw the baseball with my son for a little while. It's a great way to feel like I've been productive. Again, maybe more so on a personal level, but it's a way for me to meditatively just toss the baseball with him for a little while and relax and breathe a bit.
Stress is something that's real, for any entrepreneur without a doubt. Somewhere within the curriculum, there's an opportunity to teach people to understand how to maintain some balance and how to manage that stress because it's a key component of success. If you can't manage that stress here, I don't know if you're going to be around for it.
Matthew: You strike me as a big cotton candy guy, but you tell me what's your favorite comfort food.
Matt: [laughs] Wow. That's interesting. I've never heard that description before. It's funny. I hate cotton candy.
Matthew: I was just teasing. It's just like a fluffy, like whimsical [unintelligible [00:33:41]. That's why I was teasing.
Matt: It's so funny. Yes. I know. I know. It's pizza. It's pizza.
Matthew: Pizza, okay.
Matt: Again, it could be breakfast, lunch or dinner for me, hot, cold, I don't care. They always say there's no such thing as bad pizza, and I would agree with that. That's a big comfort food for me without a doubt.
Matthew: That's good. That's good. Well, Matt, as we close, tell listeners how they can find out more about Seed Displays, maybe see a demo or get some ideas and how they can put something like this in their retail environment.
Matt: Sure. I always like to offer up my direct contact information. I'm always looking to make friends and be of assistance and be helpful in any way I can. My email address is cutone, "c" as in cat, utone@, get, C-G-E-T-S-E-E-D.io, or you can go to the website, which is getseed.io and, certainly, take the opportunity to learn a little bit more about the platform, or you can go ahead and schedule a demo right there on the website. We'd be happy to help. I hope you understand how to run a more profitable operation without a doubt.
Matthew: Well, thanks for coming on again and educating us. This is really interesting times. It's cool to see how you're adapting and how you're helping retailers adapt. All the best to you in the rest of 2020.
Matt: Hey, thanks so much for having me on, Matt.
Matt: I wish you the best too.
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