Good afternoon. Thank you for standing by. Welcome to the B2W Digital conference call to discuss results regarding the first quarter of 2019. Here today with us, Mr. Raoni Lapagesse, responsible for Investor Relations with B2W, and Mr. Carlos Padilha, CFO and Investor Relations Officer with Lojas Americanas. For the better follow-up of the conference call, we suggest using the supporting presentation that is available at ri.b2w.digital. Please be informed that this event is being recorded and that all participants will be in the listen-only mode during the conference call. We will begin the Q&A session. I am sorry, we have an audio problem. Good afternoon, ladies and gentlemen. Thank you for attending our conference call. First, I like to introduce myself. I am going to represent the company in this conference call.
My name is Raoni Lapagesse, and I am going to replace Fabio Abrate, who will not attend the conference for personal reasons. Before the comments on the results of the first quarter, I would like to start the presentation. I would like to note that 2019 will mark the conclusion of the three-year strategic plan, 2017, 2018, and 2019. The investments made in the last years in logistics, technology, and customer service to meet the challenges of e-commerce in Brazil enabled us to accelerate the hybrid digital platform models, combining 1P, 3P, and services with a continuous growth of the marketplace and consistent evolution in cash generation. The structured digital platform always focused on the customer, prepared the company for a new phase of growth, profitability, and value generation. On slide three, we highlight the B2W Digital platform, whose purpose is to connect people, businesses, products, and services.
The combination of the most beloved brands of the Brazilian internet with proprietary vertical elements of technology, logistics, payments, and financial services creates a virtuous cycle. The strong traffic of our brands is highly attractive to the sellers, contributing to the expansion of the assortment in our sites, attracting more and more customers. On slide four, we present some of the main indicators of B2W platform. The traffic of our site continues to grow and reach the total of 2.3 billion visits in the timeframe of the last 12 months. Our active customer base is 15 million. We reached 35 million downloads with 11 million active users in the monthly active users, the MAU. The B2W Marketplace reached 25.5 connected sellers in March 2019, which contributed to the strong expansion of our assortment, which reached 9.1 million items at the end of the quarter.
The most relevant of all is our total focus on the customer, which recognizes us as, year after year, the best shopping site on the Brazilian internet. Americanas.com features NPS of 8.4, the best in the major operations category. In addition, our brands have the RA1000 seal of excellence in customer service. Turning to slide five, we highlight the top priorities for 2019. Accelerated marketplace growth. Consolidation of our leadership in mobile platforms, increasing engagement, and lifetime value of the customer. Acceleration of the O2O, online to offline, bringing us closer to the customer, allowing them to buy what they want, when, where, and how they want. Ever faster deliveries. Revolutionize the way people interact with money through Ame. Offer the best shopping experience. We therefore stress our objective to grow twice the market and achieve positive cash generation in 2019.
On slide seven, we will discuss the first quarter results. Total GMV reached BRL 3.6 billion, with growth of 15.3% versus 12.9% of the market. This result is in line with the expected growth for the year. It's important to note that in 1P, we had a period of adjustment after the end of the Lei do Bem for companies that invest in innovation. At the time, we tried to strike the best balance to keep competitive offers to customers without compromising the profitability of the operation. Excluding the effect of that law, the growth of total GMV would have been 25% in the first quarter 2019. After the adjustment period. Throughout the year, we will have a gradual recovery of 1P, which added to the strong growth of 3P, will result in the acceleration of total GMV. The marketplace is fast developing, with GMV reaching BRL 2.2 billion, growing 52.2%.
Participation of GMV total was 61.2%, a new record. Throughout the first quarter 2019, 3,600 new sellers were connected, a total of 25,500 sellers on the platform. B2W Entrega or Delivery connected 4,000 new sellers and closed the quarter serving 22,500 sellers, which represents 88.2% of the total base. Turning to slide eight, we'll comment on the evolution in cash generation. In the first quarter 2019, cash consumption was BRL 385.2 million, a reduction of BRL 92.3 million versus the first quarter 2018. This result was in line with the expected curve, demonstrating that we are on the right track to achieve positive cash generation for the year. On slide nine, we highlight the marketplace evolution that recorded a GMV of BRL 8.5 billion in the last 12 months, growing 63.3%.
The strong performance of the marketplace is a result of the combined work of B2W and sellers to offer the best value proposition to customers. From the outset in 2014, the B2W Marketplace operates with open APIs, allowing for fast and effective integration with leading platforms and ERPs on the market. Through APIs, sellers simplify the management of key business variables, product pricing, inventory, and freight, and manage multi-channel management sales in the marketplace and in their own stores. Currently, more than 120 million orders are placed a day. In addition, B2W continues to support sellers so that they can grow in a sustainable manner within the platform, encouraging entrepreneurship and also enabling the emergence of new businesses. Now we'll discuss the operational highlights of the quarter, beginning with slide 11, where we highlight the growth of the B2W seller base.
Since the beginning of the operation at the end of 2014, the B2W Marketplace has connected more than 25,500 sellers. This rapid evolution reflects the high level of attractiveness of our digital platform. By 2019, we have strengthened our intention to reach more than 40,000 sellers. However, we remain strict in selecting who sells on our platform. The reputation and quality of our partners are important evaluation factors and are aligned with our goal of creating the best marketplace in Brazil. Therefore, B2W Marketplace brings together the best sellers of the market in a reliable platform where customers can buy their products knowing their origin and quality. In slide 12, we highlight the evolution of the assortment. Over the last four years, we have observed an exponential growth in the assortment of products offered to customers.
From 1.1 million SKUs in the first quarter of 2015 to 9.1 million SKUs in the first quarter of 2019. The expansion of assortment is a fundamental pillar of our value generation cycle and consolidates the perception that in our brands, customers can buy anything. By 2019, we want to reach 20 million SKUs. In line with this strategy, on slide 13, we highlight the development of Americanas Mundo, the B2W's cross-border operation, which allows customers to purchase products from anywhere in the world. Launched in March 2019, the operation continues to develop rapidly and already has an assortment of more than 410,000 SKUs. The operation also allows B2W to enter asset-light and in a competitive way that is without any heavy stock into new product categories, providing a differentiated assortment for our customers.
Cross-border is also an opportunity to offer lower average ticket items, generating more transactions and increasing purchase frequency. On slide 14, we highlight the important O2O initiatives of Lojas Americanas and B2W, which have been enhancing the customer buying experience with increasingly representative results. The physical and online experience allows us to offer the best of both worlds. Over the past 12 months, more than 1.5 million customers have made purchases through these initiatives. The click and collect operation today is already available in 1,250 stores of Lojas Americanas in all states of Brazil. We have also started a pilot project with pickup points at eight B2W Marketplace sellers' physical stores. The Click and Collect Now operation makes it possible to collect products from the store within one hour after the online purchase, and it's already available in all 1,500 Americanas stores.
Lojas Americanas has also been expanding their operations with sellers in the B2W Marketplace. In March 2019, we have registered orders from customers in more than 3,500 municipalities, proving the capacity to increase the capillarity of the stores present in 603 cities today. Also, in March 2019, Lojas Americanas and B2W launched the LASA Entrega pilot plan, enabling customers to purchase products from the nearest LASA physical store online and receive their purchases at their addresses within two hours. On May 2019, the pilot that was only initially available in São Paulo will also be expanded to stores in Rio de Janeiro. On slide 15, we will comment on the evolution of B2W Entrega, a platform that operates and controls marketplace delivery. The service was launched in March 2017, and it already has 22,500 connected sellers, representing 88.2% of the total base.
B2W Entrega is operated by LET'S, a shared management platform for logistics and distribution assets of LASA and B2W. LET'S is also responsible for the operation of the Fast Delivery program, which halves delivery times for B2W. Currently, 50% of all platform deliveries are already delivered within two days. In the states of São Paulo and Rio de Janeiro, this indicator already reaches 70% of deliveries. On slide 16, we highlight that B2W continues to be recognized for the best customer service. At Reclame Aqui, a complaint website, we continue to show the best evaluations. B2W's 1P has an average rating of 8.3, while the competition has a grade of 7.3 in complaints. In the 3P, B2W has an average score of 7.6, while the competition has an average score of 6.2.
In addition, in order to be closer to our customers, in May 2018, we launched a new relationship channel through WhatsApp, promoting an innovative and even more friendly communication system with our customers. Currently, 53% of orders already can be tracked using this tool, and every month, 4.5 million messages are sent with information about the orders. Turning to slide 17, we highlight the rapid expansion of Ame. Ame is one of the first IF initiatives that has come to revolutionize the way people deal with money. With just 11 months of operation, the number of downloads of Ame app totals 2.1 million, and customers can now pay for their purchases with the app on all B2W sites. In addition, Lojas Americanas continues to invest in proprietary technology to increase acceptance and evolve the customer shopping experience with Ame stores.
Ame's acceptance has increased in a short period of time from six pilot stores at the end of October 2018 to 650 stores today. We are also developing features that are unique to the physical world, such as cash in LASA in March 2019. Throughout 2019, Ame will be present in all physical stores of Lojas Americanas and also in other physical stores. Turning to slide 18, we highlight the new features and products of Ame that have been released in May 2019, of which we highlighted cash in with a payment slip, interactive map with the location of the commercial establishments that accept Ame, a Loja Suporta, which allows the establishments that accept Ame to manage all the information about its sales, and personal credit at app Ame that allows the client to contract loans through the app in a simple, fast, and 100% digital form.
The contracted amount is credited directly to the Ame account. In 2019, as part of its business plan, Ame will have an incredible roadmap of news, making an important contribution to the future of Lojas Americanas and B2W. Finally, I would like to take this opportunity to thank our team for their enthusiasm and dedication. I would also like to thank our suppliers for the partnership, the marketplace vendors for choosing our platform, our shareholders for trusting us, and above all, our customers for their preference. These were the main comments regarding our performance in the first quarter of 2019. I would like to open the Q&A session to clarify any questions you may have. For everyone to have an opportunity to participate, please be brief in your comments.
Ladies and gentlemen, we can now begin the question and answer session. To ask a question, please press star one. To remove the question from the list, type star two. Our first question comes from Mr. Luis Quinan from BTG Pactual.
Good morning, everyone. I have two questions. The first is, could you make some comments on the evolution of GMV, especially for 1P
What can we expect for the semesters to come, how can we mitigate the effects of that tax incentive law? Still related to the second question, could you provide further details about Ame roadmap and what are the discussions for the equity structure? What can we expect for the future? Hi, Luis. Good afternoon. Thank you very much for your question and for attending our conference call. In relation to the first question related to GMV, I think it's important to say that we are very confident. We believe we're going to continue growing twice the size of the market. When we look at this growth, it's important to understand the moving parts. We have the operations of 1P and 3P. Our operation is hybrid. 3P is an operation which is not so much concentrated.
We have 9.1 of SKUs in the assortment of the company, out of which 8 million come from the marketplace. 3P has this characteristic of not being so concentrated, offering a larger assortment to the clients. When we look at the 3P operation, we see that we grew by 52% this quarter. We see that this pace is going to continue along the year. When we look at 1P operations specifically, we can see that the quarter was quite different. On January the 1st, we had the end of that law of tax incentive. We had a decision focused on cash generation and value generation strategy to strike a balance. We want to grow and gain market share above that of the market, but we, at the same time, will generate cash and expand the market.
When we look at the first quarter, considering the scenario after the law was over, we saw that the performance of the company was very positive. We grew 15.3% versus 12.9%. That was the growth of the market. We expanded 4.8 in the gross margin, reaching 31.8%. In cash burn or cash consumption. By the way, the first quarter has a pressure on the cash, typically. Even so, our evolution was quite positive, with the consumption at about BRL 300 million. We've been after this balance considering all the variables, it's also important to stress that when we exclude the effect of the law of goods, the tax incentive law, our growth would have grown at a level that would be enough for us to grow twice the market.
We believe that we are going to be able to deliver the growth estimated for 2019. Luis, it's also important to understand the curve. Throughout the time, at first, we have to consider the end of the law requiring adjustments to the prices so that we can preserve the profitability of the company. We are going to see that the market will make its proper adjustments. At the same time, new products will be launched and the prices do not need any adjustments. We had some launches in the first quarter. For example, yesterday we launched the Samsung M10. I would also like to congratulate our commercial team because we are the exclusive distributors. For 24 hours, we were able to launch the product exclusively.
There was a target that we agreed with the supplier to sell a certain number of products, and we were able to reach that target in six hours. Gradually, this is going to make its own adjustments. We, again, are very confident that we are going to continue to grow as expected for the year. In relation to your second question related to Ame the first point for us to consider is that Ame is initiative of IF. It was one of the first initiatives of IF, which is Innovation and Future. As you all know, it has the mission of building disruptive businesses. Ame was born as an operation that has a combination of Lojas Americanas and B2W. These companies have been investing in their competencies for payment methods. We understand that the best for Ame is to provide the synergy.
It's a logistics platform. We understand that for the client, the best thing to gain value is to do things combined. B2W and Lojas Americanas are investing together on the platform, and they are making all the necessary adjustments so that Ame can continue growing at a very fast rate. It's important to say that when you look at the combination of stores and B2W, we can see that internally we have competencies that are not found in the market. B2W have the most beloved brands in the market. Lojas Americanas has a fantastic capillarity of 1,500 stores throughout the Brazilian territory. Our client base is very diverse, very rich. The idea is to add all those competencies to the favor of Ame. Obviously when we do that, we will generate value to the clients and to the shareholders of both companies.
We are about to complete the structuring of Ame as a business. Ame as a service, as a product at present. We are about to complete Ame as a business, and each company will have its share depending on how much value it's been adding to Ame operation. As soon as this business structure is completed, we are going to announce this to the market. Thank you, Raoni, for your answers.
Thank you, Luis, for your question. Our next question comes from Mr. Joseph Giordano, JP Morgan.
Hello. Good morning, everyone. I have some questions related to the multi-channel integration for the group. The first question is to understand the progress, the status of the pilot of the click and collect involved in the seller.
I would like to understand that in addition to the click and collect operation, could we consider adding general merchandise of the company as a whole and therefore expanding the multi-channel point of the company? The second question, also related to integration about Ame. We have the automatic terminal that was created by Lojas Americanas that is powered by Ame. I would like to understand what is the rollout status of this initiative for the retailers that can add to their adherence to Ame initiative.
Joseph, good afternoon. Thank you very much for taking part in this call. Answering your first question related to the integrations of B2W with the stores and what we have been referring to as O2O, online to offline. We have some highlights to share with you.
First of all, we have to understand that this is an integrated view of the businesses combining the best of both worlds. As I said in the previous answer, we have a single initiative when we consider the stores and the B2W, considering the structure and the capillarity. By means of the O2O approach, combined with the shared vision, we can sell different products to different clients by means of different channels. We do not have to prioritize one to the other. We can grow all the businesses in a combined manner. The most important of this integrated view is that the client has the freedom to purchase what he wants, when he wants, how he wants. At the end of the day, the client is single, and we have to be prepared to meet the requirements of the client. This is the purpose of our initiative.
As you said, one of our initiatives is the one you commented on, but I'm going to mention other operations of O2O that are also progressing very quickly. The first one is the quiosque. In Americanas Lojas, we have kiosks. The importance of kiosk is the idea of finite shelf, infinite shelves. The client is able to purchase anything, not only the items available at the stores for immediate consumption. As to say, you can purchase 60,000 items on the spot, or the person also has the option of purchasing the other products by means of the kiosk. This is the infinite shelf, a concept that gives compliments to the assortment of products. In relation to O2O, we have the seller and the marketplace, and we want to increase the capillarity of Lojas Americanas.
Lojas Americanas has a fantastic capillarity with 1,500 stores throughout the country, but it cannot be present physically in all cities. By B2W, with the sellers of B2W, it has been able to expand its reach. As we shared with you during the presentation, last quarter, we sold items to 3,500 cities, more than six times of the number of the cities where we have a physical store. Now move to another store. We have the other operation. It's called click and collect. The customer purchases online and can pick up that item at the most convenient store.
This is another example of the benefit of the capillarity of the wide network of Lojas Americanas. It is present in all states in 1,500 Lojas Americanas stores, so that you can see the speed. In the first quarter of the previous year, we were present only in 400 stores, but today we are already present in 1,250 stores. In the first quarter of 2019, we have announced another pilot project that also offers at stores of sellers of our marketplace as pickup points. With that, we can provide customers with more options of locations for customers to pick up the product. Another important point I'd like to share with you is a variation of click and collect. We call it pickup at the store today.
The customer purchases online an item that is in the stock of that store, and the client can pick up that product at that store within one hour. That's a model that is present in all 1,501 stores of Lojas Americanas. We believe there is a high potential for that model because you can pick up that item within one hour, immediate availability, no freight cost. This is a model that's very likely to increase. Finally, we have a pilot project for the LASA Entrega. The customer purchases online an item that is part of the store's stock. Instead of going to the store and pick it up, we send that product from the store to the customer's house within two hours.
We need to have that stock close to the customer, close to the store, so that the delivery can be done very quickly and the freight cost is optimized. This service was initially available in the city of São Paulo, but now it has been expanded to Rio de Janeiro. Joseph, I just mentioned some initiatives related to your question, and I can tell you that results are very promising. We have observed an increase in purchase frequency. There is an increase in flow both online and offline. We can expand the delivery area. You can optimize freight, or if the customer picks up the product at the store, there's no freight. When you combine all these platforms and services together, this has accounted for more than 1.5 million customers that have used these convenient services in the past month using this integrated approach.
Now, moving to the second point of your question relating to the roadmap of Digital Ame, we have been expediting our efforts. This initiative started less than a year ago in June. We have already reached more than 2.1 downloads of the app. It has gained leverage and also new functionalities and products very quickly. Indeed, what we've been doing at Ame's roadmap has to do with our vision of being an ecosystem with full financial services and payments. Let me remind you what we've done so far, and I'm also going to tell you what we plan to do for the future regarding Ame's roadmap. At Ame today, you can use this app to pay for all brands of B2W. You can also use the app to pay in 657 stores of Lojas Americanas. In Ame transactions, cashback is a very important driver.
That's a benefit to customers, that's one way of those companies optimizing their offers. It's a win-win approach. We also allow our customers to cash in using credit card and to get transfers from other Ame users and also transfer money to other Ame users. In the beginning of this year, we launched an option to pay store owners, not only using Ame in B2W, but also to other sellers online around the world. We have recently launched cash in through your current account. Instead of transferring money from your cash account from your bank to Ame, and also cash in LASA. You can deposit money using the point of sales of the store, and also recharging your cell phone with more credit. You have a lot of functionalities, a lot of features available to all Ame users.
We have also launched other features in a better version. It is being observed by a task group, over time, it will be rolled out. Payment of bank slip using Ame. You can also cash out Ame to your bank cash account, sending money from your digital account to your bank account. Ame Plus, which is a profile Ame for small merchants. So that they can process payments using the app too. We have also announced in the first quarter, personal loans, personal credit options, that customers can take a loan through a direct deposit on their Ame account. It's fully digital and very quick. That helps us focus into the future. We believe that we'll find new features that will turn Ame into a complete ecosystem for financial payment.
Until the half of this year, we will have the scope of Ame Plus, because Ame Plus is based on the fact that we contact the store owners that they can join us. We will go into open season, so to speak, that anyone can connect to it. In this period, we're also going to make available cash out at LASA. The customers can go to the point of the PDV, to the terminal of the store, to take money as if it were an ATM. With that, we're going to expedite the integration of Ame with other platforms. We also have another vision connecting that with mass transportation options such as buses, the metro system, and also individual transportation systems such as taxis and similar apps. With that, we can increase the daily use of the Ame system by customers.
If customers can pay for their bus fare, for example, they can use the Ame system twice a day. That will increase customers' engagement with the Ame app. There are several roadmaps and features that we plan to implement in the future. Let me say that the roadmap for the future is going to be leveraged and expedited, Lojas Americanas and B2W will make an effort to offer the best of the company so that this growth can be accelerated. Just like a follow-up related to click and collect. Could you tell me about the size of the assortment that is available to click and collect, and click and collect now? Click and collect now is based on the store inventory. You can buy it online, and if it's available on the inventory, the customer will pick it up. It's of immediate availability.
Click and Collection, when you go and pick up at the store, we'll send the product to the store and the customer picks it up there. It's the full assortment of 1P and the assortment of 3P that is connected to B2W Entrega, the delivery system. Once it is collected, it's the same level of service we have for 1P. 88% of sellers are connected to B2W Entrega system. Thank you, good day.
Our next question comes from Julia Fang from Itaú.
Good afternoon. Thank you very much for taking part in this call. In relation to your first question, that is the co-participation in the Lei do Bem. Nobody wants to pay this bill, we have to find the best for our customer. It's not true that the suppliers are willing to pay for that. With the Lei do Bem, we had the period of adjustment. At first, some companies would hold back, and some of them needed to pass through the amount because this is our strategy. We saw that the market adjusted by itself because there's no way we can hold all the effect by yourself. What we have been observing along the half of the year is new launches.
Good afternoon, everyone. Good afternoon, Raoni. You said that there's going to be some improvement due to the sale of cell phones. On the supplier side, how have they behaved in the past? Are they taking part in any investments in terms of price as a reaction to the Lei do Bem? Another question related to Ame is associated with the guideline that was issued by the Central Bank of Open Banking. Were you caught by surprise? Was there anything additional, in terms of preparation since you launched this initiative of personal credit? Maybe this can be a segment that has more upsides.
There has been an acceleration in the new launches, and they help us apply or use new prices, and therefore minimize the impact. The reaction of the supplier is always of a partnership. All we want to sell more and sell better. We are always trying to optimize this.
I mentioned a very interesting partnership that we had with Samsung. We want to get closer to the supplier as partners and try to accommodate and share the effect, such as that law. We managed to make adjustments to this, and therefore we grew. We had an evolution in the margin, and we also had an evolution in the cash flow. During the year, as this transitional effect wears off, we are going to have a natural adjustment of the IF and the behavior of GMV. In relation to your second question, I would like to clarify something about this personal credit. This is an initiative that was established with a partner. We have a partner who is going to loan this credit.
There is not going to be any impact related to the regulations of the Central Bank. This money is going to be invested in our platform, and I have this financial service that may be capitalized to other services.
Okay, perfect. Could you provide more clarifications about this partner? Is there any exclusive basis when you established this partnership?
Yes, it's the vision of the financial marketplace. There is no reason why we should have an exclusivity. We are going to welcome new partners, provided they can offer better conditions. This was the first partners that we had, but we can bring other partners that can offer different financial product as well.
Okay, that is very clear. Thank you very much.
Our next question comes from Mr. Pedro Fagundes, Bradesco BBI. Good afternoon, everyone. I have a question in relation to the increase in the number of SKUs.
Could you provide some more details in relation to this? If there is any specific category that you're going to focus on, is this is going to increase your relevance? Two, about this topic, do you believe that the platform is ready to gain relevance in any of those products which have specific experience, such as clothing?
Hi, Pedro. Good afternoon. Thank you for your question and for your participation in the conference call. In relation to assortment, as you said, we have been expanding quite quickly. As you saw in our presentation, we have 9.1 million thousand SKUs and 8,000 1P. The marketplace allows us to have an accelerated expansion of the assortment of the company. The idea is to offer everything to the client so that the client can see its wishes. The marketplace helped us a lot in this growth.
Important point is that the growth via marketplace, because it's an asset-light, I do not have to have heavy stocks. This is one way to accelerate expansion. Therefore, we have been sharing with you already what our objective is for the year. We have a target to reach 20,000 SKUs up to the end of the year. Today, we stand at 9.1 million. We are going to move very fast in this direction, bringing in new sellers and helping the sellers who are already working with us so that they can grow with us with the platform. Above all, when we look at the expansion of assortment, we have announced along this year that we are going to enter the business of cross-border. Cross-border has this vision of offering a differentiated product to our clients.
Offering items that we did not have available on our website in order to expand the assortment. Regardless whether the seller is in Brazil or in the United States or in China, the idea is to provide a broader assortment to our clients. Everything we do has the focus of providing better services and products to our clients. In this cross-border operation that we started in March, in a very short while, we have scaled quite a lot. We have more than 400,000 items only cross-border. Today, we work with 1P at the rate of 300,000 items. We can see how fast we moved, and we are likely to move even faster using this cross-border operation.
In Brazil, it involves BRL 12 billion, this amount is not included in the BRL 60 billion account that we mentioned when we mentioned the e-commerce that we usually use as a reference. It's a market that historically is dominated by international players, the local player that provides a stronger movement in this operation for this type of product and this type of operation. Pedro, we have some very interesting advantages in the cross-border operation considering the clients. I can offer, as I said before, a differentiated assortment, lower average ticket, and it has the service provided by americanas.com. We understand that it's going to be well-assisted, and we can also offer the possibility of paying in installments. We understand that e-commerce clients are very interested in installments, so they can purchase imported items in installments. This is our view.
In fact, the cross-border, when we consider Brazil, it's one of the main categories. It's fashionable and it's in the clothing and fashion. We can work on an asset-light basis, our structure is very well-structured, the strategy will meet this challenge. Provide service to the client in the most asset-light manner as possible. We are going to provide an ever broader assortment to the client in a non-stop shop.
Perfect, Raoni. Thank you.
Thank you. We have now closed the Q&A session. I would like to turn over to Mr. Raoni Lapagesse. You may proceed, sir.
I would like to thank you for your participation in our teleconference, and I would like to invite you to check the best offers at americanas.com. It's my in the shop time.
I can also like to wish you a very nice Mother's Day that we are celebrating next Sunday. If you have any questions, our investor relations team is at your disposal. Thank you and good afternoon.
The B2W conference call has ended. Thank you very much, and thank you for using conference call. Good afternoon.