Dear ladies and gentlemen, welcome to the publication of the Q3 results 2018 of Zalando SE. At our customers' request, this conference will be recorded. As a reminder, all participants will be in a listen-only mode. After the presentation, there will be an opportunity to ask questions. If any participant has difficulty hearing the conference, please press star key followed by zero on your telephone for operator assistance. May I now hand you over to Patrick Kofler, Team Leader, Investor Relations, who will lead you through this conference. Please go ahead, sir.
Good morning, ladies and gentlemen, welcome to our Q3 2018 earnings call. My name is Patrick Kofler, Team Lead, Investor Relations, and with me are Rubin Ritter, one of our three co-CEOs, and Birgit Haderer, our SVP Finance. As always, this call is being recorded and webcasted live on our investor relations website, and a replay of the call will be available later today. With that, Rubin, the floor is yours.
Yes. Thank you, Patrick, and thanks everyone for joining our earnings call today. As usual, we have four parts in our presentation. We will start with the high and lowlights. We will talk about our financials, about our guidance, and then we will have time for your questions. Let's start right ahead. I think given the financial results, it is fair to start this call by addressing the lowlights of the third quarter heads-on. Very clearly, we are not happy with the financials that I am presenting to you today. We had growth of 12% in revenues and 17% in GMV, clearly below our long-term ambition. We had a negative EBIT of EUR 39 million, also clearly below our targets. We will have time on this call to talk about the specific drivers of this financial performance. There were clearly some effects which were within our control.
There were some other effects which were out of our control, and there were also some transition costs related to the platform shift, which we continue to drive. Bottom line is that we did not deliver on what we promised, and clearly, as a team, we do feel accountable for that. Now, going forward, clearly our number one short-term priority is to return to the growth trajectory of 20%-25% in the fourth quarter, and therefore deliver on our upgraded guidance. Our number one long-term priority continues to be to drive the transition towards a true platform business. Now, in the context of our long-term targets, I think it is important to also highlight that below the surface of the financial performance, we continue to see a very positive trajectory. For example, in the third quarter, the number of active customers surpassed 25 million for the first time.
That means that 6% of the European population has shopped with us over the last 12 months. We have pointed out our ambition to reach a more than 5% market share of the European fashion business overall, the fact that we have already reached the scale in terms of our active customer reach makes us confident that also our long-term targets are achievable. In terms of customer satisfaction, we have seen a new all-time high in September, and we see that growing our product selection, improving the digital experience, also investing into a premium convenience proposition leads to outstanding customer feedback. Of course, we continue to drive the transition towards a platform with a fast-growing partner program. Here I would like to make some more detailed comments on the next page.
As we said before, we can only reach a market share of more than 5% if we do not limit ourselves to think like a retailer, but if we are ready to think much broader and build the ecosystem for fashion in Europe. Our strategic priority is to create the starting point of fashion for consumers, to create the destination with the highest consumer reach overall. Here we have made a lot of progress in the third quarter. We have grown site visits by 18% to about 750 million visits just in the third quarter. We have grown frequency, we have grown active customers, we have grown number of orders actually by 23%.
Now, doing so, we create the place where all the brands want to be and where all the brands need to be in order to reach the digital consumer, either through our wholesale business or increasingly through our partner program business, where we allow brands to sell directly to our consumers. The partner program grew more than 60%. We were able to onboard many new brands to many new markets. Zalando Fulfillment Solutions continues to scale, now serving more than 15% of the partner program volume. Also ZMS continues to grow quite massively year-over-year. These have been the growth dynamics of the last years, to have more and more happy customers, which again, makes us more attractive to the brands, which drives the assortment, which again, drives customer growth. However, this transition into more partner program sales also comes with some requirements.
It requires us to have a high willingness to invest into our infrastructure, into new services, into the traffic that we need to drive. It requires us to absorb the negative impact on our unit economics as we used to ship essentially all items from our wholesale business, and now some are shipped by partners. That means that the wholesale basket in many cases gets smaller. We think these challenges are solvable in the midterm through Zalando Fulfillment Solutions or other mechanisms. The transition also requires us to manage customer expectations in a much better way going forward. With that, I would like to come to our financials in more detail. On growth, I already mentioned the 12% revenue growth in the third quarter. The fashion store is growing around 11%. That is where the main impact comes from.
Offprice continues to grow strongly with 40%. Also when we look at the regions, we see both regions were affected, with DACH growing around 9% and rest of Europe growing around 13%. I would like to make some additional comments on growth on the coming page. I have three observations I would like to make on the growth. Number one is that GMV growth was significantly stronger than revenue growth, with 17%. That number is influenced by some accounting shift effects, but the main effect is really that the partner program continues to grow much faster. Here we see that the platform transitioning is progressing, and it's also leaving a mark in our P&L. The second observation is that we are comparing against a very strong period in 2017, which actually was growing with 29%.
That means if we look at the two-year CAGR in revenues, we would be at 20%, and for GMV, we are at 24%. Against this background, we think that our growth plans and our internal growth ambitions for the third quarter were probably too ambitious. The third observation is clearly the delayed season start, which was caused by a very warm September, which has hurt our growth. We see this very clearly in our internal data, and we see it very clearly also in our trading patterns. We also see it in the market data, that the fashion market in DACH actually shrank quite considerably in September. As I said before, we see a continued strong underlying trends in our customer base. Let's go into a bit more detail here. We see that our active customers grew by more than 13% to more than 25 million.
These 25 million placed 28 million orders only in the third quarter, which is up 23%. I already commented on visits growing very strongly. These are very strong dynamics, especially when we look at the order frequency of customers, which is up 13% to 4.3 orders for active customers, which again, is the main driver on why the GMV per active customer continues to grow by about 5%. You also see on the slide that the average basket size is down quite a bit compared to last year. Here we see some temporary effects, such as the higher share of summer items, which typically have a much lower item value, which is related to the late season start. We specifically see that in some categories like shoes.
On the other hand, we also have some structural shifts in the behavior of our customers, which we also have discussed in previous calls, such as the mobile shift. By now, more than 60% of our orders come from mobile devices, which is up 10 percentage points year-over-year. We have more and more lower price points because we continue to drive fast fashion. These are, of course, more structural changes in our basket dynamics. What are we doing to address this? I think on the one hand, there are measures to counter this effect, such as cross-selling, such as improved size recommendations to drive return rates down. I think on the other hand, we also have to accept that customers want to order with a higher frequency, but then lower baskets.
We have to find ways to get better to serve lower baskets in a more profitable way. As one of the measures in this context, we have decided to introduce a minimum order value in Italy. We will charge for delivery for all orders that are below EUR 25. The background is that over the last years, we invested a lot into the Italian market, both in terms of the satellite warehouse to improve convenience, but also in terms of offering more lower price points. We see that in Italy, we have a high share of low basket orders. In this context, we will also introduce Zalando Plus in Italy in 2019 to give our best customers the opportunity to continue to shop without any delivery fees, irrespective of basket size.
In summary, I think the structural drivers of increased frequency and lower baskets very clearly support our long-term growth ambition. However, we do see short-term negative impact on profitability. We believe that these factors can be addressed and fixed in the mid to long term. Let's come to profitability. As mentioned, we see a negative adjusted EBIT, which is below prior year and also below our expectations. I already mentioned that we have a negative adjusted EBIT of EUR 39 million, and on the side, you see that this is clearly driven by our fashion store business. You also see that both regions are affected by this trend. I think it's more interesting to go to the next page and actually look at the impacts line by line. If you look at the third quarter, we see a number of effects.
I think the first one is very clearly related to the impact of missing sales and therefore also missing contribution margin that we had planned for. If we go through the cost lines, starting with gross margin, it's down 1.4% compared to last year. Actually, compared to our own expectation, the miss is even larger because we had expected a small improvement in this cost line. What are the major drivers? The first one is the impact of the slow season start, which results in higher allowances, lower volume discounts, and a higher discount rate. The second driver is an unplanned impact from higher cost of defective returns. Due to internal operational mistakes, a higher than usual share of inventory was classified as damaged returns. This matter has been investigated and resolved, and it looks like for the fourth quarter, we will be back to the expected values.
The third driver is an impact from a cost shift from admin cost into cost of sales, which we have also explained in previous calls. Overall, we think that the drivers that affect gross margin are mainly temporary and addressable in the short term. If we come to fulfillment cost, there we have a negative trend of -3%. This is a very similar development as in the previous quarters with four major drivers, which we have also mainly talked about in the past. The first one is investments into our logistics infrastructure, which relates to more capacity, but also to improved convenience. The second one is a decrease in the basket size, which we just talked about. The third one is increasing transport cost. We see increased carrier prices in several countries, and we saw this starting throughout the summer.
We expect also some impact over the Christmas period, where supply of capacity will be scarce. Also beyond this year, we see increasing pressure coming from transport costs, which I think is very clear that it's a challenge for the entire industry. As a fourth impact, we see the cost shift from admin cost into fulfillment cost. Also, this effect we have explained in previous calls. If we come to marketing costs. Over the past years, the marketing cost has been the source of very significant margin improvement over time. This improvement now in the third quarter is relatively small. The reason is that, as discussed also on our last call, we want to change gears a little bit after the marketing change that we executed earlier this year.
We see significant positive ROI potential in both performance and brand marketing activities and aim to increase our spending in the coming seasons. Specifically, for the second half of this year, we have increased our spending by about, and plan to increase our spending by about EUR 25 million. In the short term, this creates margin pressure. In general, because the ROI only materializes over a longer period of time, and specifically at a time where we have much weaker season start than expected, as was the case in the third quarter. Unlike in previous quarters, we decided not to pull back, but to stay the course and continue our spending through cycle because our data indicates that this will be value-driving for the long term. Coming to CapEx on the next page. CapEx, we have spent year to date EUR 169 million.
We believe that CapEx in 2018 overall will be lower than expected. This has two reasons. The first one is that we have further optimized our network design to make it more capital efficient. Specifically, we have decided to build an inbound distribution center in Central Europe, which will start operations in the second half of 2019, and it will be operated by a third party. This will allow us to allocate our inventory in an optimized way and thus use our capacity more efficiently than originally planned and therefore also reduce CapEx needs and CapEx requirements. The second reason specifically for 2018 is that we have all running projects going according to plan, but a big chunk of the CapEx was planned in the fourth quarter, and some of that will shift into 2019.
Consequently, we lower our guidance for the full year slightly and now anticipate to spend around EUR 300 million in 2018. While we see continued elevated levels of investments in logistics and technology, we think that outflow for additional projects will be spread over longer periods of time. On the coming page, I would like to only make a very brief comment on liquidity. As you see, we have a very comfortable liquidity position of about EUR 900 million. Additionally, we have a revolving credit facility of about EUR 500 million, this gives us the opportunity to manage the business with a very long-term view. Let's come to the outlook and our guidance. Our outlook for 2018 stands as given with the update mid of September.
As always, Q4 is the final and also the most important quarter of the year, and success depends on important commercial events like Cyber Week and Christmas. We expect revenue growth to come in around the low end of the 20%-25% range. As I said at the beginning of the call, it's a priority to us to show that in the fourth quarter we can return to our 20%-25% growth corridor, and we are confident to achieve this. We also confirm our expectations for adjusted EBIT of EUR 150 million-EUR 190 million. We expect net working capital to be slightly negative at year-end, and we expect CapEx to be slightly lower than previously guided at EUR 300 million. Finally, I would also like to make some comments for 2019. As in the previous years, we will very clearly continue to focus on growth.
We think that the market opportunity that we have ahead of us is huge, and we see customers continuing to shift from offline to online. We even think that the shift, which already has been predominant over the last years, could further accelerate as offline retail continues to face structural challenges and online continues to offer better and better solutions for consumers through new technologies. We also believe that additional growth opportunities and growth dynamics can be unleashed by the transition into the platform business model. We see currently that demand for our platform services continues to grow. As I commented, especially on an increased usage of Zalando Marketing Services and Zalando Fulfillment Solutions, which will allow us to further improve customer satisfaction and economics of our platform business.
Clearly, we keep our eyes on the target that we have set ourselves for 2020 to double Zalando in terms of GMV relative to 2017. At the same time, we think it's important to now start looking beyond 2020 and to invest into the continued growth of our platform. In this context, we will continue to prioritize growth over profitability as long as we see evidence that we manage this trade-off in a way that it maximizes long-term value for our shareholders and also for us as shareholders. While some temporary struggles from this year will abate in the near term, some themes will persist also into the coming year. We want to continue to leverage the growth dynamics which come from higher frequency, which may for now have a negative impact on our baskets.
We want to continue to drive the platform transition and to build a true ecosystem for fashion, even though this transition might also come at some short-term cost. We want to make use of the opportunity to increase marketing pressure, even though these investments will take some time to fully pay back. As always, we'll give our detailed guidance in the earnings call in February of 2019. With that, let's go into your questions.
Thank you. We will now begin our question-and-answer session. If you have a question for our speakers, please dial 01 on your telephone keypad now to enter the queue. Once your name has been announced, you can ask a question. Please limit yourself to two questions per person. If you find your question is answered before it is your turn to speak, you can dial 02 to cancel your question. If you are using speaker equipment today, please lift the handset before making your selection. One moment please for the first question. The first question comes from Magnus Råman, Handelsbanken. Your line is now open.
Thank you. Starting with average basket size as you spoke about it, is the lowest this quarter since Q2 2012, I believe. You mentioned a few measures here, like an average or a lowest ticket in Italy. Do you think you would potentially move forwards with several more of these initiatives, going forward to mitigate declining average basket size? That's my first.
Yes, thanks for your question. On the MOV, the minimum order value, as you know, when we started the company, we very much drove this all deliveries, everything is for free, no matter what. That has been our philosophy for quite some time. I think now if we look at the KPIs, we clearly have this benefit of improved frequency, we see it as one of the most important growth drivers of the business, we want to keep that trend. On the other hand, we have to think about ways to cope with smaller baskets and to also long-term be able to serve them in a profitable way. We think that the MOV, especially in Italy, is very accepted among customers. All of our competitors have it. This is why we decided to introduce it.
I think overall, our business has become so much broader, since we have been growing so much in lower price points. Also, we have been growing so much in the partner program. I think there are some opportunities to have these shipping fees either for very low item orders or for orders that come from the partner program and maybe some other opportunities. I think that also consumers know why that is and understand why that is. It would enable us to continue to invest into our proposition, to invest into lower price points, to invest into the platform, and to continue to drive our growth. We think directionally it is very interesting and it's a step that we now take in Italy.
Like with anything, we will also take this step by step, look at the KPIs, look at the reaction, and then see what is the right path for us going forward. I think as a means to really bring the unit economics of our business to the next level and to adapt it to some of the changes that we have implemented over the last years, I think it is a very viable option.
The next question is from Volker Bosse, Baader Bank. Your line is now open.
Hello, Volker Bosse, Baader Bank. Two questions starting with the partner program. Congratulations on the great growth. You mentioned in the press release new partners joined as well as Zalando Fulfillment Solutions grew very good. Could you provide names which kind of new partners were joined here as well as in the Zalando Fulfillment Solutions division? In this context also, Hugo Boss announced today a close cooperation with you guys. A bit more details on this would be welcome. Thank you. The second question would be, regarding your margin outlook. You shared your views on 2019. Having the 2018 guidance on hand, this would indicate 3% adjusted EBIT margin. Would you call this as to be the new normal, so to say? I mean, previously you were speaking more about 4%-5%. A word on that would be helpful as well.
Thank you very much.
Sure. On your first question, some of the new partners are Boss, as you already said, where we are very happy to really deepen the partnership and make sure that together we can use the partner program sales as an additional lever to drive our joint business. Another example is Bershka from Inditex, which has been a new addition. Also there have been many cases where we have been able to bring brands that we already work with into more markets, which of course also helps to drive the growth dynamics. In terms of 2019, I think like in the previous years, we try to give you the directional outlook on what we want to drive at. Clearly the message should be that we want to continue to focus on growth.
Not only because we have set ourselves a 2020 target to double the business, but also because beyond that, there's still a lot of growth to be realized. We are still quite far away from the 5% that we have said before should be our long-term ambition. Very clearly want to make sure that we stay on the growth path and that we stay investing. Even though clearly, as we, for example, discussed with minimum order value and maybe some other opportunities, there are also adjustments that we want to make to our business model to make sure that unit economics continue to be very good and very healthy. I think we'll be back in the next year with a more specific guidance.
I hope that with the general comments I have made, we have indicated that besides the more short-term trends and trading that we have seen in the third quarter, there are some developments in some cost lines that also will go into 2019. I mentioned the factor cost increase in logistics. You also know that we will continue to invest into our convenience proposition. I talked about marketing costs. I think that sort of sets the tone, but we will be back with more specific numbers then on the next call.
The next question is from Rocco Strauss, Arete Research. Your line is now open.
Good morning. Two questions for me. First one, with partner program scaling in your international markets or say outside of DACH, could you speak about how this is driving efficiencies around basket economics, basket sizes, fulfillment costs in general? Does partner program scale in those markets before this becomes meaningful? Any insights here would be helpful. Secondly, could you speak about zLabels? I think we haven't heard anything around that in quite a while. How is that tucking along? With growth-driven mobile partner program, are you kind of under-emphasizing on those now, or are they kind of keep stable as a percentage of sales? Thank you.
Sure. On scaling the partner program, really bringing our partners alive in ultimately all of the markets is a big priority to us, and we are driving that effort in parallel to ZFS, right? ZFS, we have introduced only quite recently. It already serves more than 15% of the volume. We think it can be significantly higher, because using ZFS just offers a very big advantage both to our partners and ourselves to drive the logistics set up in a much more efficient way. As I mentioned, sort of one of the short-term sort of obstacles in scaling the partner program is that previously we have ourselves shipped all of the items that are in the basket. Typically that's roughly three items, depending on the market.
Now, sort of for some of the orders, we are shipping two items, the partner's shipping one, I think it's quite obvious how that is creating additional cost in the system. It's creating the benefit of more availability and more access to assortment, but it's creating the obstacle of increased logistics cost. There ZFS really can be one very effective way to solve this. We think that the share of partner program that will be served through ZFS can be significantly higher than what we currently see. On your second question, zLabels, you're right, we haven't given sort of a big update. The main reason is that the direction has not changed. As we really drive the platform, the idea is that we don't want private label to be sort of the predominant sort of representation on our platform.
I think we really want to be the platform that features all the brands. Our private label can be one of them. That strategy I think we have been driving for some time. Private label continues to have a high share of our business, but it's not growing over proportionate to the business overall because obviously we are onboarding more and more brands and therefore also more and more competition to our private label.
The next question is from Magnus Råman, Handelsbanken. Your line is now open.
Thank you. Yes, I had a second one and that actually related to what you just replied, but I could take the opportunity to ask about ZMS. You talk about it growing massively. Can you describe what is the typical customer to ZMS? Is Zalando itself a customer here, or is it only external customers that represent this growth?
Sure. ZMS essentially is offering a tool where someone who wants to do marketing can either use that tool to place marketing sort of somewhere on the web, or even more importantly, to place marketing on our site. That can take different forms. It can be in the form of sales teasers. It can be in the form of featured products. It can be on the PDP. It can be on the checkout. There are different areas where we offer access to our traffic. This access predominantly is being used by external brands. Brands that work with us either in wholesale or on the partner program, will use it as a lever to drive more traffic to their brands, and also to position new launches that they have and to position their brand overall. This service is also used by some internal customers, right?
In principle, also zLabels can use that as a tool to drive more traffic to their products. Zalando Lounge can use it to attract customers from our main destination into Zalando Lounge. Zalon can use that to drive traffic into their proposition. It is essentially a capability that we are building, and the main user of that are the brand partners that we work with.
The next question is from David Gardner, Morgan Stanley. Your line is now open.
Thank you. Two questions from me. On the operational issues, could you please elaborate as to why these were very specifically Q3 issues, and what gives you confidence that these won't be recurring issues through Q4 or even next year? Secondly, could you also comment on current trading, given sort of implies that Q4 is not at 24% to meet the 20% full year growth. Could you give some comments as to why you're confident in meeting expectations there? Thanks.
David, on your first question on the operational issues. First of all, it's not Q3 specific. It just happened to occur in Q3. What happened is the following. As you know, we have a return rate that's roughly around 50%. Items that come back are being checked for the quality of the items. Are they A items and good for resale right away? Or for example, are they classified as B items, where we would need some refurbishment to make sure they can go back into the A and the resale. For example, ironing, or if there's some soiling that we can remove to reclassify them A and have them go back. The focus in the various return centers that we have spread across Europe, mostly operate also by third parties.
The focus was more on improving logistics processes when it comes around the customer proposition, but less around the inward-focused processes around refurbishment. What we've seen is that a high share of the returning items was classified as B items, although they could have been easily converted back into A items. We reviewed the processes in the various return centers that we have and ensured that process consistency is there for classification of the items as it used to be before as well. We already see that the processes have been improved. We see in our most current numbers that it seems this issue has been resolved. This is why Rubin alluded to it before as a topic that we have in our hands, that we didn't focus on enough in the past couple of months.
It's back in order, and we're confident that going forward, this will not reoccur.
I think with your question on current trading, as I said in the presentation, our priority is to return really to this sort of 20%-25% corridor. That is something that we are very focused on for the fourth quarter. As you know, success in the fourth quarter always also depends on the big events that we have ahead, like Cyber Week, like the Christmas trading. We think we're really well prepared for those, and we have a good game plan to show really good growth. Ultimately, we can only comment on them once they have occurred.
The next question is from Rebecca McClellan, Santander. Your line is now open.
Yes. Good morning, everybody. Just a couple of questions from me. Firstly, in terms of the decline in the average basket over the third quarter, what % of that was associated with the mix effects of specific higher summer garments in 3Q? Secondly, you talk about the MOV in Italy. Does it have a ramification in terms of revenue growth, or are you seeing that it's being sort of introduced without much of a hit on to growth?
Rebecca, on your first question around the mix. The different effects that Rubin laid out to temporary and structural, I think there's a well mix between those two factors. We're not breaking out in detail the splits between the two. It's fair to assume that it's a solid mix between the two.
On your question regarding MOV, of course, in principle, that is a step that can also have a negative effect on growth, even though we believe that customers are very used to this from essentially all the other e-commerce sites. I think also customers understand it. I think it's understandable why we are charging for the lower orders. When you look at it more holistically, if we are able to impact unit economics in this way, our assumption is that if we take the money that we saved there and would reinvest it into another lever, probably we could even generate more growth. If you charge something here, then you reinvest it into something else, which is a more effective driver of growth, I think that can also be net a positive outcome on growth. Ultimately, we will introduce it now.
We will see how customers react, and we will then steer accordingly.
The next question is from Anne Critchlow, Societe Generale. Your line is now open.
Thanks. Just a few questions from me on Zalando Plus. Would you be charging minimum order value on Zalando Plus at any point? Please could you update us on the rollout of Zalando Plus? Talk a little bit about how this fits with accepting greater frequency of ordering. Do those two things together, Zalando Plus and accepting this greater frequency, mean that we might be looking at a permanently lower margin?
Sure. On the first part of your question, the idea is, of course, to make sure that for Zalando Plus customers, we really offer the best that fashion e-commerce has to offer which relates to faster delivery, which relates to return pickup, which relates to stylist services, which relates to exclusive access to assortment. Of course, also relates to not charging for delivery even for low item orders. I cannot rule out that ever we will charge for something, but the general idea is that with Zalando Plus, you really get the prime service and you get the best that we have to offer. In terms of the frequency, I'm not sure I fully understood your question. Of course, having greater frequency ultimately drives growth and drives scale. I think there are also great effects from this.
I think we've tried to lay out how we want to long-term mitigate the impact it has on the basket economics. I think Plus can be one very effective tool to achieve this, because there is a mechanism to essentially get our best customers that are interested in the best service to sign up to a program with a fixed annual fee, which then means they can use all the services that we offer for free throughout the entire year. We already see in the first customers that sign up to Plus that their spending actually increases quite nicely. This is also why we are eager to roll out the program even more. The first rollout will be in Switzerland, which is starting quite soon. The second one will be next year moving into Italy as just explained.
I think also beyond that, there are more opportunities in other markets to drive that program. I think it's also a good idea to drive this whole sort of MOV topic and Plus in parallel, because ultimately, of course, there's a big link between those two steps.
The next question is from Michelle Wilson, Berenberg. Your line is now open.
Hi. Good morning. Thanks for taking my question. Could you just talk us through where we are with the distribution center rollout? How many of the distribution centers are now automated? How many are in the process of automation? What impact that has on the fulfillment cost ratio. Just to get an understanding, it looks like the fulfillment cost ratio will be higher this year than last year. Just wanted to understand when that ratio will peak. Second question, you mentioned you're prioritizing revenue growth over profitability, which you've said consistently since IPO. Is there any floor to the EBIT margin that you'd be willing to kind of invest up to?
On your first question on the distribution centers. Overall, I think it's fair to say that a large portion of our footprint is currently in ramp up. If we take everything together, we right now have 11 facilities that are operating or being constructed. Eight of those are either in construction or ramp up. I think that gives you an idea on how much we are investing into building this capacity and building this footprint. Overall, the warehousing side is representing a quarter of our fulfillment cost. Of course, the ramp up that we are seeing here has quite a big impact. Also, I think we quite consciously have decided to really put ourselves a bit before the wave, so that we are not restricted by capacity in the coming years in terms of driving growth.
I think how fulfillment costs will develop over the next years, I think in general, as I said in my commentary also on 2019, we still see additional investments we will make into that cost line. We also see some drivers that come from external, like increased factor costs. I think also over the next seasons, we'll continue to see investments that we make into that cost line. Of course, we'll make them as long as we see that it's really an effective driver of our growth. I think in terms of floor to profitability, as you rightly pointed out, since the IPO, we have said we want to drive growth and we want to drive growth as a priority over bottom line. Of course, as long as it economically makes sense.
As long as we see a positive ROI on our investments, and as long as we can show that the investments that we are making are really driving long-term value. I think that is exactly the mindset that we should have in driving the business. That is how we look at the trade-offs, and that is how we look at the decisions that we are making.
The next question is from Paul Bonnet, Bank of America, Merrill Lynch. Your line is now open.
Hi. Good morning. Yeah. Two quick questions from me. One, a little bit specific, which is, basically, do you enlighten us on the average parcel value that you're sending? Because obviously it's different from the average basket size because of Zalando Partner Program. The second question is a little bit more holistic about the business, which is, Offprice is actually growing very nicely. Could this potentially be a problem for the brands that you are showcasing on your traditional platform? Thank you so much.
Sure. On the first question on the basket, the only sort of basket value and KPI that we are disclosing is the one that we are disclosing. I think if you do some math around our Partner Program share, you might be able to draw some conclusions from that. We don't disclose the shipped parcel value. On your second question, Offprice, you're right, that is growing quite considerably, and it's a very healthy growth. We see that in our Offprice business, we are able to really leverage a number of assets in a great way. Combining the trust and the appeal of the Zalando brand with a very clear value for money proposition. I think that is a great concept.
To really leverage the overstock that we have from our core business, to leverage the brand relationships that we have built to get more access to the overstock from brands. I think that's really a winning formula. I don't see any negative impact from the brand side. Actually, I think quite the opposite. Brands, primarily, of course, they're interested to drive their full-price business, and that's what they do with the fashion store. Also all the brands know that overstock is just a reality of the business. There's always something left over, and they are also looking for channels on how they can sell this leftover merchandise. There, to be able to work with one partner that can do both, I think is a big win also from the brands.
The next question is from Georgina Johanan, JPMorgan. Your line is now open.
Hi, guys. Thanks for taking my question. Two questions, please. First of all, you're calling out that obviously revenue growth, one of the reasons that it's been behind ambitions is due to the strong growth in the partner program. I just wondered, are you seeing more cannibalization of the wholesale business than you initially anticipated when you launched the partner program? My second question, just on Q4, if my maths is right, to hit 20% growth for the full year, you would need to do 25% for Q4. Can you just clarify when you say guidance for the full year is the lower end of the 20%-25%? Are we talking sort of 18%-20% rather than 20%, please?
Sure. On the revenue growth and the partner program, it is very difficult to statistically prove what is incremental and what is not. For sure, there is some cannibalization, right? If you just allow brands to onboard much more merchandise, of course, some customers that might have bought something from our wholesale assortment now decide to buy something from the partner program assortment. Net-net, I still think it's a very important and very positive growth driver for us. Because we know that we are onboarding a lot of merchandise that clearly is incremental, right? For example, onboarding Mango in the partner program, I think clearly is driving the attractiveness of our assortment. Onboarding the Inditex brands clearly is driving the attractiveness of our assortment.
Having brands like Boss or Adidas not only in wholesale, but additional availability from partner program items, I think also clearly drives incremental GMV. We know that many customers come to our site and look at a product and then don't find the size they're looking for. The partner program allows us to have significantly higher availability. Even though I cannot put a specific number to it, I think in general it's true that more assortment and more attractive brands, also drive growth. Ultimately what we want to prove to our customers is that Zalando is the destination where you find it all. If you don't find it on Zalando, it's not there. I think that's ultimately the customer promise that we are driving towards, and where, of course, the partner program is a very important lever to get there.
In terms of our guidance, we said that we aim to be around the low end of our full-year guided range. We also said we think for the fourth quarter, we are aiming and our ambition is to be back to the 20%-25% growth corridor, which I think after the very weak third quarter is a very important proof point, and we are confident that we can make that proof point in the fourth quarter.
Last question is from Jürgen Kolb, Kepler Cheuvreux. Your line is now open.
Thank you very much. Just one question here, really on the marketing side. I think, Rubin, you indicated that, and it sounds as if you've changed a little bit your marketing push in the past, if I remember correctly. Whenever you realized that the demand was not kicking in from customers, you also lowered your marketing spend. This time it looks as if you're going the opposite way. Is that the strategy we should be looking at going forward, that you're putting more money behind marketing going forward in order to achieve your 20%-25% top-line level?
I think the short answer is yes. I think if we take the approach to be able to invest a bit more through cycle, in terms of marketing, maybe compared to how we have been driving it previously, we think that long term there will be a positive impact on growth. Of course, the important side condition is that we are able to prove very clearly what the ROI of each specific investment is, especially for performance marketing. There, I think after the changes we have made earlier this year, we are making a lot of progress, and that makes us confidence to actually start to invest more into marketing. As you know, we have been keeping marketing constant in absolute terms for a long time, or only growing it slightly in absolute terms.
We think accelerating our investment pace there really will bring us more additional customer growth. I think it's also one important ingredient to make sure that also beyond 2020, we can really show growth that is significantly above the average growth of e-commerce and fashion e-commerce.
We conclude the question and answer session. I would like to hand back to Mr. Kofler.
Thank you very much for joining us today. We are looking forward to speaking to you soon, if you have any follow-up questions in the meantime, do not hesitate to contact us. Have a great day. Bye-bye.
Ladies and gentlemen, thank you for your attendance. This call has been concluded. You may disconnect.