But you might cannibalize the shop that is next to me.

This is based on the panel model calculation of our potential and how strong our position is in this region. We are assessing whether an additional branch will allow us to gain more market space or market share, rather than cannibalizing existing branches. We have already secured some customers who work with our branches. We analyze this because we know our customers and their potential, based on calculations like the number of lifts they have, for example, or the workspace available for retail shops. I'm referring to end customers at level one. After this, we can calculate whether the existing branch provides services at the maximum or minimum potential level in this region. Then we can decide if we need an additional partner in this region. For example, if the potential for the existing partner is not more than 10% of the market share, we can consider adding another partner in this region.

Repair lifts

Yes, workspace. We have a standard per lift, which statistically indicates how much turnover they can achieve with spare parts. Of course, this is average data and varies by region, but it gives us an idea of the potential spare part sales in each region and to each customer. We then look at how many spare parts we sell to this partner from our portfolio. This helps us determine if there is room for growth. Sometimes it's necessary to look more deeply to see if this partner has many customers in this region. However, around 80% of the data is quite accurate.