What is Ricotio's core value proposition?

Ricotio describes itself as a 'powerful e-commerce cost-cutting tool' and an international drop-shipping service. Its primary goal is to act as a bridge for goods and technology moving from the European Union to the Russian market, providing the infrastructure necessary for cross-border trade, including logistics, data exchange, and legal documentation.

How does Ricotio plan to scale its operations?

The company follows a five-stage vertical integration strategy. It starts as a wholesale aggregator to identify profitable routes, then builds a logistics operator, followed by a warehousing network, a web-based retail platform (CRM/SaaS), and finally, its own payment processing system. This is modeled after the vertical integration of the Standard Oil Company.

What specific markets is the company targeting?

The deck focuses heavily on the Russian and European markets. It notes that Russia's e-commerce market was growing at 20%-40% annually, while the EU market was growing at 17%-19%. The strategy is to leverage the EU's large e-commerce base to supply the rapidly growing but relatively small Russian market.

What is the proposed revenue and incentive model?

Ricotio uses a 'Target Incentive Mechanism' where the commission fee is split: 50% goes to the back office (covering taxes, transactions, and profit), 40% to the front office (for order processing and marketing), and 10% to local partners. They also feature referral bonuses for 'supplier hunters' and 'buyer hunters'.

Who are the key people behind Ricotio?

The contact slide lists three key individuals: Alexey Belinskiy (Estonia), Christian Boas (Germany), and Alexey Meshalkin (Russia). Each represents a different regional legal entity, suggesting a localized approach to managing the cross-border logistics and legal requirements of the platform.

Ricotio Pitch Deck (2012): 17-Slide Breakdown

See all 17 slides of the Ricotio pitch deck — a 2012 Early (Beta) deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

Ricotio's pitch deck outlines an ambitious five-stage roadmap to evolve from a wholesale aggregator into a full-stack e-commerce infrastructure provider, including logistics, warehousing, and payment processing. The company targets the then-growing trade corridor between the EU and Russia, citing a Russian e-commerce growth rate of 20%-40% per year (Slide 5). While the deck excels at explaining complex operational hierarchies and incentive mechanisms—such as a 50/50 commission split between back-office and front-office functions (Slide 15)—it suffers from a lack of concrete financial data. Th…

Key takeaways

The company positions itself as the 'Standard Oil' of e-commerce, aiming for total vertical integration across the value chain (Slide 3).
Ricotio identifies a specific market opportunity in the Russian e-tail turnover, which was forecasted to reach $20 billion by 2015 (Slide 5).
The business model relies on a five-stage development logic, moving from wholesale aggregation to building a proprietary payment system (Slide 3).
The platform targets a wide range of stakeholders, including manufacturers, wholesalers, e-store developers, and brick-and-mortar stores (Slide 7).
A detailed operational structure is proposed, dividing the company into Front Office, Back Office, and Development Office across multiple locales (Slide 13).
The 'Target Incentive Mechanism' specifies a 10% share for local partners and a 50% allocation for back-office costs, including taxes and profit (Slide 15).
The deck includes screenshots of a 'beta' version of the platform for both suppliers and buyers, indicating some level of product development (Slide 11).
The team is distributed across three entities: Ricotio OU (Estonia), RicoDe UG (Germany), and RicoRus Ltd. (Russia) (Slide 17).

Slide-by-Slide Analysis

Slide 1: Title and Positioning

The cover slide introduces Ricotio with the tagline "Powerful e-commerce cost-cutting tool." The visual design features 3D currency symbols (Yen, Dollar, Euro) and a world map, emphasizing the international nature of the business. A circular diagram shows the flow between supplier, e-tailer, customer, and item, establishing the company as a facilitator of trade. The URL www.ricotio.com is prominently displayed.

Slide 3: Vision and Development Logic

This slide defines Ricotio's long-term ambition by comparing itself to the Standard Oil Company. The goal is vertical integration. The slide outlines a five-stage evolution: 1. Wholesale aggregator, 2. Logistics operator, 3. Warehousing and fulfillment, 4. Web-based retail platform (CRM/SaaS), and 5. Payment processing. A nested oval diagram visualizes how each stage builds upon the previous one, starting from the core Ricotio brand.

Slide 5: Market Indicators

Ricotio provides a market comparison between Russia and the EU. It notes that the Russian e-commerce market is growing at 20%-40% per year, with a forecast to reach $20 billion by 2015. In contrast, the EU market is described as the largest in the world with a 17% growth rate. The slide positions Ricotio as the provider for goods and technology moving from the EU to Russia. Data is attributed to "Datainsight" and "retailgazette.co.uk."

Slide 7: Clients and Offers

A complex circular diagram maps out the various stakeholders Ricotio serves. These include manufacturers (seeking international promotion), wholesalers (seeking new sales channels), small/medium e-tailers (seeking free additional assortment), and starting entrepreneurs (seeking full logistics services). The slide also mentions logistics companies, brick-and-mortar stores, and auctioneers as potential clients, detailing specific benefits for each.

Slide 9: Key Features

This slide lists the functional capabilities of the platform. It highlights a "simple working environment" with 2-click item uploads, automatic data exchange via XML and CSV, and custom legal document formats (invoices, bills) tailored to local laws. Security features are also mentioned, such as safe transactions through local branches and a money-back guarantee for shipment denials. Payment methods include wire transfer, PayPal, and Visa/Mastercard.

Slide 11: Product Interface (How it Works)

Ricotio displays screenshots of its "beta" platform, showing separate interfaces for Suppliers and Buyers. The process is described in three steps: filling in a company profile, signing contracts according to local regulations, and setting up automated data exchange. The screenshots show a dashboard with icons for orders, profile, documents, messages, warehouses, and statistics. Green checkmarks indicate the five core sections necessary for managing customer needs.

Slide 13: Operational Structure

This slide details the organizational hierarchy. It is divided into three main blocks: Front Office (responsible for customer acquisition and partner management), Back Office (handling finance, legal, IT, and tech support), and the Development Office (focused on e-commerce integration and new features). A matrix on the right shows how responsibility is distributed among product categories (Commodity groups A, B, C) and geographies (Locales 1, 2, 3).

Slide 15: Target Incentive Mechanism

This is a technical breakdown of the company's financial flow. It uses a pie chart to show the distribution of Ricotio's commission fee: 50% to the Back Office (for taxes and profit), 40% to the Front Office, and 10% to Local Partners. The Front Office funds are further broken down into order processing (30%), marketing (50%), and referral bonuses (20%). It also illustrates how bonuses are shared when a supplier and e-tailer belong to different locale teams.

Slide 17: Contacts

The final slide provides contact information for three regional leads, each associated with a specific legal entity and flag: Alexey Belinskiy for Ricotio OU (Estonia), Christian Boas for RicoDe UG (Germany), and Alexey Meshalkin for RicoRus Ltd. (Russia). Phone numbers, email addresses, and Skype IDs are provided, along with the languages spoken by each representative.

What Ricotio Does Well

The deck is exceptionally thorough in explaining the operational mechanics of a complex, multi-jurisdictional business. By breaking down the incentive structures (Slide 15) and the operational hierarchy (Slide 13), the founders demonstrate a deep understanding of the friction points in cross-border trade. They aren't just proposing a website; they are proposing a legal and financial framework for international drop-shipping.

The strategic roadmap on Slide 3 is also a strength. It provides a clear logical progression for the company's growth, moving from a low-asset aggregator model to a high-moat infrastructure and payments model. This gives investors a sense of the long-term "terminal value" the founders are aiming for, rather than just a short-term arbitrage play.

What is Missing from the Deck

The most glaring omission is the Financial Ask and Use of Funds . There is no slide indicating how much money the company is seeking or what that capital will be used for. Without this, the deck functions more as a business plan summary than a fundraising tool.

Furthermore, there is a lack of Traction Metrics . While Slide 11 shows a beta product, there are no figures regarding current transaction volume, number of active suppliers, or revenue generated to date. The market data on Slide 5 is purely external and does not reflect Ricotio's specific performance within that market. Finally, there is no Competition Slide . In the crowded e-commerce and logistics space, failing to acknowledge competitors or explain a specific competitive advantage (beyond "cost-cutting") is a significant oversight.

Founder Takeaways: What to Copy

Detailed Incentive Mapping: Founders building marketplace or platform businesses should emulate Slide 15. Clearly showing how every dollar of commission is split between operations, marketing, and profit helps de-risk the business model in the eyes of an analyst. It shows that the unit economics have been thought through at a granular level.

Phased Growth Strategy: The "Development Logic" on Slide 3 is an excellent way to present a big vision without appearing unrealistic. By breaking the "Standard Oil" ambition into five digestible stages, the founders show they have a plan for the "crawl, walk, run" phases of startup growth. This helps manage investor expectations regarding capital intensity and time-to-market for various features.

Stakeholder-Specific Value Props: Slide 7 is a great example of how to map a platform's value to multiple different user personas. Instead of a generic "we help everyone," the slide lists specific, tangible benefits for manufacturers versus small e-tailers. This level of specificity is crucial for proving product-market fit across a diverse ecosystem.

Frequently asked questions

What is Ricotio's core value proposition?: Ricotio describes itself as a 'powerful e-commerce cost-cutting tool' and an international drop-shipping service. Its primary goal is to act as a bridge for goods and technology moving from the European Union to the Russian market, providing the infrastructure necessary for cross-border trade, including logistics, data exchange, and legal documentation.
How does Ricotio plan to scale its operations?: The company follows a five-stage vertical integration strategy. It starts as a wholesale aggregator to identify profitable routes, then builds a logistics operator, followed by a warehousing network, a web-based retail platform (CRM/SaaS), and finally, its own payment processing system. This is modeled after the vertical integration of the Standard Oil Company.
What specific markets is the company targeting?: The deck focuses heavily on the Russian and European markets. It notes that Russia's e-commerce market was growing at 20%-40% annually, while the EU market was growing at 17%-19%. The strategy is to leverage the EU's large e-commerce base to supply the rapidly growing but relatively small Russian market.
What is the proposed revenue and incentive model?: Ricotio uses a 'Target Incentive Mechanism' where the commission fee is split: 50% goes to the back office (covering taxes, transactions, and profit), 40% to the front office (for order processing and marketing), and 10% to local partners. They also feature referral bonuses for 'supplier hunters' and 'buyer hunters'.
Who are the key people behind Ricotio?: The contact slide lists three key individuals: Alexey Belinskiy (Estonia), Christian Boas (Germany), and Alexey Meshalkin (Russia). Each represents a different regional legal entity, suggesting a localized approach to managing the cross-border logistics and legal requirements of the platform.

Cover slide of the Ricotio pitch deck — Early Stage (Beta) 2012 — Ricotio pitch deck, slide 1 (2012)

Ricotio pitch deck: the facts

Company: Ricotio
Year: Circa 2012…
Stage: Early Stage (Beta)
Slides: 17
Sector: E-commerce Infrastructure / Drop-shipping
Deck type: Investor Pitch Deck
Headquarters: Estonia / Germany / Russia

Ricotio pitch deck PDF

The full Ricotio deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Ricotio pitch deck was used for

This deck is an early-stage (beta) investor presentation for Ricotio, an e-commerce infrastructure platform focused on cross-border dropshipping between EU suppliers and Russian online retailers, circa 2012. It outlines a multi-stage plan to start as a wholesale aggregator, then evolve into a logistics operator and eventually a vertically integrated warehousing and fulfillment network, explicitly citing Standard Oil as a role model. The deck benchmarks Ricotio against existing dropshipping and wholesale platforms such as Worldwide Brands, Alibaba and DOBA, emphasizing global suppliers and buyers, no registration or additional drop-ship fees, and custom integration solutions. The presentation appears aimed at securing initial investment to build out the platform and logistics capabilities rather than a clearly defined named round, as it lacks a specific ask or valuation.

Headquarters: Cherepovets, Vologda region, Russia (HQ); offices in Moscow, Russia
Industry: E-commerce infrastructure / dropshipping aggregation

What the Ricotio deck got right

Structured multi-stage growth plan. The deck presents a clear three-stage development logic—from wholesale aggregator to logistics operator to warehousing/fulfillment—showing a structured path toward becoming a vertically integrated e-commerce infrastructure provider.
Concrete, well-defined process flows. It provides detailed operational workflows for suppliers and buyers, explaining catalog uploads, category management, logistics coordination, document handling, and order placement, which helps investors understand how the platform works in practice.
Competitive benchmarking against major platforms. The benchmarking slide explicitly compares Ricotio to Worldwide Brands, Alibaba and DOBA on dimensions such as fees, supplier and buyer locations, tech support, integration options, and certification, highlighting global reach, no extra dropship fees, and custom/API integrations.
Compelling value proposition for both e-shops and suppliers. The platform proposition reduces complexity and operating costs for e-shops by removing warehousing needs and direct logistics dealings, while providing manufacturers and wholesalers with fast, free access to new markets through a single integrator.
Technical integration flexibility. The inclusion of custom integration solutions, XML/CSV support, and API connections for shopping carts positions Ricotio as a technically flexible infrastructure layer that can integrate with diverse retailer systems.
Ambitious, large-scale infrastructure vision. Framing the company’s role model as Standard Oil’s control of traffic routes and later full value chain integration underscores the ambition to dominate goods traffic routes and cloud retail infrastructure, which can appeal to investors seeking large-scale infrastructure plays.

What could have been stronger

No explicit fundraising ask, round size or valuation. The deck explicitly lacks any statement of how much capital is being raised, the use of funds, or implied valuation, which makes it difficult for investors to anchor the opportunity in financial terms or compare it to other deals.
Missing traction and performance metrics. There is no visible historical traction data—no GMV, number of active e-shops, suppliers onboarded, revenue, or customer case studies—leaving investors unable to assess market validation or execution capability at the time of the deck.
Insufficient financial and unit economic detail. While the development logic describes three stages (wholesale aggregation, logistics operator, warehousing/fulfillment), the deck provides limited quantitative modeling of unit economics, capital intensity, or margins across these stages, making the path to profitability and capital requirements unclear.
Potentially problematic Standard Oil analogy. The deck positions Standard Oil as a role model, emphasizing control of traffic routes and the entire value chain; this analogy may worry investors about regulatory risk, concentration of power narratives, and potential misalignment with modern antitrust and platform norms.
Overly complex, hard-to-read benchmarking slide. The benchmarking slide is dense and only partially legible, with unclear icons and abbreviations; this limits an investor’s ability to quickly understand Ricotio’s differentiation versus Worldwide Brands, Alibaba and DOBA and may obscure the most compelling comparative advantages.

How an investor would read this deck

What draws attention

Clarify the magnitude and structure of the raise (equity vs. convertible), target round size, and use of proceeds to build stages 1–3 of the infrastructure, since the deck currently omits this.
Understand existing traction: number of suppliers integrated, number of e-shops using the catalog, any pilot logistics routes between EU and Russia, and early revenue or GMV.
Assess regulatory and operational risks in cross-border EU–Russia dropshipping logistics, including customs, payments, and compliance for consumer protection and returns.
Evaluate the technical robustness of the integration layer (XML, CSV, custom integration, APIs) and whether the team can maintain scalable infrastructure as volumes grow.
Probe the founding team’s experience in logistics, cross-border trade, and e-commerce technology to see if they can execute the ambitious vertically integrated vision.

Risks that stand out

Execution risk in building from a wholesale aggregator to full logistics and warehousing integration, which is capital intensive and operationally complex.
Regulatory and geopolitical risk associated with cross-border trade between the EU and Russia, including sanctions, customs barriers, and payment flows.
Competitive risk from established global platforms such as Alibaba and large marketplaces that may introduce or improve their own dropshipping and logistics solutions.
Technology risk if the integration stack (XML/CSV/custom/API) is not sufficiently scalable, secure, or easy for mid-market and small e-shops to adopt.
Concentration risk if Ricotio becomes highly dependent on a small set of logistics providers or major suppliers for its core EU–Russia routes.

Questions this deck invites

How many suppliers and e-shops are currently live on Ricotio, and what is the monthly GMV flowing through the platform today?
What specific EU–Russia traffic routes have been tested, and what are shipment times, failure rates, and cost per parcel compared to alternatives?
What is Ricotio’s revenue model at each stage—commission rates, subscription or integration fees, logistics margins—and how do these compare to benchmarks like Alibaba or DOBA?
Which logistics companies and warehouses are currently contracted or in negotiation, and what SLAs and pricing have been agreed?
What legal and compliance framework does Ricotio use for cross-border consumer sales (VAT, customs declarations, returns, data protection) and how is liability allocated among Ricotio, suppliers, and e-shops?

What founders can take from the Ricotio deck

A vertically integrated vision (from wholesale aggregation through logistics to warehousing) can be compelling, but investors still need clear stepwise milestones and unit economics for each stage, not just a narrative of progression.
Benchmarking against well-known platforms (Worldwide Brands, Alibaba, DOBA) is useful, but the comparison must be simple, legible and focused on a few key differentiators to avoid overwhelming readers.
Deep operational detail about workflows (how suppliers upload catalog data, how buyers download items and place orders) helps investors understand feasibility, yet it should be paired with traction metrics to demonstrate that the system already works in practice.
Role-model analogies to historic giants like Standard Oil should be used carefully; they can signal ambition but may also raise concerns about regulation, concentration of power, and strategic overreach.
An infrastructure-heavy business in cross-border e-commerce needs explicit discussion of regulatory, customs and logistics risk; omitting this in the deck forces investors to infer risks and may slow conviction.
A deck that omits the specific fundraising ask and use of proceeds can leave investors uncertain about how to engage, even if the product vision and technical explanation are strong.

Ricotio pitch deck: common questions

What does Ricotio do?

Ricotio is an e-commerce infrastructure and dropshipping aggregation platform that connects worldwide suppliers and manufacturers with online retailers, initially focused on traffic routes and cross-border trade between the EU and Russia. The company aims to reduce operational costs for e-shops by removing the need for warehousing and own logistics, while giving suppliers an easy way to access new markets via a single integrator.

What stage was Ricotio at when this pitch deck was created?

The deck describes Ricotio as starting in an early-stage beta phase around 2012, based on market forecasts to 2015 and the emphasis on platform build-out. It positions itself first as a wholesale aggregator, then as a logistics operator, and later as a warehousing and fulfillment network. The external profile on F6S and LinkedIn shows Ricotio (also referenced as RicoRus) operating in Russia with video presentations and e-commerce platform positioning, but does not provide clear launch dates.

What round or amount was Ricotio raising with this deck?

The deck does not specify a concrete funding amount, valuation, or round label; it is an investor presentation showing the business logic, benchmark comparison, and technical workflow of its dropshipping platform. No external sources found describe a specific fundraise tied to this particular deck, and there are no public funding announcements or investor lists attributable to Ricotio in this period.

Who are Ricotio’s target customers and what problem does it solve?

According to the benchmarking slide and the workflow slides, Ricotio targets worldwide suppliers and buyers, allowing e-shops to sell goods directly from a dropshipping catalog without warehousing, and integrating via XML, CSV and custom solutions. External descriptions (e.g., another Ricotio deck in Russian) depict Ricotio.com as a platform uniting suppliers and internet retailers to cut operating costs and increase revenue in Russia.

How is Ricotio different from other dropshipping platforms mentioned in the deck?

The deck compares Ricotio’s features to Worldwide Brands, Alibaba and DOBA, highlighting advantages such as no registration or additional dropship fees, global supplier coverage, custom integration/API solutions, and an own certification system for suppliers. It also emphasizes that buyers can purchase single items and bulk, sell directly from the dropshipping catalog, and contact suppliers independently under clarified returns policies.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

Ricotio pitch deck slides

Ricotio pitch deck slide 1 of 17 — Ricotio pitch deck — slide 1 of 17

Ricotio pitch deck slide 2 of 17 — Ricotio pitch deck — slide 2 of 17

Ricotio pitch deck slide 3 of 17 — Ricotio pitch deck — slide 3 of 17

Ricotio pitch deck slide 4 of 17 — Ricotio pitch deck — slide 4 of 17

Ricotio pitch deck slide 5 of 17 — Ricotio pitch deck — slide 5 of 17

Ricotio pitch deck slide 6 of 17 — Ricotio pitch deck — slide 6 of 17

What each slide of the Ricotio pitch deck says

Slide 2

Resume Qrricotio Ricotio today: « Cross-border transaction platform providing drop shipping service to e-tailers and remote brick-and-mortar stores; e Operational subsidiaries in Estonia, Germany and Russia; « Professional team in programming, commerce, business development and strategy; * 30'000 SKUs in catalogue, 8 suppliers, 3 e-tailers; Mid-term goals: « International holding with 15 local subsidiaries (EU, Turkey, Gulf states, Russia and CIS) o E-tailers integrated: 7'800+ e SKUs in catalogue: 1'000'000 « EBIT: $7'000'000 In a long-term Ricotio is going to become a full-scope distance retail infrastructure provider: * Wholesale aggregator « Warehousing and fulfillment service provider…

Slide 3

Ricotio: full scope e-commerce infrastructure Qrricotio Our role model is the Standard Oil Company as founded by John D. Rockefeller. It initially owned and controlled the logistics of the oil traffic routes to the refineries and later developed itself into the vertically integrated company controlling the entire value chain. Ricotio is going to become the best in goods traffic routes and cloud retail infrastructure. Ricotio's development logic: Stage 1: We start as a wholesale aggregator. Stage 2: Using defined at a Stage 1 most profitable traffic routes we build a logistics operator. Stage 3: Having built the logistics operator we develop our own warehousing and fulfillment network. Stage…

Slide 5

E-commerce market: key indicators Qrricotio * Russia is a relatively small, but rapidly growing market. * Europe has the largest e-commerce market in the world with a 17% annual growth rate. » International drop-shipping service Ricotio has a potential to be the major provider for goods and modern e-commerce technologies from EU to the growing Russian market. RUSSIA EU + Russian e-commerce market growth rate is + Rate of increase of EU e-commerce market 20%-40% per year. is 17%-19% per year**. « Nowadays e-commerce sales is about 2%- « Online retail has a 5% share in the 3% of total Russian retail turnover. European retail market**. + “Datainsight™ agency forecasts that market will grow by…

Slide 6

E-commerce in Russia Qrricotio Russian e-commerce in figures: Russian e-customers in facts: « Total amount of e-stores is about 25 000. « Russia has a largest Internet population in + Top-50 e-tailers have only 16% of annual e- Europe (70 m.) tail turnover + Total population is 141 m. people + Internet penetration is about 50% « High level of population before 30 yrs old, having active consumer behavior (29.2%) Total turnover of TOP-5 Russian e-tailers in 2011, m. USD Russian population structure = o - - NN BR ESTE Ny [J o-29yrs. [Pek 80 [] 30-40yrs. yr 0 a1-som * Ricotio has the agreement with Utkonos on joint project for non- [J 60and more food assortment. 6

Slide 8

o 0 . Benchmarking Qricotio Feature Ricotio \WorldWideBrands Alibaba DOBA Registration and additional fee no Additional drop ship fee no A no no Location of suppliers worldwide USA, Canada worldwide USA Location of buyers worldwide worldwide (50-60%) worldwide USA Wholesale pricing V4 \/ b Tech support Single item and bulk purchasing YZ J ? E Buyer sells goods right from dropshipping catalog Returns according to suppliers' policies Affilate (referral) program 4 Integration features (XML, CSV etc.) Custom integration solutions API solutions for shopping carts Own sertification system for suppliers LN Y VAN NNAS Buyer is contacting supplier directly and independently Buyer makes deals on his…

Slide 10

Drop-shipping Ricotio: how it works Qrricotio Adopting the drop shipping business model makes traditional remote sales scheme easier and cheaper: ¢ E-shop doesn't need warehouse; * E-shop doesn't deliver goods to consumer: it means no deals with logistics companies and reduced demand for own delivery staff; « All the activities of e-store are online (offline operations are reduced dramatically); * Wholesalers and manufacturers deal with big integrator of e-stores, not a single e-store; * Manufacturers and wholesalers open new markets fast and for free; All the participants have easy-to-use and safe cross-border transaction environment. suppliers and manufacturers e-store T 1 @Il ' EpEL cust…

Slide 12

Drop-shipping Ricotio: how it works Supplier Inserts warehouse address data Adds items into Ricotio catalogue Coordinates with Ricotio changes in catalogue's structure (creates categories and sub-categories for supplier's goods) well as logistics companies able to work with supplier, terms of shipment Coordinates with Ricotio commercial terms and conditions, as Qricotio Buyer . downloads selected items from Ricotio catalogue to Buyer's site . uploads to Ricotio documents that Buyer wants his Client to receive along with a parcel . places orders in Ricotio 12

Slide text above is read directly from the Ricotio deck PDF embedded on this page.