Asier Albistur Case Studies

COMMUNICATION SPECIALIST AND STRATEGIST

Account Supervisor: Francisco Fargas!Executive Creative Director: Alberto Jaen!Art Director: Fermín González!

Strategic Planners: Stephen Conley, Asier Albistur!

Sabadell-United Bank

Launching a New Brand While Keeping the Classic Values.!

A new brand with a long tradition

/ American Bank Mellon-United and Spanish Banco Sabadell joined together to create a new company with

a strong presence in Florida, and intended to expand to other States in the US. The new company was to be known

as Sabadell-United Bank, merging together the names of

two reliable financial institutions with a solid trajectory in their own markets. SCPF was called to launch the bank,

with the objectives of building brand awareness, positioning the brand through relevant and distinct values

and strengthening links with the current Mellon-United

clients. !

TASK

Matching the expectations of a very special target

/ Sabadell-United was targeting a particular niche-target. Their key business is private banking, an

exclusive service for only those who have a large amount of money to save and invest. Their client-base is wealthy,

powerful and influential. They have very clear ideas

about how to use their money, and their expectations are over the top. !

A newcomer in a category that fell in value

/ The new bank was to launch in a highly complicated

context. On one hand, they were hard times for the countryʼs economy and for the financial industry. Banks

as a category were suffering from a general lack of trust by all their audiences. On the other hand, existing

Mellon-United Bank clients were full of doubts and felt

unrest towards what sounded more like an acquisition by a foreign bank than like an actual strategic alliance (as

stated in focus groups). !

The freshness of a newcomer!

The reliability of an expert!Brand attributes!

Personal banking!

Business-professional profile!

Union of solid companies!

More than 100 years of history!

Uncorrupted New ways of banking!Expected brand experience!

Preferential / personal treatment !

Control, efficiency!

Walking on solid ground!

Trustworthiness through facts!

Transparency!Return to personal banking!

Excellence, solid foundations!

CHALLENGES

Back to the roots

/ SCPF approached the current situation bringing back the classic values that had guided Mellonʼs and Sabadellʼs solid

century-long trajectories, but other allegedly more modern banks had forgotten. That meant they would continue speaking,

performing and relating with clients the way they had done

separately, but with a renewed strength and a deeper focus on innovation. This message needed to be delivered first

internally, both to employees and current clients, to create a stronger bond with the new brand.!

A new brand-platform

/ At the same time, SCPF convinced Sabadell-Unitedʼs board of

directors about the inappropriateness of the corporationʼs existing brand-claim: The value of trust. !

Value and trust, both are relevant and positive concepts.

However, trust is something a brand achieves through time and deeds. Asking to be trusted wasnʼt enough, it needed to be

proven Sabadell-United deserved it. It was time to develop a new brand platform that would express the idea in a more

appealing and convincing way. !

STRATEGY

“Classic is different to old. Something old is useless, something

classic is still valuable. Classic means prestigious and influential, a

reference new generations keep relying on. Classic values such as

honesty, reliability, integrity and hard work, are those we have

learned from our ancestors and keep taking seriously, as they are still

useful for our modern lives.”!

Images from the Idea Book

STRATEGY

The campaign would have two phases !

/ The launching phase was based on visually simple but powerful ads, in which the new brandʼs logo and

slogan were to be the only focus point. The second phase was the development of the awareness and

positioning campaign. It was based on a big idea:

using testimonials of real people, not about their experience with the bank, but about interesting lifetime

experiences. In interviews, different individuals would express their ideas freely. At times they would be filmed

alone, other times they would interact with other people. !

These spokespeople of Sabadell-United would be

elder personalities who have gone through challenges and have succeeded in overcoming them successfully.

The participants would speak about the ideas and beliefs

that guide their paths, emphasize the failures and

achievements in their lives and tell personal stories that

reflect the classic values Sabadell-United seeks to enhance. The interviews would be held in Florida

landmarks, symbols of economic growth and innovation. The settings would visually contrast with the age of the

characters, but would somehow have a connection with

their lives and values. !

The testimonials would later be used in a variety of media: print, outdoors, radio and online. The tone of

voice of the campaign was to be realistic and intimate.

The message should be firm and serious, but always positive and optimistic.!

CREATIVE ROUTE

Print (phase 1)

OOH (phase 1)

CREATIVE ROUTE

Print (phase 2)

Print (phase 2)

OOH (phase 2)

CREATIVE ROUTE

Online

CREATIVE ROUTE

Account Supervisor: Lais Mathos!Executive Creative Directors: Alberto Jaen, Philip Bonnery!Art Directors: Fermín González, Thadeu Borges!Director of Digital: Natalia Rojas!Strategic Planner: Asier Albistur!

Coca Cola Classic!A Brand Seeking To Engage New Audiences!

Coca-Cola Classic

A Brand Seeking to Reconnect with Key Target Audiences!

Account Supervisor: Lais Mathos!Executive Creative Directors: Alberto Jaen, Philip Bonnery!Art Directors: Fermín González, Thadeu Borges!Director of Digital: Natalia Rojas!Strategic Planner: Asier Albistur!

Recovering the appeal of a classic brand !

/ Coca-Cola Classic had lost its connection with American Hispanic teenagers, who felt that Coke was their

parentsʼ soda, not “cool enough” for the modern times. Teens had already got affinity for other beverages: flavoured

water, energy drinks, etc. However, they represented the

most coveted and rapidly growing opportunity for the brand, so Coke had no other choice than to dive in an extremely

competitive and cluttered market to re-engage this key segment. To do that, Coca-Cola decided to focus on one of

the teenagersʼ main passion points: music. !

CHALLENGE

As part of the global Coca-Cola music campaign, a

specific campaign was defined for Hispanic teens: the Taio Cruz Collaboration session. Cruz, currently one of the

hottest music stars with huge multicultural appeal, would become the cicerone of emerging Latino bands that will, if

chosen by the teenagers, play/sing in his new song. Coca-

Cola entrusted SCPF with creating awareness around the program and attracting Hispanic kids to participate

actively in the band voting process. !

“Mixing and mashing up is part of the cultural DNA of

Hispanic bicultural teens: they are used to balancing inputs from their heritage and mainstream culture every day.!

They feel inclined to express this unique identity makeup as their role in influencing pop culture has gained greater

prominence.”!

The power of music as a cultural catalyst is magnified among Hispanic teens. “Music empowers Hispanic teens to express and share

whatʼs unique about them. It enables fusion, thus generating opportunities to exchange cultural cues. At the

same time, it reinforces their sense of pride for their heritage and increases the attention towards it.”!

Sources: Forrester, TRU.

Hispanic Teens!

Average Teens!

Hours listening to music (per week)! 24! 16!

Go online every day! 80%! 75%!

Update social network profile at least once a week! 78%! 66%!

Download music! 70%! 53%!

Upload music I created! 19%! 10%!

Upload videos I created! 32%! 21%!

Upload my photos! 45%! 22%!

Vote/rate online content! 22%! 8%!

Hispanic teens are avid music consumers and more active online users.!

INSIGHTS

Kids donʼt want to be passive audience anymore!

“The line between artists and fans has become blurred and teens are no longer conformed in being just part of the

audience. They seek to leave their footprint in the entertainment world, and explore and express their own

talents whether through original creations or by using other

artistsʼ creations as inspiration.”!

Music before!

Limited distribution, massive appeal, !passive consumption!

INSPIRATION

Music now! ! !

Diversified distribution, niche appeal, !active use! !

My room, my world, my stage!

“Technology nowadays enables teens to experience the whole world in their own bedrooms. Their gateway is a

keyboard, a keypad, or a remote control. Or all at the same time.!

The room is the uttermost expression of their identity and a

place where they are not afraid to be themselves. And thanks to technology, it has also become a stage from

where to project that unique identity.”!

A win-win approach for the fans, the bands and the brand!

/ Building on the equity of a dialogue SCPF already sparked with the teenager audience through the 2010 “Secret Formula”

campaign, the 2011 Music Platform would allow the brand to take a bigger and more active role as enabler in:!

- Helping Hispanic Teens unlock whatʼs unique about their

cultural makeup!- Acknowledging the value of mixing influences and cultures!

- Using the Collaboration Session to provide Teens with greater access to the professional aspect of the music world!

- Empowering the target to take their need for self-

expression further in influencing the Session outcome!- Connecting fans with artists through a direct channel

and constant fluid dialogue !

STRATEGY

/ SCPF designed different interactive programs within Coca–

Cola Musicʼs Internet Portal, where the whole Collaboration session platform would be hosted, to stimulate recurring visits

to the site and voting. However, what if voting wasnʼt enough for Hispanic teens? What were kids taking away from this

initiative? What was the value in voting for unknown bands? !

To make the initiative even more attractive for teens, and

therefore successful, Coca-Cola could offer voters an experience of a lifetime, helping teens find, explore and

unlock talents they didnʼt even realize they possessed. !

How about using their creativity as singers, musicians, video

makers, animators, set designers, dancers… to show their support for their favorite bands? Their work could be judged

by peers and music professionals to win prizes (through the My

Coke Rewards Platform) and fame, and become more actively involved in the Collaboration session. Bands could at the same

time participate in the portal by communicating and cheering their fans, and so could the host Taio Cruz. This positive circle

would maximize participation and encourage word-of-

mouth, making the portal, thus the Coca-Cola brand, more popular among teenagers. !

CREATIVE ROUTE

The portal’s index page.

/ The Collaboration Session platform would allow teens to play

with a user friendly editing and sound mixing studio. The idea was to give teens a wide variety of options to create,

express and broadcast from their bedroom. Moreover, considering how eager teens are to interpret and redo the

work of others in their own way, the brand could encourage

Taio Cruz and contender brands to establish a dialogue with fans, by instigating them with fun challenges on a regular

basis (like creating an album cover or t‐shirts, posters, logos, pins, hats, stickers…) The web portal would be updated

constantly with new activities, challenges, games, etc.!

CREATIVE ROUTE

Gas Natural Fenosa

Account Supervisor: Arnau Seix !Account Executive: Vanessa Romano !Executive Creative Director: Alberto Jaen !

Art Director: Fermín González, local agencies!Strategic Planner: Asier Albistur !

Building a Strong International Brand through Diverse Local Campaigns !

Building a strong and consistent brand in a large variety

of contexts!/ Gas Natural Fenosa (GNF) is Spainʼs leading natural gas

supplier. Throughout the last decade it has overcome an outstanding international growth, and it is now present in

four of the biggest and most challenging Latin American

markets (Argentina, Brasil, Colombia and Mexico). However, that expansion had not been organized under a

homogeneous regional strategy. Each country, even each metropolitan area, was approached following various

guidelines, depending on business decisions and specific

characteristics of the local market. There seemed to be different brands representing the same company. !

In 2010 GNF decided it was time to establish a coherent and

cohesive branding and communication strategy as a way of

re-launching the brand and improving business objectives. SCPF was chosen for the challenge of defining and

developing a long lasting regional strategy that would boost GNFʼs business performance. !

TASK

GAS NATURAL FENOSA LATAM

PúblicoHOGAR80-90% del negocio

Clasificación demográfica

A, B, C1

Status: el GN como muestra deuna actitud avanzada, de unestilo de vida superior

C2

Aspiracional: el GN como un pasoa un status superior

C3, D1

El GN como acceso a lascomodidades de la vida moderna

Clasificación por afinidad

Desconocedores del gas natural

A,B,C del Gas Natural: presentary explicar la alternativa

Conocedores desinformados

Énfasis en beneficios del GN

Conocedores no compradores Usuarios de LP

Comparativa y enfoque en marca comercial

Compradores cocina Usuarios de electricidad

Equipamiento: beneficios degasodomésticos. Servigas.

Compradores (paquete completo)

Renove. Servigas. Fidelizaciónmarca y prescripción

Situación en el mercado

Clientes potenciales

Nueva construcción Promotores, constructores

Mensajes: vivienda másmoderna, mayor valor. B2B,enfoque en servicio empresaprofesional y seria.

Compradores

Mensaje: el bienestar del hogarmás moderno

Vivienda habitada Administradores

Mensajes: facilidades deinstalación y financiación.Empresa seria, servicioprofesional y personalizado.

Propietario

Mensajes: beneficios del GasNatural, facilidades de instalacióny financiación

Objetivos: captación

Clientes actuales

Objetivos: fidelización y aumentode gasto unitario (equipamiento yServigas). Fomentar el boca aoreja.

Mensajes: mayor eficiencia ybienestar gracias a unequipamiento más moderno. Unservicio de calidad, continuo ypersonalizado.

COMERCIAL

INDUSTRIAL

PROCESO DE VENTA

Captación nuevos clientes

Proyecto de red en desarrollo en unbarrio concreto

Buzoneo informativo sobre el proyecto

Reuniones con líderes de la comunidad,asociaciones vecinales

Puerta a puerta

Hogares

Finca conectada a la red de gas:decisión individual

Finca sin conexión : convencer al40-50% de la comunidad para que lainversión sea rentable

Administrador

Sobre todo en México y Brasil

Concentracióngeográfica:campañas decomunicación masivas sonineficientes

Conexión

Comunicación individualizada: soportesadministrativos y comerciales,promociones...

Boca a oreja entre vecinos de la misma comunidad

Habitual en DF

Venta de equipamiento

Puntos de pago

En Colombia gran variedad: bancos,supermercados, estancos...

Centros del gas

Puerta a puerta clientes actuales

Visita preventiva de SERVIGAS

Nueva vivienda

PUBLICIDAD

Enfocada a generar demanda

Soportes gráficos

Apoyo a visitas comerciales

Bienvenida e información para usuarios

Comunicación interna

Marketing directo

Ofertas y promociones para clientes actuales

Comunicación con intermediarios:promotores, constructores,administradores...

Web

Comunicación con clientes actuales:promociones online, espacio privado

Información y posicionamiento de marca

ConvencionalCampañas de captación locales

Publicidad en Centros de Gas

Importante: desarrollar sistemapara medir efectividad de lasacciones que se desarrollen

GNV

Situación del mercado

Dos tipos

Mercados con alta implantación:Argentina, Brasil, Colombia

México pocaimplantación

Declive: conversiones se han reducido al 20-30%

Oportunidades de crecimientoUsuarios de franja de kilometraje menor

Flotas comerciales

Barreras

Poca voluntad política

Alta inversión para conversión

Pocos talleres especializados y certificados

Estaciones de servicio propias(Colombia+)

Público

Consumidores: vehículos privados

Usuarios que realizan muchos kilómetroso tienen alto consumo de combustible.

Usuarios de franjas menores a los queles salga a cuenta

Profesionales y empresas: vehículos comerciales

Taxis

Mercancías

Flotas

Autoridades: transporte público

Competencia

Combustibles fósiles: gasolina y diesel

Gas competitivo en distanciasmedias y altas: mayor eficiencia.

Etanol (importante en Brasil)

Gas mayor autonomía

Nuevas tecnologías: vehículos híbridos,eléctricos, dual fuel

Percepción

Sistema anticuado y poco "cool"

Reduce potencia

Aparatoso

Percepción de que está limitado atransporte público y taxis

"Esto no es para mí"

ObjetivosAumentar conversiones

Mensajes

Ahorro por eficiencia. Brasil: menorimpuesto matriculación.

Ecología: menor contaminación (noCO2) que combustibles fósiles

Puede ser cool, moderno

"Ecocool"

Comunicación

Campañas de publicidad en mercados localesConvencional

Internet

Promoción de la categoría: necesariorealizar campañas para cambiarpercepción y generar demanda: si nohay conversiones, no hay consumo

B2B: puerta a puerta, marketing directo

Proceso de venta

Conversión Talleres especializados y certificados

Suministro Estaciones de servicio (algunas propias)

Servigas, Comercial, nueva edificación

México

Situación del mercado

Dos mercados distintos

Monterrey80-90% penetración del gas natural

Familiarizados con gas natural

DF y Bajío

12-13% penetración del gas natural(300.000 viviendas)

Familiarizados con Gas LP

Precio competitivo del gas natural,aunque cercano al LP y fluctuante

Oportunidades de crecimiento

Monterrey: nueva vivienda yequipamiento

DF: nuevos clientes

Barreras DF

Gas LP domina el mercado

Poco conocimiento del producto o de sus beneficios

Poca notoriedad de marca

La inversión para la instalación suponeuna barrera de entrada

Público

HogaresAcostumbrados a bombona de gas LP

Administradores de fincasGestionan los tanques comunitarios

Constructores y Promotoresinmobiliarios

CompetenciaMúltiples operadores de gas LP

Empresas más o menosprofesionalizadas, la mayoríalocales o familiares

Percibidas como conocidas y cercanas

PercepciónDF

Gas es igual a LP en DF

Se desconocen los beneficios del gas natural

El gas natural es caro

El servicio es malo

Poca notoriedad e imagen de marcacomercial de Gas Natural

Objetivos

DFDar a conocer beneficios del GN

Crear notoriedad y posicionar la marca comercial

DF y Monterrey

Captar clientes en vivienda habitada ynueva construcción

Mensajes

Hogares

Ahorro: mayor confiabilidad y eficiencia

No precio, sino ahorro

Beneficios: seguridad, comodidad,suministro continuo, facturaciónindividualizada

Atributos del servicio seriedad,profesionalidad, calidad

AdministradoresServicio profesional

Ahorro, beneficios adicionales

Colombia

Situación del mercado

Gas natural muy generalizado

Precio competitivo

Presencia alta de Gas Natural: 90% enzonas asignadas

Baja el consumo unitario por vivienda

Oportunidades de crecimiento

80% nueva edificación

Expansión en barrios que se urbanizan

Aumento de equipamiento entre clientes actuales

Público

Clientes potenciales y actuales de todoslos estratos sociales

CompetenciaEn estratos bajos: ducha eléctrica

Sistema alternativo para calentar agua

Percepción

El gas es un bien deseado, pero para el85% de los clientes su uso se limita a lacocina

Objetivos

Aumentar el consumo unitario de losclientes actuales a través de aumentarequipamiento

MensajesClientes actuales

Clave: financiación del equipamiento y la instalación

Aspiración a tener mayor bienestar(agua caliente)

Brasil

Situación del mercado

Gas Natural poca presencia. Redesdesarrolladas en zonas residenciales declases altas A,B,C1.

Oportunidades de crecimiento

Nuevos clientesVivienda habitada

Nueva construcción

Equipamiento: muy bajapenetración de calentador a gas

Servicios no regulados

Barreras

Poco desarrollo de la infraestructura

Tarifa establecida por ley (periodo actualhasta el 2012): hoy en día no escompetitivo en precio respecto al LP

Público

Segmentos A, B, C1 y C2 de la población

Administradores de edificios

Nueva construcción

CompetenciaElectricidadUtilizado para calentar el agua (chuveiro)

Principal proveedor de energía:polivalente y moderno.

Gas LP

Mayoritario para cocinar

Percepción

El gas vinculado casi exclusivamente a la cocina

El agua y la electricidad se percibencomo bienes necesarios, el gas naturales visto como un extra para clasesacomodadas

Objetivos

Crear notoriedad y posicionar la marca comercial

Captar nuevos clientes

Penetración desde la cocina

Aumentar el consumo unitario entre los clientes

Sustitución de equipamientoeléctrico (calentadores)

Mensajes

Beneficios de producto

No precio/ahorro

Beneficios emocionales: avance, modernidad

Comparativo: se debe dar a conocer elGN como sistema alternativo al LP(cocina) y a la electricidad (aguacaliente)

Argentina

Situación del mercado

Mercado maduro: gas naturalgeneralizado (90% penetración)

Presente en Buenos Aires Norte

Nivel de equipamiento alto: cocina, calentador...

El gas es un bien abundante y tiene unprecio competitivo

Oportunidades de crecimientoNueva construcción

Barrios por urbanizar

BarrerasEl acceso es caro; la infraestructura la paga el cliente

Público

Promotores, constructores

Consumidores nueva construcción

Vivienda ocupada niveles C3, D1

CompetenciaCocina eléctrica (nueva construcción)

PercepciónEs deseado y querido

Bien necesario

Objetivos

Captar clientes en vivienda habitada ynueva construcción

Incitar el renove de gasodomésticos

Mensajes

Financiación de la inversión eninfraestructura + instalación

Renovación de equipos y mantenimiento por seguridad

GAS NATURAL FENOSA.mmap - 2/18/2011 - Mindjet

APPROACH Organizing messages, understanding consumers,

creating a clear route map!/ More than as a ad agency and their client, Gas Natural

Fenosa and SCPF worked as close strategic partners, with hand-by-hand, participating in every important

branding and communication decision related to the

companyʼs strategy in Latin America. After several meetings and briefing sessions with the companyʼs board

of directors, SCPF organized the complex grid of business units, objectives, markets and audiences to define a clear

route map on which to base future campaigns. !

Examples of planning and mapping exercises for GNF.

CHALLENGE Inciting change in those who donʼt want to switch!

/ Liquid Propane (LP) companies are GNFʼs fiercest competitors in emerging markets such as Mexico or Brazil.

People have been using LP tanks for many decades; it is a system they are familiar with, easy to install and use.

However, LP gas generates much trouble and discomfort:

having to be constantly alert to refill the tanks, leaks and explosions due to poor maintenance, frequent fraud…

Despite Focus-group participants claimed they were aware of those problems, they didnʼt seem to drive the

need for change. !

Two showed to be the main reasons for that lack of

interest in natural gas: ignorance and passivity. Studies showed that GNF as a brand, and even natural

gas as a energy source, were widely unknown among

consumers. What is more, those who had heard about the company assumed GNF was just another Liquid Propane

firm. It was clear the brand hadnʼt been able to convey their productʼs advantages clearly. Besides, many of

those who did know about GNF offering a higher quality

option would decide not to quit LP gas. The reason? They just didnʼt feel it was worth making the effort. They

stated to know natural gas was a better alternative, but the well known LP was good “enough” for them. As in the old

Hispanic saying: “It is always better to stick with what you

know.” !

A firmly constructed brand-platform!

/ Apart from creating a more appealing and distinctive visual style, SCPF convinced GNF to create a unique

brand-platform that would establish firm foundations for the long term strategy. This conceptual platform would set up

the direction for subsequent specific messages, both in

content and tone of voice.!

Educating the audience, engaging prospect clients!With the new brand platform as a starting point, SCPF

intended to succeed in overcoming the brandʼs main

barriers: the lack of knowledge and passive attitude of the audiences. On one hand, there was need to create

awareness and educate the audiences about the product category, natural gas, and the advantages and benefits

obtained from contracting GNF. Their communication had

to be clear, didactic and to-the-point. The idea to convey was that changing to natural gas from LP gas was a

very easy step, breaking the barrier of On the other hand,

and more importantly, the platform would help the brand

make a leap from descriptive, rational, product-base messages to a more evocative, emotional and

inspirational communication. Not only would the company persuade the audiences with good reasons to

change, but they would also work to generate a positive

attitude towards constant improvement. GNF would address a special kind of consumer group, those who

donʼt stick to the old bad things, those who are not satisfied with getting enough, and always ask for more

and better. The ultimate goal was arouse aspiration to

belong to that group.!

STRATEGY

“What if we never took a step forward? Nothing would

happen. Things would never improve; problems would never be solved; societies would never evolve. That is

why we need to advance, so that little by little we can build a better world, inside and outside our homes.!

The day we make a small decision to move ahead we

trigger big changes in the lives of our love ones and ours. That day we discover all the amazing experiences

we had at hand in every well-known corner, but never noticed. Our houses becomes our HOMES, places full of

unique moments.!

Who knows, maybe today is that day when you realize how easy it is to move forward.” !

BRAND PLATFORM

Easiness

Advance

solution

answer

care

improvement

increase movement

“Advancing is so easy.”

CREATIVE ROUTES Different approaches within a consistent strategy!

/ Due to the variety of market situations, business objectives and audiences, various campaigns with specific tactical

approaches had to be developed. Nonetheless, these diverse communication efforts should always build on a powerful and

consistent brand image and platform. The campaigns were

defined in SCPFʼs office in Miami in a regional basis, and then adapted to each market by the local agencies in Argentina,

Brazil, Colombia and Mexico. !Expansion campaign. Switching to GNF means obtaining benefits so

obvious that can be explained in the simplest way: an ABC.!

Descubre todos los momentos que te quedan por vivir disfrutando de agua caliente sin límites en toda tu casa.

Gas Natural Fenosa crea más momentos felices en tu hogar

Qué sencillo es avanzarLlama ya al 99 307 8121 www.gasnaturalfenosa.com

Ha llegado la hora de disfrutar de mayor calidad de vida, gracias al buen uso del agua caliente de manera constante, fácilmente regulable y con mayor caudal. Descubre lo fácil que es tener un equipamiento de última generación en casa, más cómodo, fiable y duradero. Con la tranquilidad y seguridad de una instalación certificada.

Equipment campaign. Discover new happy moments at home with

Gas Natural Fenosa.!

New Home campaign. You know

itʼs new when it has Gas Natural.!

[email protected] (+34) 634 413 365