Coloquy loyalty diversity in brazil white paper

The Optimism Tipping Point: Loyalty Diversity in BrazilThe 2011 COLLOQUY Cross-Cultural Loyalty Study

Kelly Hlavinka Managing Partner, COLLOQUYJim Sullivan Partner, COLLOQUY

FEBRUARY 2012

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Introduction

Brazil’s economy has grown to impress the world just as its national football team has done fordecades. Consumers and companies in Brazil are learning to play the loyalty game as beautifullyas team Canarinho controls the field, and both are achieving championship status.

While some nations have created economic successes whose benefits have mostly gone tostockholders and the wealthy elite, Brazil’s recent successes have lifted the entire country. In theprocess, it has created an ever-growing, more prosperous population with new needs and desires.While consumer attitudes are in some ways similar to those of the middle class in other developednations, they are also uniquely rooted in Brazil’s culture and experience.


COLLOQUY strives to provide valuable perspectives on

how businesses can strengthen relationships with con-

sumers worldwide. In collaboration with LoyaltyOne

and Epsilon, we studied consumer attitudes and percep-

tions about loyalty in three developed economies:

Canada, Australia and the U.S.; and three emerging

economies: Brazil, China and India. The first of its kind,

this study uncovers profound differences in these con-

sumer environments, and has clear implications for

practitioners.

In addition to the Brazil-specific insights found here, we

offer a series of works from this study:

• “The Global Loyalty Compass” compares trends

and expectations in both developed and emerging

markets.

• “The Rules of Engagement: Loyalty in the U.S. and

Canada” examines challenges and opportunities in

these two countries, incorporating trends from our

previous research.

• “Marketing Mosaic: Loyalty Diversity in India”

explores the future of loyalty marketing in what is

predicted to be a $450-billion retail market by 2015.

And Epsilon International delivers additional insights

in its reports:

• “From Love to Loyalty: Engaging India’s Consumers

for Long-Term, Profitable Relationships” offers in-

depth analysis of behavior and motivators of today’s

consumers in India, with engagement and communi-

cation implications for marketers.

• “Regaining Trust and Faith Among Australian Con-

sumers” examines the austere marketing conditions

in Australia and sheds light on how to successfully

engage these savvy consumers.

• “China – Pledging Allegiance to Brands” identifies

the drivers of brand preference, sensitivities around

brand loyalty and preferred channels of communica-

tion in China, and offers considerations for effective

marketing strategies.

U.S. IN CHCA AUBR

2-3x

49%

28%

22%

18%15%

13%

Exhibit 1Low Participation Due to Lack ofPrograms

Reason for not participating: No programoffered by frequented companies

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: What is your reason(s) for not participating in a

rewards program? “The companies I like to / usually shopat do not offer any rewards programs.”

• Results indicate proportion of non-members making theselection. Results for emerging countries are for SECA/B. Significant differences are highlighted in bold.

• n = 865

Today’s typical Brazilian consumers are deeply pragmatic about their immediate realities while alsobelieving that the future is more promising than ever. That pragmatism was learned by perseveringand triumphing over times of unbelievable economic adversity. Brazilians are not people to begulled by promises and shiny exteriors. They look hard at something before making a purchase.

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Their motto might just be, “Past performance is not a guarantee of future returns.” Companiesmust earn customers’ business each and every time.

Even so, earning customer loyalty is hardly impossible. As customers’ circumstances continue toimprove, they increasingly want to find brands they can trust and stick with long term. The desireis already evident: A third of all upper- and middle-class Brazilians already belong to a loyaltyrewards program. Nearly half of those who don’t participate said it is only because so few companiesoffer loyalty programs. Consumers looking to be rewarded for their loyalty are no longer relyingon price as the sole measure of value.

The opportunity for businesses here is clear. The potential payoff is significant because, as ourresearch finds, loyalty-program influence on purchasers is two- to three-times greater in Brazilthan in developed countries like the U.S. and Canada.

The challenges to implementing a successful program in Brazil are:• Understanding the unique, Brazilian definition of customer loyalty; • Respecting citizens’ demanding concerns about privacy; and• Finding a way to connect with the next generation of consumers.

These challenges aren’t road blocks. They are more like lane guides for how to best appeal to andconnect with consumers.

The opportunity for businesses

here is clear. The potential payoff is

significant because, as our research

finds, loyalty-program influence on

purchasers is two- to three-times

greater in Brazil than in developed

countries like the U.S. and Canada.

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I. The Proven Desire for Loyalty Rewards

Let’s begin by looking at which Brazilians already belong to loyalty programs and why they do so.This examination offers key insights into how to change other consumers’ behavior.

As noted before, 33% of the upper- and middle-class Brazilians – those with the greatest buyingpower – already belong to a loyalty program. However, 43% of upper-income householdsparticipate, as opposed to only 26% of middle-income households. The discrepancy illustrates thedirect connection between buying power and the ability to earn rewards within a reasonable timeframe. As spending power increases in the emerging middle class, these consumers are buyingproducts and services in new categories. And they are more likely to be purchasing enough to earnmeaningful rewards over a short period of time.

Business sectors that cater to the top tier of earners – like travel and financial services – enjoy thehighest penetration of loyalty programs. Overseas programs in these industries were among theeasiest to copy and import, after all. And, in some cases, alliances between Brazilian companies andforeign strategic partners sped the process along.

Of Brazilians surveyed, 17% said they participate in travel industry rewards programs, and 16% infinancial services programs. Just 10% listed telecommunications programs, and 7% listed restaurantprograms. In addition to underscoring the connection between buying power and where programmemberships are taking hold, these findings reveal how big the opportunity is for businesses to takeadvantage of the desire for loyalty rewards programs. Consumer demand for programs is high, butthe percentage of Brazilian businesses offering loyalty program options is low – so far.

Right now, Brazil is perfectly positioned for a huge growth in loyalty programs, thanks to severalfactors. These include increasing economic stability in the country, growing consumer optimism, andplenty of room for new programs. Companies that jump in early and understand what Brazilianconsumers want will have a winning competitive advantage.

Right now, Brazil is perfectly

positioned for a huge growth in

loyalty programs, thanks to several

factors. These include increasing

economic stability in the country,

growing consumer optimism, and

plenty of room for new programs.

Exhibit 2Class-Based Differences in LoyaltyProgram Participation

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study,Brazilian Results

• Q: Do you currently belong to any rewards programs?• Results are for those who selected “Yes” to participating

in a rewards program. Significant differences arehighlighted in bold.

• n = 519

SEC A/B/C SEC CSEC A/B

33%

43%

26%

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II. Brazil’s Balance Between Pragmatism and Optimism Brazil’s consumers differ from other nations’ consumers as distinctly as the Canarinho differs fromother nations’ teams. What sets the football team apart is its grace and success; what sets theconsumers apart is a unique combination of pragmatism and optimism forged by their experiencecreating Brazil’s economic resurgence.

In addition to its other accomplishments, the nation’s growing economy is producing consumersready to see the value of these programs. After years of living with wild inflation, Brazilians arenow enjoying the peace of mind that comes with a stable currency, and they want the rewardsfrom their hard work and perseverance. One result is the widespread adoption of credit cards –which make accumulating rewards points or miles a seamless part of the purchase process.

Consumer interest in loyalty programs is only one reason that businesses should take interest inthem. For example, loyalty programs are especially influential with consumers in emerging markets.This is because the programs themselves allow people to receive the special treatment they want.The delivery of that treatment can be relatively low-key, or it can be more extravagant – like accessto a VIP lounge. COLLOQUY’s research shows 43% of Brazilians expect special treatment from salespeople – this is nearly 20% higher than any other country we surveyed.

Pragmatic today . . . Brazilians are more pragmatic about their immediate needs. They focus on getting the most forthe least – which means pursuing discounts when shopping, making careful decisions about thevalue propositions that loyalty programs present.

To succeed, a program must be seamless to use and give people the types of rewards they want.Here are the top four reasons why Brazilians join a program.

Exhibit 3Influence of Reward Programs

Loyalty programs’ influence on the purchaseris greater in emerging countries than indeveloped countries

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Overall, how much do the rewards programs you

belong to influence your decision about where you makea purchase? Please use the scale from 1 to 10, where 1means “not at all influential” and 10 means “extremelyinfluential.” Please select one response only.

• Results indicate Top 2 Box proportions. Results are forrewards program members only and SEC A/B inemerging countries.

• n = 2,636

CA AU CHIN BRU.S.

MEAN 6.4 6.0 6.1 7.0 7.8 6.5

2x

17%

12%

15%

28%

32%

27%

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Exhibit 4Influenced to Join by CoalitionProgram Features

Top 4 factors influencing Brazilians’ decisionsto join a program

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study,Brazilian Results

• Q: Please indicate how important each of the followingfactors are, or would be, in your decision to join arewards program (assuming one was available to you)?Please use the scale from 1 to 10, where 1 means “not atall important” and 10 means “very important.”

• Results are for program members and those willing toparticipate in a program SEC A/B. Results indicate Top 2Box proportions “very important.”

• n = 19352%

54%

58%

59%

Gives you lots of ways to earn rewards faster

Allows you to earn rewards within a reasonable amount of time

Allows you to earn reward points or miles from a number ofdi�erent retailers, partners or brands using the same card

Makes it easy to redeem for a reward when you have earned it

In one respect, these factors can be boiled down to one motivation: Ease of use. But, as the chartshows, what ease of use means isn’t always self-evident.

Consider: The second most important influence on Brazilians joining a program is the ability toearn points or miles from a number of different businesses. While that may soundcounterproductive to creating customer loyalty to individual brands, it isn’t.

A coalition program like DOTZ or MultiPlus allows businesses to leverage the knowledge andcustomer base of all member companies while still maintaining their own identity. Coalitionsdon’t partner with two of the same type of store. So your grocery chain, for example, will beuniquely positioned to get access to the customers from all the other participating businesses.The coalition will also be able to gather more data and employ more insights than a store oreven chain operating independently could. Finally, the coalition creates an economy of scale,allowing businesses to provide many more reward options than they could have on their own.

. . . Optimistic tomorrow . . .Because of the nation’s economic turnaround, Brazilians may be the most optimistic people onEarth right now. They are certainly the most optimistic people of any nation we surveyed. Eventhe Chinese, emerging as one of the most powerful economies on Earth, aren’t nearly as hopefulfor the future.

CA AU CHIN BRU.S.

MEAN 6.2 6.4 5.9 7.5 7.9 8.8

2-4x

17% 18%

12%

34%

47%

71% Exhibit 5Optimism for the Coming Decade

Consumers in emerging countries expresseconomic optimism at a level 2-4 times higherthan those in developed countries

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with

the following statement. “I am confident that my/ myfamily’s economic prospects will improve over the nextten years.” Please use the scale from 1 to 10, where 1means “strongly disagree” and 10 means “stronglyagree.”

• Results indicate Top 2 Box proportions for those who“Strongly Agree,” and mean score.

• n = 4,414

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This optimism means that, despite their incredible pragmatism, Brazilians dream big. It’s impossibleto overstate the importance of that aspirational aspect to Brazil’s consumers. The best way tounderstand the importance is to look at their view of what money is for. We asked people in sixnations if they thought of money as:• A necessity• Security• A key to enjoying your life• Power• A way to achieve dreams and goals

While “a way to achieve dreams and goals” was a popular choice everywhere, it was the choiceof 86% of Brazilians – far, far more than people in any other country.

The thing to remember is that Brazilians want rewards that give them something they dream about.While this is generally true in all emerging nations, Brazil wants it more than others and far morethan the citizens of any of the other six nations we surveyed.

. . . With a large measure of healthy skepticismPerhaps related to Brazilian pragmatism, our research found that Brazilians are less trusting overallthan consumers in the other nations we looked at. In particular, Brazilians are far less willing to trustcompanies to protect their privacy and their data.

Exhibit 6Preferences for Aspirational Benefits

Consumers in emerging countries prefer aspirational rewards

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how important each of the following

factors are, or would be, in your decision to join arewards program (assuming one was available to you).“Offers rewards that allow you to dream.” Please use thescale from 1 to 10, where 1 means “not at all important”and 10 means “very important.”

• Results indicate Top 2 Box proportions for members andthose willing to participate in the future. Results are forSEC A/B in emerging countries.

• n = 3,397

CA AU CHIN BRU.S.

2.5x

13%14% 14%

28%

38%39%

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Exhibit 7Privacy Concerns Are Widespread

Brazilians are the most concerned; Indians and Chinese are also concerned – but to a lesserdegree

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with

each of the following statement. “I am concerned aboutthe privacy and protection of my personal information.”Please use the scale from 1 to 10, where 1 means “stronglydisagree” and 10 means “strongly agree.”

• Results indicate Top 2 Box proportions for those who“strongly agree.”

• n = 4,414

CA AU CHIN BRU.S.

MEAN 7.9 7.9 7.7 7.3 7.7 8.4

52% 51%49%

41%

33%

68%

Nearly 70% of Brazilians said they are strongly concerned about privacy and the protection of theirpersonal information. This figure dwarfs the level of concern about privacy reported in every othernation we surveyed. The issue of privacy is most acute among consumers age 18-25. Only 18% ofthat Young Adult segment said they would be willing to provide more personal information to enablecompanies to provide them with more relevant product and service offerings. That’s a third lessthan the General Population as a whole.

Brazilians are skeptical and asking questions. This conclusion is made clear by their attitudestoward the use of personal information. Brazilians are concerned about what private electronic datacompanies gather and how it is handled. Younger consumers in particular doubt that business willput the interests of the consumer first.

Although this mistrust could be seen as a barrier between business and customers, it’s actually anopportunity to increase connections between the two.

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Exhibit 8Youth Least Willing to ProvideInformation for Relevance

Willingness to provide additional informationfor relevance

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study, Brazilian Results

• Q: Please indicate how much you agree or disagree witheach of the following statements. Please use the scalefrom 1 to 10, where 1 means “strongly disagree” and 10means “strongly agree.” Please select one response foreach statement. “I would be willing to provide morepersonal information if companies sent me relevantproduct and service offers based on what I have providedthem.”

• Results indicate Top 2 Box proportions.• n = 519

SEC A/B/C 26-3418-25 35-44 45+

27%

18%

31%

26%

31%

The opportunity lies in demonstrating that you understand these reservations, particularly when itcomes to privacy. Many companies express their policies regarding privacy and personal informationdocuments like “end-user licensing agreements” written in language only a lawyer could interpret.Instead, make the process as transparent as possible. Consider featuring an easy-to-understandstatement that also offers easy “opt-out” options and lets customers determine how much informa -tion they want to share and what will be done with it.

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III. The Takeaway: Five Essentials

As the findings of the 2011 COLLOQUY Cross-Cultural Loyalty Study demonstrate, Brazilians areoptimistic, but pragmatic. And they have an eye on the goal. To reach them, marketers must exhibitthose same characteristics.

With an eye on the goal, coach your loyalty team in these strategies:

1: Get the first-mover advantage.We’re at crucial moment in the development of Brazilian consumers. They’re moving on from thetough times of the past, which means they’re just beginning to acquire a new set of habits andattitudes – especially when it comes to how they spend the new levels of income they now enjoy.They want the payoff from all the hard work they’ve done. They want to be acknowledged asspecial and important.

As we’ve seen, few companies are currently responding to these desires. Brazilians say the primaryreason they aren’t participating in a loyalty rewards program is because the opportunity isn’t offeredto them – meaning that having a program in the first place is in itself an important differentiator.A good program will make your business stand out.

Building a program now will give you a significant advantage over competitors, who will be forcedto play catch-up. Your business will establish itself as one that proactively works to meet customers’needs.

2: Recognize consumers’ dreams.Brazilians’ desires reflect their optimism. They want special treatment that reflects their betteredeconomic circumstances.

This treatment may include “everyday indulgence” rewards like a massage or dinner for two at afavorite local restaurant. Or it could encompass larger treats like time at a super-exclusive spa,premier tickets for a football match or concert, an ultra-luxurious trip or a meal at that restauranteven Ivete Sangalo has trouble getting a reservation for.

More than 60% of Brazilians reported that they prefer saving for big rewards instead of cashing in assoon as they can afford something smaller. One company that understands this desire is Accorhotels,which offers its A Club members the opportunity to redeem for such experiential rewards as ticketsto shows, or to Formula One auto racing.

3: Emphasize soft benefits.Rewards certainly catch consumers’ attention, but so will recognizing those consumers as special andimportant. Brazilians want to know that a business is as loyal to them as they are to it. Businessesmust acknowledge this with soft benefits that are evident each time the customer transacts with it.

This recognition can take a number of different forms:• A unique cashier or checkout process • A lounge – either in the store or access to an airline lounge when they travel.• Discounts given on a birthday, or for having been a customer for a certain amount of time• Shopping times when only they have access to the business• Events – like a celebrity appearance – that only they are invited to

Brazilians are optimistic, but prag-

matic. And they have an eye on the

goal. To reach them, marketers must

exhibit those same characteristics.

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Brazilians are significantly more

vocal about their positive and

negative brand experiences than

citizens in other countries – two-

thirds tell family and friends

about a positive experience with a

particular company.

Financial services companies seem to recognize the importance of these recognition benefits.Mastercard, for example, offers Black Card members access to a special “lounge” in the winterresort town of Campo de Jordao, where they can log into the internet, use meeting rooms, andtake advantage of access to limousine service.

4: Reward for word-of-mouth behavior.In Brazil, more so than in other nations COLLOQUY examined, people defined a loyal customer assomeone who has a long tenure with a business and who recommends it to friends. Brazilians aresignificantly more vocal about their positive and negative brand experiences than citizens in othercountries – two-thirds tell family and friends about a positive experience with a particular company.To succeed, therefore, a Brazilian rewards program must also recognize and reward this word-of-mouth behavior, perhaps by awarding points or miles when a new customer identifies an existingcustomer as how he or she found out about the business.

5: Emphasize ease of use.Brazilian consumers have a high concern about privacy and the use of their personal data. Businessesmust design programs with appropriately high levels of transparency and communication.

Ensure that personal data is protected, and that policies for its use are clearly communicated notonly to consumers, but also internally and with any external partners. A privacy policy must be easyfor customers to access, and to understand.

Equally important, the process of earning and redeeming rewards must be straightforward andintuitive. Employ systems and people to suggest how to get the most from those rewards. Make iteasier for customers to earn points or miles by partnering with other companies, or by joining acoalition.

Goal!

Brazil’s economy is poised to mirror the success of its football team, embarking on a string ofvictories and World Cup finals. If offered the right value proposition, Brazilian consumers canbecome as loyal to their brands as they are to their world-ranked sports team. Don’t wait until2014, when Brazil hosts the World Cup championship. The time to establish Brazilian consumerloyalty is now.

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Methodology

The 2011 COLLOQUY Cross-Cultural Loyalty Study was fielded via an online survey during July 2011.Though this paper concentrates on Brazilian results, the overall study was conducted in 6 countries.

Approximately 1,000 responses were collected in both the U.S. and Canada, while a minimum of 500responses were collected in Australia, China, India and Brazil. The online survey was run in English inall countries, but also translated to French in Canada, Simplified Chinese in China, and Portuguese inBrazil.

Respondents in the emerging economies of China, India and Brazil were further classified bysocioeconomic class A, B and C (D and E classes were not included). COLLOQUY collected aminimum of 300 responses for SEC A/B and 200 responses for SEC C in each of the emergingcountries studied.

Specific to Brazil:

• The standard SEC system was used. This system takes into account the education of the head ofhousehold, the number of consumable goods owned by family, and whether or not the householdhas a monthly maid to determine SEC.

• SEC Classes A/B: n = 309. SEC Class C: n = 209.

• Regions represented by respondents include Center-West, Northeast, North, Southeast, South.

Appendix:


Surveyed Total Sample Demographic Segment

United States n = 1100 General Population + Affluent, Young Adults, Seniors

Canada n = 1151 General Population + Affluent, Young Adults, Seniors

Australia n = 510 General Population Only

India n = 508 SEC Classes A, B, and C Only

China n = 627 SEC Classes A, B, and C Only

Brazil n = 518 SEC Classes A, B, and C Only

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©2012 LoyaltyOne US, Inc. All rights reserved. Permission to reprint may be granted upon specific request. COLLOQUY is a trademark of Alliance Data Systems Corporation used under license by LoyaltyOne US, Inc., an Alliance Data Systems Company.

4445 Lake Forest Dr., Cincinnati OH 45242Telephone: +1.513.248.9184Fax: +1.513.248.9184Email: [email protected]

As COLLOQUY Managing Partner, Kelly Hlavinka has helped define and carryout COLLOQUY’s mission as the voice of the loyalty industry since 1996.Drawing on her 20 years as a loyalty specialist, Kelly develops articles, whitepapers and educational initiatives that illuminate the many ways to unlock theasset of customer-specific data for her clients. Kelly has shared her expertise

with correspondents of The Wall Street Journal, The New York Times, USA Today, Brandweek,BusinessWeek, Advertising Age and SmartMoney. A sought-after presenter, she has taughtloyalty-marketing workshops and webinars around the world. Kelly in 2003 launched andmanaged COLLOQUY’s strategic consultancy, working with clients such as Lennar Homes, MGMMirage, Eddie Bauer, Best Buy, HP and American Express. Prior experience includes positionsmanaging membership programs with Buyers Choice (now The Polk Co.) and the NationalWildlife Federation, and she has held database-marketing positions with ACS and EquifaxConsumer Direct.

The Authors

As COLLOQUY Partner, Jim Sullivan directs the advancement of EnterpriseLoyalty at COLLOQUY, an endeavor guided by his almost 30 years of man agingin marketing, strategic planning, business development, innovation, and commu -nications. Jim assists with COLLOQUY’s loyalty workshops, seminars and confer -ences, and serves as an academic liaison for colleges, universities and other

institutions researching Enterprise Loyalty. Before joining COLLOQUY, Jim founded and was a principalat Built to Lead, a leadership development practice. From 1997 to 2008, he worked at Alliance DataInc., as Chief Marketing and Planning Officer and a member of the Executive Committee for theRetail Services division, and earlier as SVP at Information Resources Inc., consulting with suchclients as Procter & Gamble, Kraft USA and ConAgra Frozen Foods.

Research Coordinator Wardah Malik

Research Analyst Jill Hickman


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©2012 LoyaltyOne US, Inc. All rights reserved. Permission to reprint may be granted upon specific request. COLLOQUY is a trademark of Alliance Data Systems Corporation used under license by LoyaltyOne US, Inc., an Alliance Data Systems Company.

4445 Lake Forest Dr., Cincinnati OH 45242Telephone: +1.513.248.9184Fax: +1.513.248.9184Email: [email protected]


COLLOQUY comprises a collection of publishing, education and research resources devoted tothe global loyalty marketing industry. COLLOQUY has served the loyalty marketing industry since1990 with more than 45,000 global subscribers. Its research division develops consumer and B2Bstudies and white papers, and COLLOQUY provides educational services through workshops,webinars and speeches worldwide. www.colloquy.com

About COLLOQUY

LoyaltyOne is a global provider of loyalty strategy and programs, customer analytics andrelationship marketing services, working with more than 100 of the world’s leading brands inthe retail, financial services, grocery, petroleum retail, travel, and hospitality industries toprofitably change customer behavior. LoyaltyOne designs, delivers and manages a suite ofloyalty marketing services – consumer data, customer-centric retail strategies, direct-to-consumer marketing, loyalty consulting, and more. www.loyalty.com

About LoyaltyOne

Epsilon International is the industry’s leading marketing services company, with a broad arrayof data-driven, multi-channel marketing solutions that leverage consumer insight to helpbrands deepen relationships with customers. Epsilon works with many of the most-recognizedbrands in the world. Services include strategic consulting, acquisition and cus tomer databasetechnologies, email marketing and analytic services, predictive modelling, loyalty management, anddirect and digital agency services. With offices in Australia, China, Hong Kong, Japan,Singapore, U.K., France and Germany, Epsilon International is an operating unit of Epsilon.Founded in 1969, Epsilon is headquartered in Dallas, U.S., and comprises three services groups:Marketing Technology, Aspen, and Epsilon Targeting data services. Epsilon is the world’s largestpermission-based email marketing provider, and has been named email service provider leaderin a renowned independent research report since 2002. For more about Epsilon in Asia Pacific:www.epsilon.com/apac, [email protected].

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