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Below the Surface Leadership
Below the Surface Leadership: Its Link to Purpose, Power, and Trusting Relationships
The workplace and society are both evolving simultaneously. It will need new leaders that can support and uplift their staff. These new leaders will fully embrace the leadership position and will be able to penetrate the hearts and souls of their people. The overall objective of the “Below the Surface Leadership” paradigm of inclusive leadership is to replace the divisive “exterior-ness” of conventional corporate cultures with cultures that encourage belonging. The “Below the Surface” leadership style of servant leaders sets them apart from other kinds of figureheads. As the world adapts to new problems, new cultures, and a new generation of leaders and followers, the distinguishing quality of a great servant leader will be the depth of character, or what is in a person’s heart.
In today’s complicated and fast-paced world, the most successful leaders reject the need to dominate and control people in favor of concentrating on setting up the circumstances for success (Power and Politics, Chapter 12). In today’s faster-paced and more unpredictable environment, where leaders have less direct control, a new approach to leadership is required. The “Below the Surface” leadership qualities of aptitude and character—patterns of behavior, abilities, and style preferences—are more important success drivers when conditions are more dynamic and unpredictable. The most flexible and resilient teams stick together behind mission-critical goals and maintain a strong working relationship so they can continue to make progress even when new obstacles appear or their environment changes. Consequently, it is essential to have reliable connections and effective team dynamics (Bergland, 2015). Leaders may encourage adaptation by motivating and energizing the organization via the application of purpose, values, and culture. These factors have an effect on people’s choices and actions in a manner that is more adaptable and flexible, and foster a culture of purpose-driven results, trust, and better relations.
Balboa and Glaser (2019) note that conversations may impact the physiology and psychology of the brain in addition to functioning as a route of information transmission. These modifications may either enable a person to have dependable and supportive communication or they may prevent them, forcing the individual to talk out of caution, fear, or worry. Transformational dialogues, sometimes referred to as co-creating talks, include participants in interaction dynamics such as sharing and learning (Balboa and Glaser, 2019). This process involves engagement of all followers as a strategy by a leader to create healthy connections. This cutting-edge mode of communication encourages careful listening to completely comprehend the viewpoints of others and encourages the generation of more original ideas. The “Below the Surface” leadership idea places a lot of emphasis on meaningful relationships. Conversation may help a leader earn the respect of their followers, increase their self-awareness, and exert greater control over them.
Now that a “new normal” is on the horizon following the COVID-19 pandemic, the most successful firms will embrace a leadership style that allows people and institutions to become much more adaptive in better responsiveness to changing business framework. After the pandemic, additional abrupt changes are anticipated, including a continuation of the unpredictable and variable nature of the situation as well as a greater need for openness and responsibility to a larger range of stakeholders. People and organizations will be able to notice and react to changes in the business environment more rapidly thanks to this paradigm. To do this, leaders would gradually veer away from more traditional approaches to leadership, which were effective when circumstances were more stable and predictable and relied on personal bravery and top-down orders. From a Below the Surface leadership perspective, leaders must get accustomed to having less power (Power and Politics, Chapter 12). The cascading of plans, information, and objectives via current hierarchies will lessen the ability of CEOs to directly affect the operations of their businesses in the future. As described in Chapter 13.3 (The Power to Influence), the way that power is perceived and utilized in the future will change substantially. The best leaders will instead concentrate on establishing the circumstances that allow their team members to quickly adjust to change (Bergland, 2015). They might do this by using the interpersonal skills necessary for effective leadership. Trust, empathy, culture, efficient teamwork, and information sharing are some of these skills.
In conclusion, outstanding leaders possess a range of skills, but a solid foundation of trust is the key to their success. In today’s leadership environment, flexibility as a leader is highly regarded along with good communication skills and the willingness to cede some of one’s prior power. Even the most assertive and persuasive team members must work together for the success of the team; otherwise, they run the risk of causing conflict and lowering employee engagement. According to the leadership theory “Below the Surface,” there has to be a major shift in the way that leadership is currently practiced. For “Below the Surface” leadership, good connections with team members are essential, as are open communication, real criticism, conflict resolution, and frequent check-ins, all of which are used to establish purpose, create trusting relationships, and exercise power in a way that is beneficial for all stakeholders.
References
Bergland, C. (August 12, 2015). The Neuroscience of Trust. Psychology Today. Available from https://www.psychologytoday.com/us/blog/the-athletes-way/201508/the-neuroscience-trust
Balboa, N., & Glaser, R. D. (May 16, 2019). The Neuroscience of Conversations: A deep dive into the fascinating world of conversations. Psychology Today. Available from https://www.psychologytoday.com/us/blog/conversational-intelligence/201905/the-neuroscience-conversations
Chapter 12: Power and Politics. 12.1 The Basics of Power. BC Campus. Available at https://pressbooks.bccampus.ca/obcourseweir/chapter/12-1-the-basics-of-power/
Module 13: Power and Politics. 13.3 The Power to Influence. Available from https://courses.lumenlearning.com/suny-orgbehavior/chapter/13-3-the-power-to-influence/
Literature Review on CRM Strategies for Ryanair
LITERATURE REVIEW ON CRM STRATEGIESName:
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Table of Contents TOC o “1-3” h z u
HYPERLINK l “_Toc361826396” 1.0 Introduction PAGEREF _Toc361826396 h 3
HYPERLINK l “_Toc361826397” 1.1 Company Background PAGEREF _Toc361826397 h 3
HYPERLINK l “_Toc361826398” 2.0 CRM Strategy PAGEREF _Toc361826398 h 5
HYPERLINK l “_Toc361826399” 3.0 Dimensions of Customer Relationship Management PAGEREF _Toc361826399 h 5
HYPERLINK l “_Toc361826400” 4.0 Objectives of Customer Relationship Management PAGEREF _Toc361826400 h 6
HYPERLINK l “_Toc361826401” 5.0 Developing CRM Strategies PAGEREF _Toc361826401 h 7
HYPERLINK l “_Toc361826402” 5.1 Company strategy PAGEREF _Toc361826402 h 7
HYPERLINK l “_Toc361826403” 5.2 Consumer Strategy PAGEREF _Toc361826403 h 7
HYPERLINK l “_Toc361826404” 5.3 The Value Formation Procedure PAGEREF _Toc361826404 h 8
HYPERLINK l “_Toc361826405” 5.3.1 The Value the Consumer Enjoys PAGEREF _Toc361826405 h 8
HYPERLINK l “_Toc361826406” 5.3.2 The Value the Company Obtains and Life Span Value PAGEREF _Toc361826406 h 8
HYPERLINK l “_Toc361826407” 5.4 Information Management Procedure PAGEREF _Toc361826407 h 9
HYPERLINK l “_Toc361826408” 5.5 Performance Evaluation Procedure PAGEREF _Toc361826408 h 9
HYPERLINK l “_Toc361826409” 6.0 Conclusion PAGEREF _Toc361826409 h 10
HYPERLINK l “_Toc361826410” 7.0 References PAGEREF _Toc361826410 h 11
1.0 IntroductionCustomer relationship has been a remarkable move towards creating a mechanism that can enhance means for maintaining personal reliability. To be aware of customer relationship management (CRM), one has to value the constantly shifting nature of the customer (Greenberg 2010). There are a huge number of companies paying outing a great amount of their finances on CRM making it imperative for service firms to identify the aims of their CRM proposals and the type of payback accrued by these companies. According to Shanmugasundaram (2008) CRM is a business plan to attain, raise and maintain profitable customer relationships with the aim of building a sustainable competitive edge. CRM is a critical strategy as relationships are coming to the front position of the competitive arena. There should be a mutual win for customers and all the firms’ stakeholders including employees and business partners for instance suppliers, debtors and creditors.
The concept of CRM enhances firms to modify particular manufactured goods and services according to every consumer’s requirements. It is possible to produce a personalised customised, face to face practice that will make the customer believe that he/she is being valued by the company enhancing creation of new markets chances that are found on tastes, earlier purchasing behaviour and past buying characteristics of the consumer. A customer is placed at the middle of a firm, consumer service is one of the important components of CRM but CRM also deals with managing customer relations within all company functions, places of contact and meetings (Almotairi 2009).
1.1 Company BackgroundRyanair Ltd. is one of the pioneer airlines to offer cheap scheduled passenger services. From 1985, Ryanair followed the footsteps of southwest airlines by consequently saving costs and offering low cost flights. The airline firm headquarters are located at Dublin, Ireland and has an employee capacity of about 4,200 employees. The airline operates with a fleet size of 120 Boeing 737-800 (Ryanair 2007). They have a Mission statement that they want to be one of the Europe’s most yielding and cheapest airlines. The company has an objective of establishing itself as Europe’s an airline that offers low-fares through improving and expanding services at low-fare (Ryanair 2007).
Ryanair uses the internet to communicate with their customers. They are well positioned with big plans for expansion, analysing their macro environment (Ryanair 2010). Tickets are sold online direct to the customers. Ryanair has been able to differentiate itself in the air industry by satisfying its customers since customers want flights to be affordable and quick. Customers not only pay less but also receive better services than Ryanair’s close competitors. Thus Ryanair has gone a mile ahead to improve both the positives that customers want when flying. Through their website Ryanair is able to reach its customers.
Figure 1 Market Positioning on the European Airline Market
Source: Ryanair (2007)
2.0 CRM Strategy
The main aim of CRM strategy is to come up with means of providing best value to consumers in more competent ways that employees identify as pleasing. The approach should be perfect for the consumer, the staff and the company. If the approach is not perfect for the customer Ryanair suffers sales and loyalty loss. The brand also has no future, it has to be good for the employee since if not they won’t be motivated to deliver the best damaging both the firm and the customers (Band et al. 2008). How good it is determines how motivated employees and customers are in continued investment. Due to competitive global market improved services are vital and the aim of the CRM strategy benefits the firm, clients and staffs equally.
3.0 Dimensions of Customer Relationship Management
CRM helps Ryanair to successfully allot available possessions to the segment of customers that is yielding most by identifying customer. CRM begins with potential consumer identification also referred to as customer acquisition. The stage aims at winning prospect consumers that could be most yielding. At this phase the lost customers due to competition can be analysed and how to win they trust again (Charalampos & Chang 2008). Consumer drawing; the step follows consumer recognition, the firms goes ahead to straight endeavour and possessions into pulling towards the intended subdivision. A component of client appealing could be express selling which is an encouragement procedure which encourages clients to place orders through various outlets (Richards & Jones 2008). Consumer maintenance; it is the essential apprehension of CRM. Exceeding consumer’s expectations is an essential condition of retaining customers (Charalampos & Chang 2008). The essentials of client maintenance are face-to-face marketing, reliability systems and grievances supervision. Face-to-face selling refers to personalised selling movements that are enhanced by sensing and foreseeing transformations in client’s conduct (Ngai et al. 2009). Client enlargement; this engages a reliable extension of business deal, concentration and client’s productivity. The element of purchaser duration worth examination is clear as the forecast of the entire net earnings a firm may look forward to achieve from a client (Kostojohn et al.2011).
4.0 Objectives of Customer Relationship Management
According to Dyche (2010) organisations pay for CRM products and services following the goals, consumer yielding and significance reproducing; Rynair is able to identify their important consumers and worth maintaining. A firm could also gauge the consumers whom are responsive to prices and those who bring small yields and low volume purchasers. Customer retention; it is vital to identify and appreciate that a portion of customers have left and specifically who they are. Identifying the reason behind their departure is a hard task. If a company loses more customers that means more revenues are lost by the firm. It is also a hard task to retain the existing one but it is much cheaper to retain them than acquiring new one (Frow 2011). Cross-selling and up-selling; this is concerned with identifying kind of products and services will add to customers total yielding. Extended-selling is trading a commodity or the service to a consumer that he/she had previously bought, the aim being to have repeated sales. Selling- more, encouraging a faithful consumer to purchase more yielding products and services. Extended-selling helps a firm trade the appropriate commodity and services to the appropriate consumers within the appropriate time frame. Behaviour prediction; firms are able to consider the most probable action of the consumer. According Ranjan & Bhatnagar (2008) data mining techniques are used to predict customer’s behaviour and foretell consumer’s prospect conduct. The important thing is a Rynair can actually identify who potential consumers could be. Personalisation is the capability of the company to tailor communication, commodity and services on foundation of the facts and tastes of the customers. This eliminates the guesswork and improving appreciative of consumers and their tastes over that client’s dealings with the firm (Tuzhilin 2012).
5.0 Developing CRM StrategiesThe development entails a double focal point to the organisation’s company plan and its client policy. How effectively the two interconnect essentially influences the achievement of its CRM plan.
5.1 Company strategy
It’s important to first consider business strategy before one determines the way the client policy could be expanded and the way it could change in future. The company plan procedure could start by means of an assessment of the firm’s vision, particularly as it relates to CRM (Ko et al. 2008). The industry competitive environment should as well be assessed.
5.2 Consumer Strategy
Firm objectives are under the control of chief executive officer, the board of governors and a plan manager, whereas client policy is normally the duty of the selling subdivision. CRM needs a team approach but it is regularly vested in individual based responsibilities, together with information and technology and selling (Lambert 2009). Consumer policy entails investigating present and prospect consumer foundation and coming up with types of partitioning that can be appropriate. Majority of the writers advocates in shift from a group market to that one of personalised or face to face marketing setting. Ryanair can exploit internet selling chances and essential cost-effective type of the internet to allow a great extent get into the market of partitioning. The plan expansion procedure includes a comprehensive evaluation of company plan and advancement of suitable consumer policy (Frow 2011). With this a firm is in a position to build up and put into practice its CRM actions.
5.3 The Value Formation ProcedureThe value formation procedure converts the yields of a plan progress route interested in systems that together pull out and bring significance (Ata & Toker 2012). It has three elements which includes, influencing the worthiness Ryanair could offer the consumers, focussing which worthiness Rynair airline could receive from the clients and effectively overseeing worthiness trade that engages maximisation of long-term worthiness of attractive consumer subdivision.
5.3.1 The Value the Consumer Enjoys
Worthiness obtained as of Rynair draws on the concept of the gains that improves the customer offer. Firm to firm and services selling perceives the client as a co inventor and co maker (Kim & Kim 2009). The gains might be integrated in the structure of a worth plan so as to describe connection along with the well doing of the commodity, the satisfaction of client’s requirements and the entire expenditure to the consumer (Richards & Jones2008). To conclude whether the value of plan is probable to an outcome of a better purchaser satisfaction Rynair should perform a value appraisal to measure the virtual significance that clientele set on the a variety of qualities of a commodity. Analytical tools may be used to determine customers with similar favourites considering commodity qualities. Such a tool could as well disclose considerable sell subdivisions through provision requirements which are not entirely addressed through qualities of the real offers (Frow & Payne 2009).
5.3.2 The Value the Company Obtains and Life Span Value
As of this viewpoint Rynair consumer worthiness is a result of co creation of worthiness, the utilisation of enhanced attainment and preservation plans and the utilisation of successful means supervision. Basic to this notion of customer worthiness is further research to conclude how the present and prospect consumer’s yielding differs transversely in various consumers and consumers subdivisions (Kevork &Vrechopoulos 2009). It is also vital to determine the financial side of customer attainment and consumers preservation and chances for selling between clients, inducing clients to purchase more and generating clients support should be appreciated (Nguyen & Papadopoulos 2011). These basics add to increase client’s duration. Client’s preservation corresponds to a significant piece of explore on worthiness generation. When a firm calculates the customer lifetime of various segments it is able to concentrate with the most yielding clients and client subdivisions. Worthiness generation procedure is one of the critical components of CRM since it interprets firm and consumer long term plans into particular worth offer declarations which expresses which worthiness is to be given to the client.
5.4 Information Management Procedure
This procedure is interested in compilation and application of client’s facts and in order in all Rynair’s client’s interaction areas to come up with consumers near and suitable selling reactions (Ngai et al. 2009). The main components of the information supervision procedure are the facts storeroom that gives a business recollection of consumers, IT system which comprise of the firm’s computer hardware, systems and network, examination implements and workplace face and backside office functions that supports most of the performance concerned in bordering straight with clients and supervising in-house process, running and provider dealings (Greenberg 2010).
5.5 Performance Evaluation ProcedureThe performance evaluation procedure covers important duty of making certain that Ryanair’s planned objectives in conditions of CRM are brought towards a suitable as well as satisfactory benchmark and fundamental for prospect enhancement is set up (Elmuti et al. 2009). The main components of this process are shareholder results; in order for a firm to attain the crucial purpose of CRM they opt to believe how to put up staff worthiness, client value and investor value and how to cut costs. Performance supervising; for a firm to become customer oriented they need to monitor and measure their CRM performance.
6.0 ConclusionRyanair has exhibited being successful in the past and not known to be second to anyone. Just like any other company Ryanair spends quite amount of their budget on CRM to win new customers and retain the existing customers. Ryanair creates an internet platform to foster their communication with their customers. They sell their tickets online minimising time wastage and they are not only cheap but deliver best airline services. For one to understand the objectives and strategies of CRM one must study the customers’ point of view and firm’s perspective. For instance for a company to win customers loyalty and profitability it has to be dedicated to the client but not vice versa for it to remain competitive. The concept of CRM provides firms with opportunities to modify specific products and services according to conformance of each and every customers need. They are able to personalise customise, one-to-one experience that gives the individual customer sense of being cared for thus creating new marketing opportunities based on preferences, previous behaviour and history of the customer. CRM dimensions help an organisation to come up with the best strategy of identifying, attracting, retaining and developing customers of lifetime. There should be a mutual win- win between a firm and its customers, that is there should a value creation in the process of CRM.
7.0 References
Almotairi, M 2009, ‘A framework for successful CRM implementation’, In European and Mediterranean conference on information systems, 1-12.
Ata, U. Z., & Toker, A 2012, ‘The effect of customer relationship management adoption in business-to-business markets’, Journal of Business & Industrial Marketing, Vol. 27, no. 6, pp. 497-507.
Band, W, Sharyn L, & Andrew, M 2008, Trends 2009: Customer Relationship Management. Forrester Research.
Charalampos, M., & Chang, Y. S, 2008, Beyond CRM: a system to bridge the gap between the customer and the global manufacturing supply chain. In Hawaii International Conference on System Sciences, Proceedings of the 41st Annual 278-278.
Dyche, J 2010, The CRM handbook: A business guide to customer relationship management. London 1st Ed-Wesley Educational publisher Inc.
Frow, P. E., & Payne, A. F 2009, ‘Customer relationship management: a strategic perspective’, Journal of Business Market Management, Vol. 3, no. 1, pp. 7-27.
Elmuti, D., Jia, H., & Gray, D 2009, ‘Customer relationship management strategic application and organizational effectiveness: an empirical investigation’, Journal of Strategic Marketing, Vol. 17, no.1, pp. 75-96.
Frow, P., Payne, A., Wilkinson, I. F., & Young, L 2011, Customer management and CRM: addressing the dark side. Journal of Services Marketing, Vol. 25, no. 2, pp. 79-89.
Greenberg, P. (2010). CRM at the speed of light. Berkeley, CA: Osborne/McGraw-Hill.
Kostojohn, S., Paulen, B., & Johnson, M 2011, CRM fundamentals. Springer
Ko, E., Kim, S. H., Kim, M., & Woo, J. Y 2008, ‘Organizational characteristics and the CRM adoption process’, Journal of Business Research, Vol. 61, no. 1, pp. 65-74.
Kim, H. S., & Kim, Y. G 2009, A CRM performance measurement framework: Its development process and application. Industrial Marketing Management, Vol. 38, no. 4, pp. 477-489.
Kevork, E. K., & Vrechopoulos, A. P 2009, ‘CRM literature: conceptual and functional insights by keyword analysis’, Marketing Intelligence & Planning, Vol. 27, no. 1, pp. 48-85.
Lambert, D. M 2009, ‘Customer relationship management as a business process’, Journal of Business & Industrial Marketing, Vol. 25, no. 1, pp. 4-17.
Ngai, E. W., Xiu, L., & Chau, D. C 2009, ‘Application of data mining techniques in customer relationship management: A literature review and classification’, Expert Systems with Applications, Vol. 36, no. 2, pp. 2592-2602.
Nguyen, A. H., & Papadopoulos, T 2011, Exploring the potential benefits of CRM systems in customer-centric age: A case study of a telecom company in Vietnam.
Ranjan, J., & Bhatnagar, V 2008, ‘Data mining tools: a CRM perspective’, International Journal of Electronic Customer Relationship Management, Vol. 2, no. 4, pp. 315-331
Richards, K. A., & Jones, E 2008, ‘Customer relationship management: Finding value drivers’, Industrial marketing management, Vol. 37, no. 2, pp. 120-130.
Ryanair’s strategy 2007, Viewed July 11th 2013 from www.ryanair.com
Shanmugasundaram, S 2008, Customer relationship management: Modern trends and perspectives. PHI Learning Pvt. Ltd.
Tuzhilin, A 2012, ‘Customer relationship management and Web mining: the next frontier’, Data Mining and Knowledge Discovery, Vol. 24, no. 3, pp. 584-612.
CRM Ryanair 2010, StudyMode.com, Viewed 11 July 2013, from HYPERLINK “http://www.studymode.com/essays/Crm-Ryanair-295245.html” http://www.studymode.com/essays/Crm-Ryanair-295245.html
HYPERLINK “http://www.grin.com/profile/132855/sascha-mayer” Sascha, M 2007, Ryanair and its low cost flights in Europe, Munich, GRIN Publishing GmbH, HYPERLINK “http://www.grin.com/en/e-book/87815/ryanair-and-its-low-cost-flights-in-europe” http://www.grin.com/en/e-book/87815/ryanair-and-its-low-cost-flights-in-europe
Mass Communication Theories Prompt 2
Name
Mass Communication Theories Prompt 2
I use social media regularly to inform and to entertain myself. I post the most on Facebook, since it is easier to reach my targeted audience there through sharable content. It remains the most important in posting given that content remains on people’s timelines hours or days after posting. Facebook has also served me well since I started using it when it was fairly new in the market and was more sensible than what the market was offering. It is a social networking site which makes it easier to interact with like-minded people. When it comes to these services, I use a combination of them almost equally if not equally (Webber, n.d.). Depending on the day, I can spend the most time on Twitter when I need to inform myself about the trending matters locally and globally, and to understand how people are responding to these matters.
On other days, I spend the most time on Facebook, YouTube, and Instagram. Facebook also informs on trending topics in passing, engages in business content marketing, it allows interactions with the targeted audience in content sharing, creating content, and accessing shared content. YoutTube helps me gain access to interesting topics under discussion, have a stream of information from accessed sites, while also allowing me to listen to music. Lastly, I use Instagram for business content marketing and entertainment purposes, and more so the latter. Entertainment meets the need for self-preservation and the need to belong (Webber, n.d.). Over time, I have appreciated social media services in a more intentionally such as seeing Facebook more than a mere entertainment source to becoming informative in business, society-wise, and spiritually. These changes have occurred as I realize that there is a richness to life and with more maturity, comes more appreciation for such services in aiding growth in businesses, relationships, and spiritually.
References
Webber, Katie. (N.D.). Unit 5: Mass Media Theories& Effects/Science & Health Comm/Social Media. Comm 1000. https://mail-attachment.googleusercontent.com/attachment/u/0/?ui=2&ik=d61b4dc57d&attid=0.2&permmsgid=msg-f:1670824735694269211&th=172ff63ea4fe2b1b&view=att&disp=inline&realattid=f_kc0amygu1&saddbat=ANGjdJ8xiWu-Pq2Ahbrlh7ubxT6Dse6WV0_fuRYt9hEA8O0fb7ybi1kztSLs2vWPDPc05j2A0rWYkTCpQFT033fDT-eCLpukhSSZKGCGVEYqOwwV5t0OnPlovxgqZe7sBKn-87EKB_xgWaopWBuoJ2RG6hZOWA8TAFEuVNh1s3mjVTzId11BvNWeRTR7qTqM8XroiB7HaLh5GTGUTqvhIGfFrfMxZE09g4Fi4U_O-17aYpxQkdmT1hY2r3ZDYpZ-FtAEZYsYK8WIWIZL74lJchxgWuqzfVYBqzlixE0sFsxtWQE13EDg8H7EjTt83TqqQE5LkTyoNPJ0Suy-XqWy0HoKiExZAUla2p3NEwAVyqTbBw5_xbe4_WqORASt4AYxVcO6r4Gq6Z9WA-wcHTpVPccJCRXK1n0nbrS6ZkvZHMa6NalYbLPHSBgLRq8QHxY6u9pk1cqrTbyXUEwGZtJxg4iKEcb2O-7P9C5BfGDa6l1GvyXBkLp9iFY462cRmuqjxcLe2jbHde4l0AYtjSS5Z1aADz-XOvWpxXcYgysKO7r34KyQ47N-1VKDEAN5qtQ-IYImiPYzARUcjPR0sRq5aP7YLnfzUvtQUE9iBSjvBydF7VYH74f3P9jYW34KkFdSzmXuknvCPKYojZ0KrmSk4SY0EHB43hfkXMxzHuYybo6IEu0_eRNeo10QZo0gtiY