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~у ~у ~у m╢ ГЎ ГЎ ГЎ ГЎ М М М дD 0K DD М М М 0K М М М x x x x x x Chapter 11, Class Notes
Contents For Chapter 11 Notes
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "services#services" Differences between Goods and Services
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "classify#classify" Classifying Products
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "mix#mix" Elements of the Product Mix
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "position#position" Product Positioning and Repositioning
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "existing#existing" Positioning Existing Products
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "new#new" Positioning New Products
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "developing#developing" Developing and Managing New Products
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "products#products" Developing New Products
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "fail#fail" Why New Products Fail?
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "seven#seven" Seven Phases to New Product Development
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "strategy#strategy" New Product Strategy Development
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "idea#idea" Idea Generation
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "screening#screening" Product Screening and Evaluation
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "business#business" Business Analysis
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "development#development" Product Development
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "test#test" Test Marketing
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "commercialization#commercialization" Commercialization
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "buyer#buyer" Buyers' Production Adoption Process
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "diffusion#diffusion" Diffusion Process
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.eduany comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
We are now focusing on the major elements of the marketing mix, the ingredients of the HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" marketing mix.
First element...The Product!!
Product Planning refers to the systematic decision making related to all aspects of the development and management of a firms products including branding and packaging.
Each product includes a bundle of attributes capable of exchange and use.
Product definition: A product is a good, service, or idea consisting of a bundle of tangible and intangible attributes that satisfies consumers and is received in exchange for money or some other unit of value.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Differences between Goods and Services
Goods are tangible. You can see them, feel them, touch them etc.
HYPERLINK "http://www.udel.edu/alex/chapt24.html" Services are intangible. The result of human or mechanical efforts to people or objects.
Major distinguishing characteristics of Services:
Intangibility-major component of a service is intangible
Pershibality-many cannot be stored for future sales Airline/Amusement ride Number of hair cut hours in one week: i.e., if Christies employs 3 people, who work forty hours per week, they have potentially 120 hair cut hours to offer. If they do not have any customers at a particular period during the day, they will lose the opportunity to cut hair at that time and therefore the opportunity to generate revenue...the opportunity has perished...they no longer have the ability to earn revenue from 120 hair cut hours that week!!
Inseparability-customer contact is often the integral part of the service...Legal services/hair dresser, therefore often a direct channel of distribution.
Variability-in service quality, lack of standardization, because services are labor intensive.
Sales of goods and services are frequently connected, i.e. a product will usually incorporate a tangible component (good) and an intangible component. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Levels of Product
There are 3 levels of products
Core Product- Marketers must first define what the core BENEFITS the product will provide the customer.
Actual Product-Marketer must then build the actual product around the core product. May have as many as five characteristics:
Quality level
Features
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "branding" Brand name
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "packaging" Packaging
all combined to carefully deliver the core benefit(s).
Augmented Product-offer additional consumer benefits and services.
Warranty
Customer training
EXAMPLE SONY CAMCORDER:
Core--the ability to take video pictures conveniently
Actual--Sony Handycam (brand name), packaged, convenient design so you can hold it, play back features etc. that provide the desired benefits, high quality etc.
Augmented--receive more than just the camcorder. Give buyers a warranty on parts and workmanship, free lessons on how to use the camcorder, quick repair service when needed and toll free telephone number when needed.
Marketers must first identify the core consumer needs (develop core product), then design the actual product and find ways to augment it in order to create the bundle of benefits that will best satisfy the customer. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Classifying Products
Products can be classified depending on who the final purchaser is. Components of the marketing mix will need to be changed depending on who the final purchaser is.
Consumer products: destined for the final consumer for personal, family and household use.
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "type" Business to business products: are to satisfy the goals of the organization.
The same product can be purchased by both, for example a computer, for the home or the office.
The following are classifications for consumer products:
Convenience: Packaging is important to sell the product. Consumers will accept a substitute. Marketers focus on HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "intense" intense distribution, time utility. Convenience products can be categorized into staple (milk), impulse (not intended prior to shopping trip).
Shopping: Consumers expend considerable effort planning and making purchase decisions. IE appliances, stereos, cameras. Consumers are not particularly brand loyal. Need producer intermediary cooperation, high margins, less outlets than convenience goods. Use of sales personnel, communication of competitive advantage, branding, advertising, customer service etc. Attribute based ( HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "non" Non Price Competition), product with the best set of attributes is bought. If product attributes are judged to be similar, then priced based.
Specialty: Buyer knows what they want and will not accept a substitute, IE Mercedes. Do not compare alternatives. Brand, store and person loyal. Will pay a premium if necessary. Need reminder advertising.
Unsought: Sudden problem to resolve, products to which consumers are unaware, products that people do not necessary think of purchasing. Umbrellas, Funeral Plots, Encyclopedia!!
The following are classifications for Business to Business products:
Production Goods
Raw Materials:
Component parts: becomes part of the physical product
Process materials: not readily identifiable part of the production of other products
Support Goods
Major Equipment:
Accessory Equipment: Type writers and tools
Consumable Supplies: IE Paper, pencils or oils
Business to Business services: Financial, legal marketing research etc.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Elements of a Product Mix
If an organization is marketing more than one product it has a product mix.
Product item--a single product
Product line--all items of the same type
Product mix--total group of products that an organization markets
Depth measures the # of products that are offered within each product line. Satisfies several consumer segments for the same product, maximizes shelf space, discourages competitors, covers a range of prices and sustains dealer support. High cost in inventory etc.
Width measures the # of product lines a company offers. Enables a firm to diversify products, appeals to different consumer needs and encourages one stop shopping.
Proctor & Gamble example in class. Why so many different products? Different needs of different target markets for the same product. Channels of distribution economies etc. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Product Positioning and Product Repositioning
Definition: This refers to a place a product offering occupies in consumers' minds on important attributes, relative to competing offerings.
How new and current items in the product mix are perceived, in the minds of the consumer, therefore reemphasizing the importance of HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "perception" perception!!
New Product--need to communicate benefits Established Products--need to reinforce benefits
Ideal Characteristics
Need to introduce products that possess characteristics that the target market most desires, ideal. Product positioning is crucial.
Consumers desires refer to the attributes consumers would like the products to possess--IDEAL POINTS. Whenever a group of consumers has a distinctive "ideal" for a product category they represent a potential target market segment. A firm does well if its attributes (of the product) are perceived by consumers as being close to their ideal. The objective is to be "more ideal" than the competitors.
Each product must provide some unique combination of new features desired by the target market.
Instead of allowing the customer to position products independently, marketers try to influence and shape consumers concepts and perceptions.
Marketers can use perception maps. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Existing Products
Handout...Here Comes the Sun to Confound Health-Savvy Lotion Makers
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Old Position | New Position
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Glamour--------------------------------------------------Health
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Traditional sun tan lotion positioned as aiding in getting a very glamorous deep tan etc. Dermatologist reports...skin cancer etc. HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "lifestyle" Lifestyle needs change, move to more health conscious (previously discussed) Need to reposition sun tan lotion as a healthy way to be exposed to the sun. Target market has shifted from the left quartile to the right quartile as far as needs are concerned. Sun tan marketers need to do same as far as changing consumers perception for the product. How?
Change Promotion: "Tan don't Burn" The St. Tropez Tan vs. Ultra Sweat Proof Serious tan for...Be Sun Smart
Change Product: Sunscreen and sunless tanning agent.
Handout...BMW Banks on Affordability...
^
Very Safe
| Lexus/infiniti
| Mercedes
| BMW
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Cheap--------------------------------------------------Expensive
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Very Unsafe
BMW, to reposition up to the left Due to the exchange rate, Lexus moves to the right
Why did they repositition? Safety Affordability Competitors include Infiniti, Lexus, Mercedes Benz and Aurora
If you already have a brand in the market, must be sure to avoid cannibalization. Attributes and brand image should give a product distinct appeal.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
New Product Positioning
When developing a new product, a company should identify all the features that are offered by all its major competitors.
Second, identify important features/benefits used in making purchase decisions.
Determine the overall ranking of features by importance and relate the importance of each feature to its "uniqueness".
For example you wouldn't buy a spreadsheet program that if it didn't perform basic math, so basic math is very important. However since every spreadsheet has that its an "important fundamental feature", instead of an "important differentiating feature".
The flip side would be a spreadsheet that displays all numbers in binary (0-1) instead of "normal" numbers (0-9). This is unique but not important.
The evaluation becomes a 2 x 2 matrix with uniqueness on the X-axis and importance on the Y-axis.
^
X Important to TM (Stockbroker) X
Math functions | Import Data
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----------------------------------------------------------Unique
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Binary Data
If the feature is in the upper right hand corner then you have probably got a winning feature.
This is known as feature positioning, as opposed to product positioning. One can then see what type of customer needs the important (and perhaps unique) features.
If your spreadsheet accepts continuous data in real-time (such as stock market data) while Lotus 1-2-3 doesn't, you'd position your spreadsheet as a "real-time spreadsheet with all calculations needed by Wall Street."
Its a claim that tells something unique about your product, who it's for, and by implication, that Lotus 1-2-3 can't do it.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Developing and Managing Products
To compete effectively and achieve goals of an organization, the organization must be able to adjust its product mix.
Need to understand competition and customer attitudes and preferences.
Handout...At Timex, They're...
1982, Timex turned down the opportunity to market "Swatches". Timex was resting on its laurels, simple low cost watches. Digital revolutionized industry ( HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "technological" technological change), Timex stuck with analog.
DID NOT KEEP UP WITH WATCHES EVOLUTION FROM A FUNCTIONAL OBJECT TO A FASHION ACCESSORY.
Now consumer owns 5 watches up from 1.5 30 years ago (emphasizing fashion need). Timex has acquired Guess and Monet Jewellers (distribution outlets) in an effort respond to change. Product mix: Dressy watches to Walt Disney Character watches, Indigo. Now have 1,500 styles, 300 in 1970. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Developing New Products
Need to develop new products. A new product can be:
Continuous Innovation...No new buyer behavior to learn, i.e. -products not previously marketed by the firm, but by others
Dynamic Continuous Innovation...minor education needed for consumers to adopt product
Discontinuous Innovation...entirely new consumption patterns
Handout...In Battle over Video Disk Standard
What will be the winning format? New Product (Technology) Need to appeal to:
Hollywood
Ultimate consumers
Battle between:
Sony and Phillips
Toshiba, Pioneer and Time Warner
Swing voter...Matsushita Electric Industry (Toshiba/Pioneer) DVD could transform movie business (like CDs for music) Movie studios can resell all movies in new format therefore very important to them, also sell through market, video rentals are decreasing, due to competing service.
Set of requirements:
135 mins on 1 disc
quality superior to vhs
cd quality audio
able to add multiple languages
parent lockout system
iron clad copying protection
Sony announced going ahead (Vaporware!) If 2 systems go to market, best system will win, only one technology can survive, WINNER WINS BIG...LOSER LOSES BIG (DUE TO INVESTMENT) VHS vs Betamax
For a new product to succeed it must have:
desirable attributes
be unique
have its features communicated to the consumer (mkt support necessary)
Developing new products is expensive and risky. Failure not to introduce new products is also risky. IE HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "timex#timex" Timex
Firms develop new products in two ways:
By acquisition, i.e. Timex bought Guess and Monet Jewellers in 1992, bringing in new products to their product mix.
Internal development, this is what we are going to focus on.
17,363 (8,077 food) new items hit supermarket and drug stores in 1993, according to marketing experts, a 9.3% increase over 1992. Launching a new product name along with new product is very risky and expensive therefore 75% of new products were HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "extension" brand-extension brands in 1993, up from 68% in 1992 (continuous innovations) HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Why New Products Fail
Lack of differentiating advantage
Poor marketing plan
Poor timing
Target market too small
Poor product quality
No access to market
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Seven phases to new product development:
New Product Strategy Development
Only a few ideas are good enough to reach commercialization. Ideas can be generated by chance, or by systematic approach. Need a purposeful, focused effort to identify new ways to serve a market. New opportunities appear from the changes in the environment. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Idea Generation
Continuous systematic search for new product opportunities.
Marketing oriented sources--identify opportunities based on consumer needs, lab research is directed to satisfy that research. 1-800#s, research etc.
Laboratory oriented sources--identify opportunities based on pure research or applied research.
Intrafirm devises--brain storming, incentives and rewards for ideas. 3Ms Post it, from choir practice. Hewlett Parkards lab is open 24 hrs. day. Analyzing existing products, reading trade publications. Brainstorming for your group project. Ideas should not be criticized, no matter how off-beat they are.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Product Screening and Evaluation
New product check list; list new product attributes considered most important and compare each with these attributes. Check list is standardized and allows ideas to be compared. --General characteristics, Marketing Characteristics and Production Characteristics.
Ideas with the greatest potential are selected for further research.
Do they match the HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "goals" organizations goals (DuPont and ICI have many patents that they have not exploited for this very reason.)
Look at companies ability to produce and market the product.
Need to look at the nature and wants of the buyers and possible environmental changes.
Concept Testing
Sample of potential buyers is presented with the product idea through a written or oral description to determine the attitudes and initial buying intentions.
This is done before investing considerable sums of money and resources in Research and Development.
Can better understand product attributes and the benefits customers feel are most important.
Would you buy the product? Would you replace your current brand with the new product? Would this product meet real needs? HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Business Analysis
Analyze potential contribution to sales, costs and profits.
Does the product fit into the current product mix? What kind of environmental and competitive changes can be anticipated? How will these changes effect sales etc.? Are the internal resources adequate? Cost and time line of new facilities etc.? Is financing available? Synergies with distribution channel etc. MIS to determine the market potential sales etc. Patentability should be determined, last 17 years, 14 years for a pharmaceutical product. Find out if it is technically feasible to produce the new product. If you can produce the new product at a low enough cost so as to be able to make a profit. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Product Development
Develop a prototype, working model, lab test etc.
Attributes that consumers have identified that they want must be communicated through the design of the product.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Test Marketing
Can observe actual consumer behavior. Limited introduction in geographical areas chosen to represent intended market. Aim is to determine the reaction of probable buyers. It is the sample launch of the HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" Marketing Mix. Determine to go ahead, modify product, modify marketing plan or drop the product.
PROS are:
Lessens the risk of product failure.
Reduces the risk of loss of credibility or undercutting a profitable product.
Can determine the weaknesses in the MM and make adjustments.
Can also vary parts of the MM during the test market.
Need to select the appropriate MM and check the validity.
CONS are:
Test market is expensive.
Firm's competitors may interfere.
Competitors may copy the product and rush it out. IE Clorox detergent with bleach P&G. "In a live test you've tipped your hand, and believe me, the competition is going to come after you. Unless you have patented chemistry, they can rip you off and beat you to a national launch" -Director of Marketing at Gillette's Personnel division.
Alternatively can use a simulated test market. Free samples offered in the mall, taken home and interviewed over the telephone later.
Handout...Miller's Momemtum....
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Commercialization
Corresponds to introduction stage of the HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "life" Product Life Cycle. Plans for full-scale marketing and manufacturing must be refined and settled. Need to analyze the results of the test market to determine any changes in the marketing mix. Need to make decisions regarding warranties etc (reduces consumers risk). Warranties can offer a competitive advantage.
Spend alot of $s on advertising, personnel etc. Combined with capital expenditure makes commercialization very expensive.
Handout...American Express To Try a Credit Card...
All stages above are identified in this article except market testing.
Need to consider:
the speed of acceptance among consumers and channel members;
intensity of distribution,
production capabilities,
promotional capabilities,
prices,
competition,
time period to profitability and commercialization costs.
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Buyers' Product Adoption Process
Awareness
Buyers become aware of the product
Interest
Buyers seek information and is receptive to learning about product
Evaluation
Buyers consider product benefits and determines whether to try it
Trial
Buyers examine, test or try the product to determine usefulness relative to needs
Adoption
Buyers purchase the product and can be expected to use it when the need for the general type of product arises.
Rate of adoption depends on consumer traits as well as the product and the firm's marketing efforts. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents
Diffusion Process
The manner in which different members of the target market often accept and purchase a product (go through the adoption process)
Innovators
Techno-savvies first customers to buy a product, 2.5 % of consumers
Early Adopters
Tend to be opinion leaders. Adopt new products but use discretion, 13.5%
Early Majority
34% of consumers, first part of the mass market to buy the product
Late Majority
Less cosmopolitan and responsive to change, 34%
Laggards
Price conscious, suspicious of change, 16%, do not adopt until the product has reached maturity.
Implications to marketers, company must promote product to create widespread awareness of existence and benefits. Product and physical distribution must be linked to patterns of adoption and repeat purchase. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "content#content" Return to Contents HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 NotesChapter 2 Class Notes
Chapter 2 Notes Contents
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "strategic#strategic" Strategic Market Planning
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "swot#swot" SWOT Analysis
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "mission#mission" Mission Statement
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "goals#goals" Organizational Goals
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "corporate#corporate" Corporate Strategy
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "marketing#marketing" Marketing Planning
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "management#management" Marketing Management
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
It is necessary to discuss strategic market planning and marketing early in the course. A strategic market plan gives direction to a firm's efforts and better enables it to understand the dimensions of marketing research, consumer analysis, and product, distribution, promotion, and price planning, which will be discussed in later classes.
We will look at an overview of the strategic marketing process including the development of:
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "swot#swot" SWOT Analysis
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "mission#mission" Mission Statement
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "goals#goals" Organizational Goals
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "corporate#corporate" Corporate Strategy
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "marketing#marketing" Marketing strategy
The strategic market plan is not a marketing plan, it is a plan of all aspects of an organizations strategy in the market place.
The process of strategic market planning yeilds a marketing strategy(s) that is the framework and the development of the marketing plan.
Developing a marketing plan is your group project assignment. A marketing plan deals primarily with implementing the market strategy as it relates to HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "target#target" target market(s) and the HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" marketing mix.
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
Strategic Market Planning
A Strategic marketing plan is an outline of the methods and resources required to achieve organizational goals within a specific target market(s).
"Describes the direction [an organization] will pursue within its chosen environment and guides the allocation of resources and effort" - Peter Bennett, Dictionary of Marketing Terms, AMA 1988
Strategic planning requires a general marketing orientation rather than a narrow functional orientation.
All functional areas must include marketing and must be coordinated to reach organizational goals. It is a heirarchal process, from company wide to marketing specific. (Marketing concept, implemented from top down.)
Company wide, SBU specific
A firm can be broken down into several strategic business units. Each SBU is a division, product line, or other profit center within the parent company.
An SBU has its own strategic plan and can be considered a seperate business entity competing with other SBU's for corporate resources.
For example Pepsico Companies SBUs include:
KFC
Taco Bell
Pizza Hut
Mountain Dew
Lipton Tea Brands
Frito Lay
IE The College of Business and Economics is an SBU of the University of Delaware.
A strategic plan gives:
Direction and better enables the company to understand mkt. function dimensions
Makes sure that each division has clear integrated goals
Different functional areas are encouraged to coordinate
Assesses SW & OT
Assesses alternative actions
It is a basis for allocating company resources
A procedure to assess company performance
The strategic planning process may include the following, although this differs from one organization to another:
Develop a SWOT analysis
Develop Mission Statement that evolves from the SWOT analysis
Develop Corporate Objectives that are consistent with the organization's mission statement.
Develop corporate strategy to achieve the organization's objectives. [if the organization is made up of more than one SBU, then follow loop again for each SBU, then proceed]
Marketing (and other functional objectives) must be designed to achieve the corporate objectives
Marketing Strategy, designed to achieve the marketing objectives.
The strategic market planning process is based on the establishment of organizational goals and it must stay within the broader limits of the organizations mission, that is developed taking into consideration the environmental opportunities and threats and the companies resources and distinct competancies.
A firm can then assess its opportunities and develop a corporate strategy. Marketing objectives must be designed so that they can be accomplished through efficient use of the firms resources.
Corporate strategy is concerned with issues such as diversification, competition, differentiation, interrelationships between business units and environmental issues. It attempts to match the resources of the organization with the opportunities and risks of the environment (SWOT). Corporate strategy is also concerned with defining the scope and roles of the SBU's of the firm so that they are coordinated to reach the ends desired.
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
HYPERLINK "http://turnpike.net/metro/tuvok/guide.html" \l "swot" SWOT Analysis
A SWOT Analysis examines the companies:
Strengths...Internal
Weaknesses...Internal
Opportunites...External
Threats...External
By developing a SWOT analysis, a company can determine what its distinctive competancies are. This will help determine what the organization should be in business for, what its mission should be. HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents
Mission Statement
Handout Visioning Missions becomes...
Reason to be? Invisible hand etc. Product Terms...outdated Technology Terms...outdated Market Terms...keep in touch with consumer's needs i.e. AT&T is in the communications business not the telephone business. Visa...allows customers to exchange values...not credit cards 3M solves problems by putting innovation to work. Should not be too narrow...or...too broad Should be based on distinctive competancies of the corporation, determined from the SWOT analysis The following are HYPERLINK "http://www.udel.edu/alex/mission.html" example mission statements HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
Organizational goals
Organizational goals are derived from the mission, corporate strategy is derived from the organizational goals.
Goals must specify the end results that are desired, that are measurable and within a particular time frame.
SMAC
Specific
Measurable
Achieveable
Consistent
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
Corporate Strategy
Issues include:
Scope of Business-----What Business you are in??
Resource deployment----How you are going to use your resources??
Competitive advantage----What are your competitive advantages??
Coordination of Production, Marketing, Personnel etc.----
Coordination process??
Tools for strategic market planning
The following are some of the many tools that are used in developing corporate strategy, they are supplements not substitutes for management's own judgement:
HYPERLINK "http://turnpike.net/metro/tuvok/guide.html" \l "bcg" BCG Product Portfolio Management
Star
Cash Cow
Problem Child (Question Marks)
Dog
HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "swot#swot" SWOT analysis
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "life" Product Life Cycle Concept
A separate strategy is needed for each SBU
Intense Growth-mkt penetration/development, product development in related markets.
Market Penetration...more products to the same market
Market Development...same product to new markets
Product Development...new products to same market
Diversified Growth-new products new markets Horizontal (unrelated products to current markets)/Concentric (NPNM)
Integrated growth Forward/Backward/Horizontal Disney's Purchase of Capital Citys/ABC, a content provider purchasing distribution
Handout Mattel Toy....
Handout Ben & Jerry's New CEO...
What should B&J do? Develop SWOT Analysis Propose Mission Goals Strategy:
Market Penetration
Market Development
Product Development
Diversification
HYPERLINK "http://www.benjerry.com" Ben & Jerry's Homepage Ben & Jerry's SWOT Analysis HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
Marketing Planning.
Marketing plans vary by:
Duration
Scope
Method of Development, bottom up/top down
Objective is to create a Marketing plan. A plan for each marketing strategy developed.
Marketing strategy encompasses selecting and analysing the HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "target#target" target market(s) and creating and maintaining an appropriate HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" marketing mix that satisfies the target market and company. A Marketing strategy articulates a plan for the best use of the organizations resources and tactics to meet its objectives. Do not pursue projects that are outside the companies objectives or that stretch the companies resources.
Plan includes:
Executive summary
Situation Analysis
Opportunity and Threat Analysis
Environmental Analysis
Company Resources
Marketing Objectives
Marketing Strategies to include:
Target market (Intended) A target market is group of persons/companies for whom a firm creates and maintains a Marketing Mix that specifically fits the needs and preferences of that group. Does the company have the resources to create the appropriate MM and does it meet the company's objectives.
Develop a HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" marketing mix-how to reach the target market. The marketing mix is designed around the buying motive-emphasizing the marketing concept. The marketing environment effects the marketing mix, which is only controllable to a certain extent (the MM). Before developing the MM, need to determine the needs of the target market.
Financial Projections
Controls and Evaluations
Marketing control process consists of establishing performance standards, evaluating the actual performance by comparing it with the actual standards, and reducing the difference between the desired and actual performance. HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List
Marketing Management.
The planning, Organizing, Implementing and Controlling the marketing activities to facilitate and expidite exchanges effectively (NEED TO ACHIEVE ORGANIZATIONAL OBJECTIVES) and efficiently (MINIMIZING ORGANIZATIONAL RESOURCES). Therefore to facilitate highly desirable exchanges and to minimize the cost of doing so. Effective planning reduces/eliminates daily crises. HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "contents#contents" Return to Contents List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 NotesChapter 3 Class Notes
Content List For Chapter 3
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "societal#societal" Societal Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "legal#legal" Legal Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "political#political" Political Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "regulatory#regulatory" Regulatory Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "economic#economic" Economic Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "competitive#competitive" Competitive Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "technological#technological" Technological Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "natural#natural" Natural Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "response#response" Responding to the Environment
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
Marketing does not occur in a vacuum. The marketing environment consists of external forces that directly and/or indirectly impact the organization.
Changes in the environment create opportunities and threats for the organizations.
Example: PRODIGY (On-line service) ran a commercial 24 hours after the LA earth quake to inform customers/potential customers that they could contact friends/family in LA through its service when all the telephone lines were jammed. This illustrates a company (Prodigy), HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "response#response" reactively responding to an environmental factor ( HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "natural#natural" nature), to further market its services to attract new customers.
To track these external forces a company uses environmental scanning. Continual monitoring of what is going on.
Environmental scanning collects information about external forces. It is conducted through the Marketing Information System (this will be discussed further in HYPERLINK "http://www.udel.edu/alex/chapt8.html" chapter 8).
Environmental analysis determines environmental changes and predicts future changes in the environment. The marketing manager should be able to determine possible threats and opportunities from the changing environment. This will help avoid crisis management.
Six Environmental Forces
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "societal#societal" Societal
Regulatory
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "political#political" Political
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "legal#legal" Legal
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "regulatory#regulatory" Regulatory
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "economic#economic" Economic
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "competitive#competitive" Competitive
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "technological#technological" Technology
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "natural#natural" Natural
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Societal Forces
Pressure to create laws Since marketing activities are a vital part of the total business structure, marketers have a responsibility to help provide what members of society want and to minimize what they don't want.
Important Considerations:
Marketers need to understand Cultural diversity--By the year 2000 15% of the entering work-force will be white male.
Great Melting Pot vs. Great Salad Bowl...different cultures maintain own cultural identity.
Aging population
Handout...Catering to middle aged BBs....
Change products due to changing needs of society, i.e. Baby Boomers are aging, they demand different attributes/benefits from their products (cars), i.e. performance and safety, marketers need to respond, as the car marketers have, to satisfy these changing needs.
Society becomes concerned about marketers actions when those actions are questionable.
Handout...Calvin Klein Halts Jeans Ad Campaign
Calvin Klein's latest advertising campaign, American Family Association sent letters to 50 retailers suggesting store boycotts if there was no action taken....FBI investigating child porn allegations.
Driving force behind the HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "societal" societal marketing concept. Companies change ways of doing business re: societal concerns. Companies should evolve around societal concerns.
Handout...The Green Movement Sows Demand...
Companies now marketing products that are in response to societal concerns, i.e. recycled furniture is environmentally friendly.
Ralph Nader's Public Citizen group, acts as a watchdog on consumer interests. Lifted consumerism into a major social force. First with his successful attack on the automobile industry, resulted in the passage of the National Traffic and Motor Vehicle and Safety Act of 1962.
Societal forces pressure political forces to create legal forces governed by regulatory forces. HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Regulatory: Political Forces
Currently in power
Reagan era vs Clinton era. Health care reform impacting on small business. Pressure on the tobacco industry...threatening to regulate cigarettes like other drugs..."underage sales prohibited" will appear on Philip Morris tobacco products. Philip Morris agrees to stop placing billboard ads. in stadiums that can be viewed on TV....24yr TV advertising ban. Actions may strengthen the market leaders, Philip Morris. Luxury Tax 10% excise tax on boats over $100,000.
Handout...Profits Ahoy!
The luxury tax, that was supposed to aid in the redistribution of wealth, as far as taxing the wealthy to help finance government programs---actually harmed industries that marketed products that were to be taxed...i.e. the boat industry. Tax was created in 1989 and repealed in 1992.
Government purchases about 20% GNP, government is therefore a significant purchaser of many organizations products.
Handout...Wayne firm gets boost...
Companies that have relied on the defence industry have had to adapt their technologies to new markets in order to survive. ECC of Wayne, PA has recently begun producing vending machines for Snapple beverages...they had traditionally relied on winning defence contracts.
Develops new legislation, example gasoline tax, welfare reform, health care reform.
Legal interpretation by the courts. Creation and activities of regulatory agencies.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Regulatory: Legal Forces
Created by the political force In statute Three types
Anti Trust
Consumer Protection
Deregulation
The following are important acts to be familiar with:
Sherman Act (1890) Competition...restraining trade and monopolizing markets
Clayton Act (1914) Competition...limit specific activities, price discrimination, tying/exclusive agreements etc.
Federal Trade Commission Act (1914) Created FTC Competition
Robinson-Patman Act (1936) Competition
Handout...Booksellers say five publishers...
Five publishers are being sued by the ABA under the Robinson Patman Act which states: It is unlawful to discriminate in prices charged to different purchasers [who compete with each other] of the same product, where the effect may substantially lessen competition or help create a monopoly.
There is no question as to the fact that charging different prices for no economic reason would lessen competition, therefore the issue is whether the publishers are being discriminatory. They were offering different prices that may well be justified by quantity discounts which are legal.
Wheeler-Lea Act (1938) Consumer Protection...unfair and deceptive acts
Celler-Kefauver Act (1950) Competition...acquisition of competitors shares if...
Consumer Goods Pricing Act (1975) Competition...price maintenance among mf. and resellers
Trademark Counterfeiting Act (1980) Consumer protection, counterfeit goods
Nutritional Labeling and Education Act (1990) Consumer protection...health claims, labelling May 1994, marketers had to follow new guidelines for explaining the contents of products on labels: Juice drinks...specify actual juice content Ben & Jerry's :( Pringles Right Crisps vs. Light Crisps.
Clean Air Act (1990) Emissions credits now being given to companies that reduce their pollution below a specified threshold, can trade these credits to companies that have been unable to fall below the requirements, so that they avoid heavy fines etc.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Regulatory Forces
Governing Legal forces Business can be governed at the following level:
Federal Level
State Level
Local Level
Self-regulation
Examples of Federal Regulatory agencies:
Federal Trade Commission FTC...Governs commerce
Federal Communications Commission FCC Governs the airwaves...Howard Stern etc.
Food & Drug Administration FDA...Governs new labeling law etc.
Bureau of Alcohol and Tobacco ATF...Recent conflict with the marketers of ice beer focusing on alcohol content.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Economic forces
Business life cycles:
Prosperity
Recession
Depression
Recovery
Marketers may need to adjust their marketing mix as the economy passes through different stages. Different between a depression and recession = the number of months certain economic figures decline etc., but different economists use different indicators. Political force...Government uses fiscal and monetary policy to control the economy. Fed: Alan Greenspan increased interest rates to try to curb excessive growth that would lead to inflation, has now reduced the rates since the economy has not shown the signs of anticipated inflation. Interest rates have a big impact on COST OF MONEY...Business investment....consumer spending. Consumer buying power determined by income (Interest, Rent, wages):
Pre-tax Income--Gross Income
After Tax income--Disposable income
After purchasing necessities--Discretionary income
Consumer demand and spending patterns are effected by the economy and the perception of the future. Need to determine:
Consumer buying power
willingness to purchase, a function of employment security etc. Credit, increases current buying power over future buying power.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Competitive forces
All firms compete for consumers dollars.
Handout...War on Smoking is Music to...
It is not only important to focus on your direct competitors (gum marketers) but also all marketers that target your customers and therefore compete with you for their income.
Competitive Structures:
Monopoly: One marketer in the marketplace. Governed by Sherman Anti Trust Act. Sometimes it is to the consumers benefit to have a monopoly; when competition would raise the price to the consumer (high barriers of entry to the marketplace being passed along etc.), i.e. Utilities...DP&L. DP&L must get permission from the Public Services Commission (regulatory agency) before it can raise prices etc.
Oligopoly: A few marketers (perhaps 3 or 4) dominate the market place. Examples: Cigarettes...Marlboro example, in 1 day, reduced the price by 20%, all competitors immediately followed. Airline Industry...$50 cap on commissions led by Delta, within one week all major airlines followed.
Handout...Microsoft's Rivals Urge It to Seperate...
Looks at the commercial on-line service industry and the threat of Microsoft to the balance of the industry.
Monopolistic Competition: many marketers competing in the market place. Most common market structure. Need to establish a differential advantage, i.e., trade mark, brand name, some reason for consumers to purchase your product as opposed to your competition's product.
Perfect Competition: all competitors are equal and have equal access to the market place. Very rare!! Commodities, unregulated agriculture market. Distribution is key.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Technological Forces
From research performed by businesses, universities and non-profit organizations. Consumers technological knowledge influences their desires for goods and services. Examples of +ve results of changing technology:
Change in transportation methods have enabled the development of out of town shopping centers.
Inventory control systems make companies more efficient, this cost efficiency can be passed onto the consumer. It has helped develop relationships with suppliers and their supplied.
Improved standard of living achieved by increased leisure time :)
Fax machines
Medicine
Being able to read this :)
Examples of -ve consequences of technological change:
Environmentally unclean pollution
Unemployment (employment shifts leading to temporary unemployment.)
Misuse of information
Patent protection leads to a barrier to entry, monopoly. Without it companies may be unwilling to launch new products that incorporate new technologies for fear of copying, therefore nothing is gained. HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Nature
Examples:
Hurricane ANDREW
Floods
Severe winter
Humid Summer...Drought
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List
Environmental Responses
Two ways to respond to the environment:
Reactive response- Change your marketing mix in response to environmental changes. Most common type of response.
Proactive response- Try to change the environment. Example would be lobbying.
Handout Philip Morris Sues City...
A good example of a proactive response, try to change the (legal) environment to fit the company's (Philip Morris) marketing mix.
HYPERLINK "http://www.udel.edu/alex/chapt3.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 NotesChapter 6 Class Notes
Contents of Chapter 6 Class Notes
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "what#what" What is Consumer Buying Behavior?
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "stages#stages" Stages of Consumer Buying Behavior?
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "types#types" Types of Consumer Buying Behavior.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "categories#categories" Categories That Effect Consumer Buying Behavior.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "personal#personal" Personal
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "psychological#psychological" Psychological
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "social#social" Social
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
What is Consumer Buying Behavior?
Definition of Buying Behavior: Buying Behavior is the decision processes and acts of people involved in buying and using products.
Need to understand:
why consumers make the purchases that they make?
what factors influence consumer purchases?
the changing factors in our society.
Consumer Buying Behavior refers to the buying behavior of the ultimate consumer. A firm needs to analyze buying behavior for:
Buyers reactions to a firms marketing strategy has a great impact on the firms success.
The marketing concept stresses that a firm should create a HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" Marketing Mix (MM) that satisfies (gives utility to) customers, therefore need to analyze the what, where, when and how consumers buy.
Marketers can better predict how consumers will respond to marketing strategies.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Stages of the Consumer Buying Process
Six Stages to the Consumer Buying Decision Process (For complex decisions). Actual purchasing is only one stage of the process. Not all decision processes lead to a purchase. All consumer decisions do not always include all 6 stages, determined by the degree of complexity...discussed next.
The 6 stages are:
Problem Recognition(awareness of need)--difference between the desired state and the actual condition. Deficit in assortment of products. Hunger--Food. Hunger stimulates your need to eat. Can be stimulated by the marketer through product information--did not know you were deficient? I.E., see a commercial for a new pair of shoes, stimulates your recognition that you need a new pair of shoes.
Information search--
Internal search, memory.
External search if you need more information. Friends and relatives (word of mouth). Marketer dominated sources; comparison shopping; public sources etc.
A successful information search leaves a buyer with possible alternatives, the evoked set.
Hungry, want to go out and eat, evoked set is
chinese food
indian food
burger king
klondike kates etc
Evaluation of Alternatives--need to establish criteria for evaluation, features the buyer wants or does not want. Rank/weight alternatives or resume search. May decide that you want to eat something spicy, indian gets highest rank etc. If not satisfied with your choice then return to the search phase. Can you think of another restaurant? Look in the yellow pages etc. Information from different sources may be treated differently. Marketers try to influence by "framing" alternatives.
Purchase decision--Choose buying alternative, includes product, package, store, method of purchase etc.
Purchase--May differ from decision, time lapse between 4 & 5, product availability.
Post-Purchase Evaluation--outcome: Satisfaction or Dissatisfaction. Cognitive Dissonance, have you made the right decision. This can be reduced by warranties, after sales communication etc. After eating an indian meal, may think that really you wanted a chinese meal instead.
Handout...Pillsbury 1-800#s
1-800 #s gives the consumer a way of communicating with the marketer after purchase. This helps reduce cognitive dissonance when a marketer can answer any concerns of a new consumer. HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Types of Consumer Buying Behavior
Types of consumer buying behavior are determined by:
Level of Involvement in purchase decision. Importance and intensity of interest in a product in a particular situation.
Buyers level of involvement determines why he/she is motivated to seek information about a certain products and brands but virtually ignores others.
High involvement purchases--Honda Motorbike, high priced goods, products visible to others, and the higher the risk the higher the involvement. Types of risk:
Personal risk
Social risk
Economic risk
The four type of consumer buying behavior are:
Routine Response/Programmed Behavior--buying low involvement frequently purchased low cost items; need very little search and decision effort; purchased almost automatically. Examples include soft drinks, snack foods, milk etc.
Limited Decision Making--buying product occasionally. When you need to obtain information about unfamiliar brand in a familiar product category, perhaps. Requires a moderate amount of time for information gathering. Examples include Clothes--know product class but not the brand.
Extensive Decision Making/Complex high involvement, unfamiliar, expensive and/or infrequently bought products. High degree of economic/performance/psychological risk. Examples include cars, homes, computers, education. Spend alot of time seeking information and deciding. Information from the companies MM; friends and relatives, store personnel etc. Go through all six stages of the buying process.
Impulse buying, no conscious planning.
The purchase of the same product does not always elicit the same Buying Behavior. Product can shift from one category to the next. For example: Going out for dinner for one person may be extensive decision making (for someone that does not go out often at all), but limited decision making for someone else. The reason for the dinner, whether it is an anniversary celebration, or a meal with a couple of friends will also determine the extent of the decision making.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Categories that Effect the Consumer Buying Decision Process
A consumer, making a purchase decision will be affected by the following three factors:
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "personal#personal" Personal
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "psychological#psychological" Psychological
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "social#social" Social
The marketer must be aware of these factors in order to develop an appropriate MM for its target market. HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Personal
Unique to a particular person. Demographic Factors. Sex, Race, Age etc. Who in the family is responsible for the decision making. Young people purchase things for different reasons than older people.
Handout...From choices to checkout...
Highlights the differences between male and female shoppers in the supermarket.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Psychological factors
Psychological factors include:
Motives--
A motive is an internal energizing force that orients a person's activities toward satisfying a need or achieving a goal. Actions are effected by a set of motives, not just one. If marketers can identify motives then they can better develop a marketing mix. MASLOW hierarchy of needs!!
Physiological
Safety
Love and Belonging
Esteem
Self Actualization
Need to determine what level of the hierarchy the consumers are at to determine what motivates their purchases.
Handout...Nutrament Debunked...
Nutrament, a product marketed by Bristol-Myers Squibb originally was targeted at consumers that needed to receive additional energy from their drinks after exercise etc., a fitness drink. It was therefore targeted at consumers whose needs were for either love and Belonging or esteem. The product was not selling well, and was almost terminated. Upon extensive research it was determined that the product did sell well in inner-city convenience stores. It was determined that the consumers for the product were actually drug addicts who couldn't not digest a regular meal. They would purchase Nutrament as a substitute for a meal. Their motivation to purchase was completely different to the motivation that B-MS had originally thought. These consumers were at the Physiological level of the hierarchy. BM-S therefore had to redesign its MM to better meet the needs of this target market. Motives often operate at a subconscious level therefore are difficult to measure.
Perception--
What do you see?? Perception is the process of selecting, organizing and interpreting information inputs to produce meaning. IE we chose what info we pay attention to, organize it and interpret it. Information inputs are the sensations received through sight, taste, hearing, smell and touch.
Selective Exposure-select inputs to be exposed to our awareness. More likely if it is linked to an event, satisfies current needs, intensity of input changes (sharp price drop).
Selective Distortion-Changing/twisting current received information, inconsistent with beliefs.
Advertisers that use comparative advertisements (pitching one product against another), have to be very careful that consumers do not distort the facts and perceive that the advertisement was for the competitor. A current example...MCI and AT&T...do you ever get confused?
Selective Retention-Remember inputs that support beliefs, forgets those that don't. Average supermarket shopper is exposed to 17,000 products in a shopping visit lasting 30 minutes-60% of purchases are unplanned. Exposed to 1,500 advertisement per day. Can't be expected to be aware of all these inputs, and certainly will not retain many.
Interpreting information is based on what is already familiar, on knowledge that is stored in the memory.
Handout...South Africa wine....
Problems marketing wine from South Africa. Consumers have strong perceptions of the country, and hence its products.
Ability and Knowledge--
Need to understand individuals capacity to learn. Learning, changes in a person's behavior caused by information and experience. Therefore to change consumers' behavior about your product, need to give them new information re: product...free sample etc.
South Africa...open bottle of wine and pour it!! Also educate american consumers about changes in SA. Need to sell a whole new country.
When making buying decisions, buyers must process information. Knowledge is the familiarity with the product and expertise.
Inexperience buyers often use prices as an indicator of quality more than those who have knowledge of a product. Non-alcoholic Beer example: consumers chose the most expensive six-pack, because they assume that the greater price indicates greater quality.
Learning is the process through which a relatively permanent change in behavior results from the consequences of past behavior.
Attitudes--
Knowledge and positive and negative feelings about an object or activity-maybe tangible or intangible, living or non- living.....Drive perceptions
Individual learns attitudes through experience and interaction with other people. Consumer attitudes toward a firm and its products greatly influence the success or failure of the firm's marketing strategy.
Handout...Oldsmobile.....
Oldsmobile vs. Lexus, due to consumers attitudes toward Oldsmobile (as discovered by class exercise) need to disassociate Aurora from the Oldsmobile name.
Exxon Valdez-nearly 20,000 credit cards were returned or cut-up after the tragic oil spill.
Honda "You meet the nicest people on a Honda", dispel the unsavory image of a motorbike rider, late 1950s. Changing market of the 1990s, baby boomers aging, Hondas market returning to hard core. To change this they have a new slogan "Come ride with us".
Attitudes and attitude change are influenced by consumers personality and lifestyle.
Consumers screen information that conflicts with their attitudes. Distort information to make it consistent and selectively retain information that reinforces our attitudes. IE brand loyalty.
There is a difference between attitude and intention to buy (ability to buy).
Personality--
all the internal traits and behaviors that make a person unique, uniqueness arrives from a person's heredity and personal experience. Examples include:
Workaholism
Compulsiveness
Self confidence
Friendliness
Adaptability
Ambitiousness
Dogmatism
Authoritarianism
Introversion
Extroversion
Aggressiveness
Competitiveness.
Traits effect the way people behave. Marketers try to match the store image to the perceived image of their customers.
There is a weak association between personality and Buying Behavior, this may be due to unreliable measures. Nike ads. Consumers buy products that are consistent with their self concept.
Lifestyles--
Recent US trends in lifestyles are a shift towards personal independence and individualism and a preference for a healthy, natural lifestyle.
Lifestyles are the consistent patterns people follow in their lives.
EXAMPLE healthy foods for a healthy lifestyle. Sun tan not considered fashionable in US until 1920's. Now an assault by the American Academy of Dermatology.
Handout...Here Comes the Sun to Confound Health Savvy Lotion Makers..
Extra credit assignment from the news group, to access HYPERLINK "http://future.sri.com:80/vals/valshome.html" Value and Lifestyles (VALS) Program, complete the survey and Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu the results. This is a survey tool that marketers can use to better understand their target market(s). HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List
Social Factors
Consumer wants, learning, motives etc. are influenced by opinion leaders, person's family, reference groups, social class and culture.
Opinion leaders--
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "spokesperson" Spokespeople etc. Marketers try to attract opinion leaders...they actually use (pay) spokespeople to market their products. Michael Jordon (Nike, McDonalds, Gatorade etc.)
Can be risky...Michael Jackson...OJ Simpson...Chevy Chase
Roles and Family Influences--
Role...things you should do based on the expectations of you from your position within a group. People have many roles. Husband, father, employer/ee. Individuals role are continuing to change therefore marketers must continue to update information.
Family is the most basic group a person belongs to. Marketers must understand:
that many family decisions are made by the family unit
consumer behavior starts in the family unit
family roles and preferences are the model for children's future family (can reject/alter/etc)
family buying decisions are a mixture of family interactions and individual decision making
family acts an interpreter of social and cultural values for the individual.
The Family life cycle: families go through stages, each stage creates different consumer demands:
bachelor stage...most of BUAD301
newly married, young, no children...me
full nest I, youngest child under 6
full nest II, youngest child 6 or over
full nest III, older married couples with dependant children
empty nest I, older married couples with no children living with them, head in labor force
empty nest II, older married couples, no children living at home, head retired
solitary survivor, in labor force
solitary survivor, retired
Modernized life cycle includes divorced and no children.
Handout...Two Income Marriages Are Now the Norm
Because 2 income families are becoming more common, the decision maker within the family unit is changing...also, family has less time for children, and therefore tends to let them influence purchase decisions in order to alleviate some of the guilt. (Children influence about $130 billion of goods in a year) Children also have more money to spend themselves.
Reference Groups--
Individual identifies with the group to the extent that he takes on many of the values, attitudes or behaviors of the group members.
Families, friends, sororities, civic and professional organizations. Any group that has a positive or negative influence on a persons attitude and behavior. Membership groups (belong to) Affinity marketing is focused on the desires of consumers that belong to reference groups. Marketers get the groups to approve the product and communicate that approval to its members. Credit Cards etc.!!
Aspiration groups (want to belong to) Disassociate groups (do not want to belong to) Honda, tries to disassociate from the "biker" group.
The degree to which a reference group will affect a purchase decision depends on an individuals susceptibility to reference group influence and the strength of his/her involvement with the group.
Social Class--
an open group of individuals who have similar social rank. US is not a classless society. US criteria; occupation, education, income, wealth, race, ethnic groups and possessions.
Social class influences many aspects of our lives. IE upper middle class Americans prefer luxury cars Mercedes.
Upper Americans-upper-upper class, .3%, inherited wealth, aristocratic names.
Lower-upper class, 1.2%, newer social elite, from current professionals and corporate elite
Upper-middle class, 12.5%, college graduates, managers and professionals
Middle Americans-middle class, 32%, average pay white collar workers and blue collar friends
Working class, 38%, average pay blue collar workers
Lower Americans-lower class, 9%, working, not on welfare
Lower-lower class, 7%, on welfare
Social class determines to some extent, the types, quality, quantity of products that a person buys or uses.
Lower class people tend to stay close to home when shopping, do not engage in much prepurchase information gathering. Stores project definite class images.
Family, reference groups and social classes are all social influences on consumer behavior. All operate within a larger culture.
Culture and Sub-culture--
Culture refers to the set of values, ideas, and attitudes that are accepted by a homogenous group of people and transmitted to the next generation.
Culture also determines what is acceptable with product advertising. Culture determines what people wear, eat, reside and travel. Cultural values in the US are good health, education, individualism and freedom. In american culture time scarcity is a growing problem. IE change in meals. Big impact on international marketing.
Handout...Will British warm up to iced tea?
No...but that is my opinion!!...Tea is a part of the British culture, hot with milk.
Different society, different levels of needs, different cultural values.
Culture can be divided into subcultures:
geographic regions
human characteristics such as age and ethnic background.
IE West Coast, teenage and Asian American.
Culture effects what people buy, how they buy and when they buy.
Understanding Consumer Buying Behavior offers consumers greater satisfaction (Utility). We must assume that the company has adopted the Marketing Concept and are consumer oriented.
HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "contents#contents" Return to Contents List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 NotesChapter 9 Class Notes
Contents of Chapter 9 Class Notes
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "what#what" What is a Market?
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "developing#developing" Developing a Target Market Strategy
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "selecting#selecting" Selecting a Target Market
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "undifferentiated#undifferentiated" Undifferentiated Approach
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "market#market" Market Segmentation Approach
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "concentration#concentration" Concentration Strategy
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "multi#multi" Multisegment Strategy
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "criteria#criteria" Criteria for Segmentation
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "variable#variable" Variables for Segmentation
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
What is a Market?
A market is: An aggregate of people who, as individuals or organizations, have needs for products in a product class and who have the ability, willingness and authority to purchase such products (conditions needed for an HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "exchange" exchange).
Types of markets:
Consumer Intend to consume or benefit, but not to make a profit.
Organizational/Business For:
Resale
Direct use in production
or general daily operations.
Handout...Catering to Middle-Aged BBs...
TM = Baby Boomers...40-60 year olds PRODUCT Attributes:
High Powered
Roomy
Safety Features
PRODUCTS:
Toyota Avalon
Oldsmobile Aurora
Mercury Mystique
Dodge Intrepid
Chrysler Concorde
Vision
DON'T WANT THEIR FATHER'S CAR!! HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Developing a Target Market Strategy
Developing a target market strategy has three phases:
Analyzing consumer demand
Targeting the market(s)
undifferentiated
concentrated
multisegmented
Developing the marketing strategy
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Selecting Target Markets (Analyzing Demand)
Need to aggregate consumers with similar needs. Demand patterns: Do all potential customers have similar needs/desires or are there clusters? Types of demand patterns are:
Homogeneous Demand-uniform, everyone demands the product for the same reason(s). Very rare in the US, staple foods...
Clustered Demand-consumer demand classified in 2 or more identifiable clusters. IE Automobiles:
luxury
cheap
Sporty
Spacious
Diffused Demand-Product differentiation more costly and more difficult to communicate IE Cosmetic market, need to offer hundreds of shades of lipstick. Firms try to modify consumer demand to develop clusters of at least a moderate size. Or uses one MM.
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Targeting The Market
Undifferentiated Approach (Total Market Approach)
Single Marketing Mix for the entire market.
All consumers have similar needs for a specific kind of product. Homogeneous market, or demand is so diffused it is not worthwhile to differentiate, try to make demand more homogeneous.
Single MM consists of:
1 Pricing strategy
1 Promotional program aimed at everybody
1 Type of product with little/no variation
1 Distribution system aimed at entire market
The elements of the marketing mix do not change for different consumers, all elements are developed for all consumers. Examples include Staple foods-sugar and salt and farm produce. Henry Ford, Model T, all in black.
Popular when large scale production began. Not so popular now due to competition, improved marketing research capabilities, and total production and marketing costs can be reduced by segmentation.
Organization must be able to develop and maintain a single marketing mix.
Major objective is to maximize sales. HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Market Segmentation Approach.
Individuals with diverse product needs have heterogeneous needs. Market segmentation is the process of dividing a total market into market groups consisting of people who have relatively similar product needs, there are clusters of needs.
The purpose is to design a MM(s) that more precisely matches the needs of individuals in a selected market segment(s).
A market segment consists of individuals, groups or organizations with one or more characteristics that cause them to have relatively similar product needs.
There are two Market Segmentation Strategies. HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Concentration Strategy.
A single market segment with one MM.
Market
|
|A Market Segment
|-------------------
One MM------------------>A Market Segment
|-------------------
|A Market Segment
|
PROS include:
It allows a firm to specialize
can focus all energies on satisfying one group's needs
A firm with limited resources can compete with larger organizations.
CONS include:
Puts all eggs in one basket.
Small shift in the population or consumer tastes can greatly effect the firm.
May have trouble expanding into new markets (especially up-market). Haggar having problems finding someone to license their name for womens apparel, even though women purchase 70% Haggar clothes for men.
Objective is not to maximize sales, it is efficiency, attracting a large portion of one section while controlling costs.
Examples include ROLEX, Anyone wear one. Who are their target market?? Over $100,000 HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Multi-segment strategy
2 or more segments are sought with a MM for each segment, different marketing plan for each segment. This approach combines the best attributes of undifferentiated marketing and concentrated marketing.
Market
MM--------------------->|A Market Segment
|_______________________
MM--------------------->|A Market Segment
|_______________________
MM--------------------->|A Market Segment
|_______________________
MM--------------------->|A Market Segment
|
|
Example: HYPERLINK "http://www.marriott.com/" Marriott International:
Marriott Suites...Permanent vacationers
Fairfield Inn...Economy Lodging
Residence Inn...Extended Stay
Courtyard By Marriott...Business Travellers
PROS include:
Shift excess production capacity.
Can achieve same market coverage as with mass marketing.
Price differentials among different brands can be maintained HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contact#contact" Contact Lens!!
Consumers in each segment may be willing to pay a premium for the tailor-made product.
Less risk, not relying on one market.
CONS include:
Demands a greater number of production processes.
Costs and resources and increased marketing costs through selling through different channels and promoting more brands, using different packaging etc.
Must be careful to maintain the product distinctiveness in each consumer group and guard its overall image (Contact lenses)
Handout...The only difference is when you throw them away.
Discusses the individual branding of contact lenses. 3 brands:
Sequence2 $7-$9
Medalist $15-$25
Optima $70
The HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "levels" core product is the same, use different Packaging, Brand Name, Price to differentiate and create a different marketing mix. What will happen if consumers find out??
Objective: Sales maximization, but can remain a specialist. Can get firmly established in one segment, then pursue another. HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Criteria needed for segmentation
For segmentation to occur:
Segments must have enough profit potential to justify developing and maintaining a MM
Consumer must have heterogeneous (different) needs for the product.
Segmented consumer needs must be homogeneous (similar)
Company must be able to reach a segment with a MM, IE Review to reach Delaware undergraduates. How do marketers reach children?
Cartoons on saturday
Nickelodian
Cereal boxes
Sports illustrated for kids
Look at how media has changed recently due to changing demographics etc. and therefore the need of marketers to reach these groups. Media must respond because they are essentially financed by the marketers or at least heavily subsidised
Handout...Stations switching to lucrative...
Indicates how media format changes due to changing population needs.
Must be able to measure characteristics & needs of consumers to establish groups.
HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents
Variables that can be used to segment markets.
Need to determine the variables that distinguish marketing segments from other segments.
Segmentation variables should be related to consumer needs for, and uses of, or behavior toward the product. IE Stereo; age not religion.
Segmentation variable must be measurable. No best way to segment the markets. Selecting inappropriate variable limits the chances of success.
Variables for segmenting Consumer Markets include:
Demographic - age, sex, fertility rates, migration patterns, and mortality rates, ethnicity, income, education, occupation, family life cycle, family size, religion and social class.
Handout...Photography companies try to click...
Photography companies identify a new target market (children) to market their product to, current sales are declining with current target market due to advances in technology (video cameras etc.)
Handout...Two income marriages are now the norm
Families have more income and less time...esp. for children!!
Handout...Travel agents target grandma and grandpa
Travel agents developing a MM to attract grandparents, not senior citizens!!
Geographic -Climate, terrain, natural resources, population density, subcultural values, different population growths in different areas.
City size
Metropolitan Statistical Area
Primary Statistical Metropolitan Area
Consolidated Metropolitan Statistical Area
Market density-# of potential customers within a unit of land.
Handout...Social well being mapped out...
Geographic breakdown of the wealth/well being of the US.
Psychographic - personality characteristics, motives and lifestyles
Handout...Lifestyle appropriate greeting cards
Marketers must be aware of the changing lifestyles and market products accordingly.
Behavioristic Variables - Regular users-potential users-non users Heavy/moderate/light users, 80-20 rule Frequent User Incentives It is five x more expensive to attract a new customer, as it is to satisfy your current customers. Benefits segmentation-focus on benefits rather than on features.
Single Variable vs. Multi-Variable Segmentation
Single variable--achieved by using only one variable to segment
Multi-variable-- more than one characteristic to divide market. Provides more information about segment. Able to satisfy customers more precisely. More variables creates more segments reducing the sales potential in each segment.
Will additional variables help improve the firms MM. If not there is little reason to spend more money to gain information from extra variables.
Handout Techno savvies....
Madison Avenue has identified a new target market to market products to. HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contents#contents" Return To Contents HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 NotesChapter 8, Class Notes
Content List
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "process#process" Marketing Research Process
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "defining#defining" Defining and Locating The Problem
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "assess#assess" Assess The Decision Factors
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "collect#collect" Collect Relevant Information
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "data#data" Collecting The Data
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "sampling#sampling" Sampling
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "survey#survey" Survey Methods
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "questionnaire#questionnaire" Questionnaire Construction
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "collect#collect" Collect Relevant Information
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "observation#observation" Observation Methods
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
In order to implement the marketing concept, marketers require information about the characteristic, needs, wants and desires of their target markets.
Definition: Marketing research is the process of defining a marketing problem & opportunity, systematically collecting and analyzing information, & recommending actions to increase an organizations marketing activities.
It is the function that links the consumer (customer) and public to the marketer through information. HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Need to approach the research in a logical manner. Difference between good and bad research can depend on the quality of the inputs.
must be conducted in a systematic manner
involves a series of steps/processes
data may be available from different sources
research applies to any aspect of marketing that needs information
findings must be communicated to the appropriate decision maker
There are 5 steps in the marketing research process, it is an overall approach, not a rigid set of rules. HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Defining and Locating the problem
Usually a departure from some normal function, IE conflicts between or failures in attaining objectives. (goals may be unrealistic) Need to probe beneath the superficial symptoms. Research objective specifies what information is needed to solve the problem. Marketing Plan...to determine the unfulfilled needs/wants within specified target market(s). (University students/local residents) May need to use exploratory research here, before conclusive research. Therefore query news group with your ideas to better define your research needs perhaps, refine your ideas before developing your hypothesis!! HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Assess the decision factors
Different sets of variables, alternatives and uncertainties that combine to give the outcome of a decision. Alternatives---decision maker has control Uncertainties--uncontrollable factors
Decision maker must:
Determine the principal alternatives that can be considered reasonable approaches to solving the problem...i.e. reasonable outcomes of research.
The major uncertainties that can affect particular alternative and result in it being a GOOD OR POOR SOLUTION TO A PROBLEM.
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Collect Relevant Information
Concepts
Developing Hypothesis Drawn from previous research and expected research findings. An informed guess or assumption about a certain problem or a set of circumstances. Residents of Newark, DE, as well as students of the University of Delaware would frequent a Bagel Store. As information is gathered researchers can test the hypothesis. Can have more than one hypothesis in a study. HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Methods
Collecting the data
Two types of data, Primary, Secondary inside or outside the organization.
Secondary data collection Internal database data ( HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "information" MIS). Accounting data, government data, magazines, survey of buying power, syndicated data services, Marketing Research Corporation of America.
PRO Inexpensive, quick to obtain, multiple sources available, obtain info. that cannot be obtained through primary research, independent therefore credible.
CON maybe incomplete, dated, obsolete, methodology maybe unknown, all findings may not be public, reliability may be unproven.
SOURCES: internal = budgets, sales figures, profit and loss statement, all research reports. External = government, must consider dates, census of population/manufacturing/retail trade, regular publications, IE Wall Street Journal, Business Week, Commercial research houses: for a fee as a subscriber IE AC Nielsen.
Primary data collection Information "collected specifically for the purpose of the investigation at hand", Dictionary of Marketing Terms. When a thorough analysis of secondary research provides insufficient information for a marketing decision to be made.
PRO Fits the precise purpose of the organization, information is current, methodology is controlled and known, available to firm and secret from competitors, no conflicting data from different sources, reliability can be determined, only way to fill a gap.
CON Time consuming, costly, some information cannot be collected.
Research Design
The frame work or plan for a study that guides the collection and analysis of data, it includes:
Who collects the data?
What should be collected?
Who or what should be studied?
What technique of data collection should be used?
How much will the study cost?
How will data be collected (personnel)?
How long will data collection be?
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Gathering Data
Sampling
To select representative units from a total population. A population "universe", all elements, units or individuals that are of interest to researchers for a specific study. IE all registered voters for an election. Sampling procedures are used in studying the likelihood of events based on assumptions about the future.
Random sampling, equal chance for each member of the population
Stratified sampling, population divided into groups re: a common characteristic, random sample each group
Area sampling, as above using areas
Quota sampling, judgmental, sampling error cannot be measured statistically, mainly used in exploratory studies to develop a hypotheses, non-probablistic.
Survey to news group is an example of quota sampling...will be non-probablistic.
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Survey Methods
Mail-wide area, limited funds, need incentive to return the questionnaire Mail panels, consumer purchase diaries. Must include a cover letter to explain survey!!
news group...electronic survey
Telephone-speed, immediate reaction is negative, WATS, computer assisted telephone interviewing.
Personal interviews-flexibilty, increased information, non-response can be explored. Most favored method among those surveyed. Can be conducted in shopping malls.
In home (door-to-door) interview, get more information but it is costly and getting harder to accomplish.
Mall intercepts-interview a % of people passing a certain point. Almost half of major consumer goods and services orgs. use this technique as a major expenditure. Can use demonstration, gauge visual reactions. Regarding social behavior, mall surveys get a more honest response than telephone surveys. There is a bias toward those that spend alot of time in malls. Need to weight for this. On site computer interviewing, respondents complete self administered questionnaires conducted in shopping malls. Questions can be adaptive depending on the responses.
Focus groups-observe group interaction when members are exposed to an idea or concept, informal, less structured. Consumer attitudes, behaviors, lifestyles, needs and desires can be explored in a flexible and creative manner. Questions are open ended. Cadillac used this method to determine that they should be promoting safety features.
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Questionnaire Construction
Designed to elicit information that meets the studies requirements. Questions should be:
clear
easy to understand
directed towards meeting an objective.
Need to define objectives before designing the questionnaire. Must maintain impartiality and be very careful with personal data. Four basic types of questions are:
Open ended
Dichotomous
Multiple choice.
Scaled (lickert)
Time frame must be stipulated so that it does not drag on. Only ask needed questions...keep it short!! Demographic questions at the end!!...Always!! Always attach an explanatory cover letter!!
Example of poor questions from a survey sent to parents of children that went on summer camp:
What is your income to the nearest hundred dollars? Should not be at the beginning! Should use multiple choice...categories of income!
Are you a strong or weak supporter of overnight summer camping for your children? What does strong/weak mean!? No middle ground answer!
Do your children behave themselves well at summer camp? Yes [ ] No [ ] Of course they do ;-) Would parents really know?!
How many camps mailed literature to you last April, this April? No-one will remember!
What are the most salient and determinant attributes in your evaluation of summer camps? What do you mean ;-)
Do you think it is right to deprive your child of the opportunity to grow into a mature person through the experience of summer camping? Of course not!!
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List
Observation Methods
Record overt behavior, note physical conditions and events. "How long does a McDonald's customer have to wait in line". Can be combined with interviews, IE get demographic variables. To avoid bias must avoid being seen.
Mechanical observation devices, IE cameras, eye movement recorders, scanner technology, Nielsen techniques for media.
Observation avoids the central problem of survey methods, motivating respondents to state their true feelings or opinions. If this is the only method, then there is no data indicating the causal relationships.
Find a Solution
The best alternative that has been identified to solve the problem.
Evaluate the results
Coke, do the results make sense, don't always accept them at face value.
HYPERLINK "http://www.udel.edu/alex/chapt8.html" \l "contents#contents" Return to Contents List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 NotesChapter 10 Class Notes
Contents of Chapter 10 Class Notes
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "information#information" Information Technology
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "micro#micro" Micro Marketing
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "relationship#relationship" Relationship Marketing
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "evaluating#evaluating" Evaluating Markets and Sales Forecasting
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "developing#developing" Developing Sales Forecasts
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
Relationship Marketing Definition: Organizations efforts to develop a long term, cost effective link with individual customers for mutual benefit.
Handout...Unisys system helps companies
Handout...Using Computers to Divine Who Might Buy a Gas Grill
Indicate the developments and benefits of relationship marketing.
3 key elements link the organization to its customers:
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "information#information" Information Technology
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "micro#micro" Micro Marketing
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "relationship#relationship" Relationship Marketing
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents
Information technology (IT)
IT designed computer and communication systems to satisfy organizations information needs. Marketing Research HYPERLINK "http://www.udel.edu/alex/chapt8.html" (Chapter 8) is the information gathering arm of IT. IT is the framework for the day-to-day management and structuring of information gathered regularly from sources outside and inside the organization:
Data Inputs------>Processing-------->Information Outputs
^ |
| |
--------------Feedback--------------
DATA----------->PROCESSING--------------->INFORMATION
Difference between DATA and INFORMATION...Effective IT
Provides a continuous flow of information, re: prices, advertising expenses, sales, competition and distribution expenses.
Inputs:
Accounting records
Information from 1-800 #s
Transaction Information
Frequent User Programs
Public Information
Survey Information
Processing-classifying information and developing categories for meaningful storage and retrieval. Marketers can then determine which information-the output-is useful for decision making. Feedback enables adjustments to the input.
Recent Developments in IT:
Enabled marketers to effectively utilize the information they have been storing for years, but have not been able to use, it was therefore data, not information.
Processing element of IT has allowed marketers to merge (essentially) their transactional databases with their customer profile databases.
Customer relations, locate/identify problems more quickly. Identify problem in 10 calls, not 10,000
Customer service reps on 1-800 lines have computer info
Customer service major IT expense
Lower inventory costs...renegotiate with suppliers etc.
$1bn spent in 1994 on IT
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents
Micro Marketing (Database marketing)
An Organizations efforts to collect:
demographic
media
consumption profiles of customers.
In order to target customers more efficiently marketers can use multi variable segmentation incorporating Buyer Behavior information and Demographic information. What people have done in the passed (Purchase) is a better predictor to future behavior than any other characteristic/variable
Use HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "frequent" frequent user programs to collect data on heavy user customers.
Media...direct mail...catalogs
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents
Relationship Marketing...one-to-one...long-term
Old model, sell one product to as many customers as possible (target market). New model, sell as many products to one person, one-to-one Focus on the life-time value of the customer (LVC) instead of the individual transaction. Customers always had a 1 2 1 relationship with companies, now companies have the technology to have a 1 2 1 (few) relationship with their customers.
Handout...Bank
Need continual monitoring of customers. Relationship marketing and information...key weapons that offer a competitive advantage for those with the technological capabilities. Customers becoming more demanding...have many alternatives, therefore have high expectations. Increasing number of communication sources going into home (500 channels cable etc.), fragments audience, therefore must develop customer relations. Used to be only the small "mom" and "pop" stores had the ability to perform relationship marketing. Must satisfy customers to keep them...cost to keep vs. cost to recruit!!....Five times as much to market to a new customer than to keep an existing customer satisfied.
PROBLEM: "information chernobyl"...all this information on our customers can be of concern to the customer if the information is used inappropriately. American Express debacle...offering 7 yrs of info on many customers as opposed to one months information on a couple of customers.
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents
Evaluating the Markets and Sales Forecasting
Need to measure the sales potential of the chosen markets.
Market Potential--Industry wide, need to specify time frame and level of industry marketing activities.
Sales Potential--Maximum % of Mkt. potential that a single firm within an industry expects to obtain - absolute limit.
Breakdown approach: economic-mkt. potential-sales potential Buildup approach: # of potential buyers purchases * # buyers in area, same for each area, then add areas to calculate total market potential. Then estimate the proportion for the company.
Sales penetration= Actual sales/Sales potential
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents
Developing Sales Forecasts
Sales forecast is the amount of a product that a company actually expects to sell during a specific period at a specified level of marketing. Actual instead of potential. Can be short term, medium term or long term.
Methods: Choice depends on costs, type of product, characteristics of market, time span of the forecast, purpose of the forecast, stability of historical data, availability of required information and forecasters expertise and experience.
Executive judgement--swayed by recent experience, based only on passed experience
Surveys--Customer, good when only a few customers (business markets), expensive, rely on customer estimates. Sales forecast surveys, expert forecast surveys
Time Series Analysis--trend, cycle, seasonal and random factor
Correlation method, regression analysis, indicates association not causal relationships.
Market tests, actual vs. intended. Can see changes in MM. Other companies can manipulate, other companies can see offering.
Marketers will generally use more than one method.
Future
Marketers will look at the sales potential of a customer (LCV) for all its products as opposed to the market of one product with the use of HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "relationship#relationship" relationship marketing.
HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "contents#contents" Return to Contents HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 NotesChapter 12, Managing The Product, Class Notes
Contents for Class Notes
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "life#life" Product Life Cycle
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "growth#growth" Growth
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "maturity#maturity" Maturity
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "decline#decline" Decline
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "different#different" Different Types of Cycles
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "branding#branding" Branding
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "benefits#benefits" Benefits of Branding
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "importance#importance" Importance of Branding
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "name#name" Corporate Naming
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "types#types" Types of Brands, Manufacturing, Private and Generic
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "selecting#selecting" Selecting a Brand Name
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "protecting#protecting" Protecting a Brand Name
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "policies#policies" Branding Policies
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "licensing#licensing" Brand Licensing
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "packaging#packaging" Packaging
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "considerations#considerations" Major packaging Considerations
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "marketing#marketing" Packaging and Marketing Strategies
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "criticism#criticism" Criticism of Packaging
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "labeling#labeling" Labeling
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "warranty#warranty" Warranty
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Product Life Cycle
Popularized by Theodore Levitt, 1965 PLC can be applied to:
product category (Watch)
product style (Digital)
a product item/brand (Timex)
Four Stages to the Product Life Cycle:
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "growth#growth" Growth
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "maturity#maturity" Maturity
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "decline#decline" Decline
The following material refers to the PLC as far as the product category is concerned unless otherwise stated. HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Introduction
Failure rate for new products can range from 60%-90%, depending on the industry. A product does not have to be an entirely new product, can be a new model (car).
Marketing Mix(MM) considerations
Need to build channels of distribution/ HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "selective" selective distribution Dealers offered promotional assistance to support the product...PUSH strategy. Develop primary demand/pioneering information, communications should stress the benefits of the product to the consumer, as opposed to the HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "branding#branding" brand name of the particular product, since there will be little competition at this stage and you need to educate consumers of the product's benefits. Price skimming...set a high price in order to recover developmental costs as soon as possible. Price penetration...set a low price in order to avoid encouraging competitors to enter the market, also helps increase demand and therefore allows the company to take advantage of economies of scale. HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Growth
Need to encourage strong brand loyalty, competitors are entering the market place. Profits begin to decline late in the growth stage. May need to pursue further HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "multi" segmentation.
MM considerations
May need to perform some type of product modification to correct weak or omitted attributes in the product. Need to build brand loyalty (selective demand), communications should stress the brand of the product, since consumers are more aware of the products benefits and there is more competition, must differentiate your offering from your competitors. May begin to move toward HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "intense" intensive distribution-the product is more accepted, therefore intermediaries are more inclined to risk accepting the product. Price dealing/cutting or meeting competition, especially if previously adopted a price skimming strategy.
Handout...Coca Cola Launches Fruit-Drink line...
Category doubled in size last year to about $300m - $325m Coca Cola's entrant--Fruitopia expect sales this year to reach $400m Fruitopia is in the Introductory stage when the Alternative Beverage market is in the Growth stage. New competitors like Coca Cola will help grow the size of the market.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Maturity
Sales curve peaks-severe competition, consumers are now experienced specialists.
MM Considerations
A product may be rejuvenated through a change in the HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "packaging#packaging" packaging, new models or aesthetic changes. Advertising focuses on differentiating a brand, sales promotion aimed at customer (PULL) and reseller (PUSH). Move to more intense distribution Price dealing/cutting or meeting competition Provides company with a large, loyal group of stable customers. Generally cash cows that can support other products. Strategies during maturity include:
Modification of product...use HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "extension#extension" line extensions
HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "position" Reposition Product
Handout...New Life Savers Ads Grab Hold of Taste
Reposition...Taste vs. moment Line extension, gummy savers, breath savers, holes (unsuccessful) Licensing name
Weaker competition will have left the market place.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Decline
Sales fall off rapidly. Can be caused by new technology or a social trend. Can justify continuing with the product as long as it contributes to profits or enhances the effectiveness of the product HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "mix" mix. Need to decide to eliminate or reposition to extend its life.
MM Considerations
Some competition drop out Need to time and execute properly the introduction, alteration and termination of a product.
Handout...Cannibalism Is a Virtue in Computer Business
Problems with high-tech products, relate to HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "buyer" Product Adoption Process etc. Need to manage product mix through their respective life-cycles. When to decide to introduce new (modified) products that compete with the current product offering. With high-tech products, need to consider introducing new (and competing) products as the existing product is still in the growth stage of its life cycle. HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Different types of Life Cycle Curves
Fad Curve
Handout...Anatomy of a fad...
Clear products, Crystal Pepsi Fleeting fashions vs. lasting shifts in consumer preference. Cannot differentiate between the two using usual marketing tools like focus groups. "Hand anyone a hula hoop, and they'll have fun with it--at first" Clear was equated with natural, reinforcing the idea of what you get is what you see. Problems: Clear products that didn't fit the positioning...clear gasoline/beer Pay higher prices for products with fewer ingredients.
Seasonal Curve
Life cycles that vary by season, clothing etc.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Branding
Part of the HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "levels" actual product. Without brands, shoppers choice becomes arbitrary.
Definition: A name, term, design, symbol or any other feature that identifies one seller's good or service as distinct from anothers.
Brand name is that part that can be spoken, including letters, words and #s, IE 7UP. Brand names simplify shopping, guarantee a certain level of quality and allow for self expression.
Brand mark-elements of the brand that cannot not be spoken, IE symbol
Trade Character IE Ronald McDonald, Pillsbury Doughboy
Trade mark-legal designation that the owner has exclusive rights to the brand or part of a brand. 1990, US Patent & Trademark Office had 680,000 trademarks registered, 56,515 new in that year.
Tradename-The full legal name of the organization. IE Ford, not the name for a specific product.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Benefits of Branding
Provides benefits to buyers and sellers
TO BUYER:
Help buyers identify the product that they like/dislike.
Identify marketer
Helps reduce the time needed for purchase.
Helps buyers evaluate quality of products especially if unable to judge a products characteristics.
Helps reduce buyers perceived risk of purchase.
Buyer may derive a psychological reward from owning the brand, IE Rolex or Mercedes.
TO SELLER:
Differentiate product offering from competitors
Helps segment market by creating tailored images, HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contact" IE Contact lenses
Brand identifies the companies products making repeat purchases easier for customers.
Reduce price comparisons
Brand helps firm introduce a new product that carries the name of one or more of its existing products...half as much as using a new brand, lower co. designs, advertising and promotional costs. EXAMPLE, Gummy Savers
Easier cooperation with intermediaries with well known brands
Facilitates promotional efforts.
Helps foster brand loyalty helping to stabilize market share.
Firms may be able to charge a premium for the brand.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Importance of Branding and How to Develop a Brand
Handout...American Movie Classics...
Why does AMC Brand Itself? Increasing Competition, 500 channels etc. Need to differentiate Product offering so consumers associate satisfying need to see good movies to watching AMC Consumers cannot check all brands therefore need to make choice easier for them
"We compete now with many movie channels, If consumers think of you without a Brand or personality, you become an inventory of pictures, In a world of hundreds of channels, you'll get lost".
How does AMC Brand Itself? Advertise...emphasize need to keep movies in original state Boutiques in stores to sell "AMC Collection" License Audrey Hepburn image...spokesperson Co-promotion w/ United Artists Theaters sponsoring afternoon vintage movies. AMC news magazine at Newsstands. Logo and AMC Letters Releasing AMC movies on video
TM = 72% over 35 years old
Brand loyalty is declining due to an increase in similar new products for customers to chose from, and an increase in marketing activities to encourage brand switching and the increasing quality of private label products.
Brand equity, financial value associated with the brand. Can be increased when licensing royalties can be gained.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Four Branding Decisions firms must make
Need to determine Corporate Name
A firms name logo and trade characters. Over 1000 ongoing firms change names each year, DuPont If nature of business changes, may need to alter name--Southwest Airlines?? Allegheny Airlines change to US Air due to expansion in geographic markets. (United Brands changed name to CHIQUITA brands) Boston Chicken vs. Boston Market Geographic names not as popular as they used to be compared to surnames, descriptive names and coined names. Kiwi airlines--named after a bird that cannot fly :)
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Types of Brands
Manufacturers Brands:
Initiated by the producer. 85% food items, all autos, 75% major appliances, more than 80% gasoline. Requires the producer to be involved in distribution, promotion, and to some extent, pricing. Brand loyalty is encouraged by quality, promotion and guarantees. Producer tries to stimulate demand, encouraging middlemen to make the product available (PULL)
Private Distributor Brands:
Initiated and owned by the resellers. 50% of shoes, 33% tire market, 13% food, 25% appliances. Manufacturers not identified in the product. Helps retailers develop more efficient promotion, generate higher margins and increase store image. Wholesalers brands-IGA Retailers brands Sears Kenmore, JC Penney's Stafford Executive. Presidents Choice, Loblaw, 1000 products Our Compliments, MF. by Nabisco Master Choice, A & P Select, Safeway
Kodak in Japan, market private label film since Mf. label not successful in marketplace, "COOP" for the Japanese Consumer Cooperative Union.
DuPont, with Initiatives Inc, design/make fashion items, utilize its fiber resources and develop another customer for them. Work with retailers to design fashions.
The competition between manufacturers brands and private brands (15% retail grocery) is intensifying.
Handout...How Country's Biggest Brands Are Faring at the Supermarket
Reason for increase in Private Brands:
Increasing prices of MB in 1980s with flat demand
Increasing Quality of PB
Increasing Promotion of PB
PB offer retailers higher margins
Offer regional products
Private brands have been growing: 1991 increase 4% 1992 increase 3% 1993 increase .8%
Manufacturer brands are beginning to fight back.
Reduce price (marlboro monday, reduced 20%)
Promotions focus on quality and directed at PL
New product launches, line extensions.
Focus on core products
PB are still popular, also consumers are purchasing PB products that were once bastions of MB, personal care etc., Beer/Cigarettes, another indication of consumers' growing confidence of the quality of PBs.
Handout...Philip Morris Makes Dave's---
Marketers of MB products (esp. Philip Morris) are developing products that appear to be PB products, in recognition to consumers growing preference for this type of product.
Abroad UK, Private Label is 36% of market. Why??
National Advertising
Retailers are Marketers not landlords. Sainsburys launched 1400-1500 new products each year. 8000 of 16000 products are private label.
Generic Brands:
Indicates only product category. Began as low cost alternative in the drug industry. Less than 1% of supermarket revenue even though 85% stock them. Cheeper than branded items. Accounts for less than 1% of retail sales, was 10%.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Selecting a Brand Name
Criteria for choosing a name:
Easy for customers to say, spell and recall (inc. foreigners)
Indicate products major benefits
Should be distinctive
Compatible with all products in product line
Used and recognized in all types of media
Single and multiple words Bic, Dodge Grand Caravan, IBM PC (letters), or a combination Mazda RX7
Availability, already over 400 car "name plates", this makes it difficult to select a new one.
Use words of no meaning to avoid negative connotation, Kodak, Exxon
Can be created internally by the organization, or by a consultancy
Legal restrictions, i.e. Food products must adhere to the Nutrition Labeling and Education Act, 1990...May 8 1994
Handout...Let There Be 'Right'....
FDA, Pringles Right Crisps, as opposed to Light Only 1/3 less fat. Considered Pringles Right Choice/Idea. Light/Lite must be 1/2 fat of original content Reduced fat = 25% reduction "Lite taste" can still be used :)...lite is a descriptor of the word taste, not of the actaul product!!
Service-usually the company name, must be flexible enough to encompass activity of current services as well as new ones in the future (Southwest Airlines). Frequently use symbols, AT&Ts globe, Travellers insurance umbrella.
Naming process goes from idea generation to idea evaluation to legal evaluation. Should define objectives--what value to the product should the name provide.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Protecting a Brand
Need to design a brand that can be protected through registration. Generic words are not protectable (aluminum foil), surnames and geographic or functional names are difficult to protect. To protect exclusive rights to a brand, must make certain that the brand is not likely to become considered an infringement on any existing registered brand. Guard against a brand name becoming a generic term used to refer to general products category. Generic cannot be protected. IE Aspirin, Shredded Wheat ETC. Xerox Rollerblade Thermos Kleenex HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Branding Policies
First question is whether to brand or not to brand. Homogenous products are difficult to brand (Not Purdue, Robinson Brick). Branding policies are:
Individual Branding: Naming each product differently P&G, facilitates market segmentation and no overlap.
Overall Family Branding: All products are branded with the same name, or part of a name, IE Kraft, promotion of one item also promotes other items.
Line Family Branding: Within one product line. IE P&Gs Ivory line.
Brand Extension Branding: Use one of its existing brand names as part of a brand for an improved or new product, usually in the same product category. 75% new products are brand extensions!!
Handout...Can Virgin Name sell Cola, Computers, Vodka and more.
To use brand extensions the products should be either related (not the case for Virgin), or the brand name should have a value over and above the particular product category, i.e. a counter culture image for example. If that is the case, then it might work.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Brand Licensing
Approve use of trade marks on other products for a licensing fee. IE Harley Davidson with Cologne, McDonalds with McKids.
PRO Gain extra revenue and free publicity and trade mark protection, also helps develop your brand, HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "amc#amc" AMC
CON Lack of manufacturing control, bombardment of unrelated products.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Packaging
Part of the HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "levels" actual product.
Consists of a products physical container, label and/or insert. Approximately 10% of product selling cost. Development of a container and a graphic design for a product. Can effect purchase decisions IE pump dispenser on a tube of toothpaste.
Packaging Functions include:
Protect product and maintain functional form, IE milk.
Foil shop lifting
Offer convenience, Usage (dispersement)
Promote product by communicating features "last 5 seconds of mktg", Campbells...Read Article
Develop reusable package for alternative use.
Segmentation, tailored to a specific group HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "contact" Contact Lenses
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Major Packaging Considerations
Packaging decision serve the channel members and the final consumer.
Cost--how much are customers willing to pay for the packaging?
Preprinted cost, use UPC codes
Must comply with the FDA packaging regulations.
Make product tampering evident to the reseller and customer, cost benefit with liability
Need to consider consistency among package designs--Family packaging...category consistent...Pringles
Need to inform potential buyers of new products content, features, uses, advantages and hazards.
Need to create a desirable image through color etc. Can be designed to appear taller or shorter (thin vertical lines for taller) People associate specific colors with certain feelings, Red with fire. Do not package meet in green!!
Must meet the needs of resellers--transportation, storage and handling.
Environmental responsibility.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Packaging and Marketing Strategy
Packaging can be a major component of the marketing strategy--giving a product a competitive advantage. Need to reevaluate packaging periodically.
Altering the Package - must evolve with the times Change style of package Coke, Pepsi Pepsi freshness dating, need extensive marketing effort to communicate this. Coke's new contoured bottle "feel the curves" "the ultimate form of refreshment", with a silhouette of a coke bottle on a bill board. Considering a contoured can in the future!!
Multiple Packaging Twin packs, six packs etc...won't work for salt!! Stimulate extra use. Helps gain customer acceptance.
Handling Improved packaging Packaging changes during distribution, IE Cartons
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Criticism of Packaging
Functional problems, Flour, sugar.
Packages that are difficult to open.
Recyclability. Safety issues (sharp)
Package deception. Customer confusion IE different size designations, Giant, Econ etc.
Increased costs attributed to packaging.
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Labeling
Facilitates ID of a product
Descriptive function
Indicate the grade of the product
Describe source of product, its content and major features
How to use the product etc.
Label can be a promotional tool
Needs to fulfill HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "right#right" federal obligations.
Universal Product Code for Inventory and Information.
Handout...New labels will tell real...
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List
Warranty
Part of the HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "levels" augmented product. Reduce risk to buyer, therefore encouraging HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "buyer" trial/adoption of product. HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 NotesChapter 15, Class Notes
Contents of Notes
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "justification#justification" Justification for Intermediaries
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "functions#functions" Functions of Intermediaries
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "type#type" Types of Channels of Distribution
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "multiple#multiple" Multiple Distribution Channels
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "wholesale#wholesale" Wholesale Intermediaries
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "nature#nature" Nature and Importance of Wholesalers
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "intermediaries#intermediaries" Types of Wholesale Intermediares
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "vertical#vertical" Vertical Marketing Systems
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "conflict#conflict" Channel Conflict
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "selection#selection" Selection of Distribution Channels
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
Distribution-activities that make products available to customers when and where they need them.
A channel of distribution or marketing channel is a group of individuals and organizations that directs the flow of products from producers and customers.
Marketing Intermediaries link producers to other intermediaries or to the ultimate users of the product. Operate between the producer and the final buyer.
Types of utility distribution offers:
TIME...when the customers want to purchase the product.
PLACE...where the customers want to purchase the product.
POSSESSION...facilitates customer ownership of the product.
FORM...sometimes, if changes have been made to the product in the distribution channel, i.e. Pepsi/Coke, concentrate to bottlers.
Each channel member has different responsibilities within the overall structure of the distribution of the system; mutual profit/success is obtained through cooperation.
The distribution system:
determines a product's marketing presence and the buyers' accessibility to the product
entails a long-term commitment, easier to change other aspects of the marketing mix.
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "content#content" Return to Contents
Justification for Intermediaries
"we've eliminated the middle man and we're passing on the savings to you"-a typical broadcast from Supermarket XYZ
Why do we use intermediaries?
Without intermediaries: May be able to reduce distribution costs, if the supermarket can perform those functions more efficiently than a wholesaler, but the supermarket inventory costs may increase as a consequence, therefore no savings and less efficient.
Number 1 Reason
Improve exchange efficiency. There are certain costs associated with an exchange, therefore need to try to reduce the number of transactions (exchanges):
*Chicken *Customer1 With 1 intermediary---10 transactions
*Potatoes *Customer2 With no intermediaries---25 transactions
*Carrots * *Customer3
*Plates *Customer4
*Silverware *Customer5
Without an intermediary, each buyer has to negotiate and exchange with each seller. With one intermediary, each buyer negotiates with one intermediary (as opposed to 5 sellers), and each seller negotiates with one intermediary (as opposed to 5 buyers).
Number 2 Reason
Intermediaries are specialists in the exchange process, provide access to and control over important resources for the proper functioning of the marketing channel. Division of labor.
Still need services that intermediaries (wholesalers, retailers etc.) provide; if they were eliminated then someone else would have to assume the tasks (either producer or customer). Functions can be shifted and shared among channel members, but cannot be eliminated, unless the buyer assumes them.
"you can eliminate the middle man, but you can't eliminate their functions"-a well accepted maxim in marketing.
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "content#content" Return to Contents
Functions of Intermediaries
Primary role of middlemen is to transform the assortment of products made by producers in the assortments desired by consumers. Producers make narrow assortments in large quantities, consumers want broad assortments in small quantities, discrepancy in quantity and assortment.
Match Supply and Demand:
*Chicken *Customer1
*Potatoes *Customer2
*Carrots *Customer3
*Plates *Customer4
*Silverware *Customer5
PRODUCER Specialization in production, economies of scale etc., therefore wants to produce large quantities but narrow product mixes.
efficiently
CUSTOMER Wants a broad assortment (products produced by many manufacturers) of products made available conveniently (within easy reach).
Other functions of intermediaries include:
assuming risk--Provide working capital by paying for goods before they are sold.
information Flow
financing
payment and title flow.
negotiation
contacts
promotion
A producer will use an intermediary when it believes that the intermediary can perform the function(s) more economically and efficiently than it can.
HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "content#content" Return to Contents
Types of Channels of Distribution
Consumer Channels
Channels for Consumer Products. Vertical dimensions, determined by the # in the channel.
Channel A:
Producer
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Consumer
IE door to door purchases, HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "classify" Unsought products IE Encyclopedias. Fruit picking orchards. Services often use direct channels since the service provider, in most cases, must be there to provide the service. Simplest method, not necessarily the most effective. Technological developments are making the direct channel more common:
TV Homeshopping
CDs
Catalogs, LL Bean etc.
HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "malls" Internet, WWW
When you can use the media of communication to effect exchange...1-800#s, Credit Cards etc.
Handout...Microsoft's Ali Baba Software-Selling Plan Has Rivals Boiling.
Discusses Microsoft's method of distributing its software directly from its Window's CD.
Channel B:
Producer
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Retailer
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Consumer
Large retailers, JC Penney, KMart, no discrepancy in quantity supplied and demanded. Popular for HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "classify" shopping products, clothing. Automobiles...cost of transportation and inventory is high.
Channel C:
Producer
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Wholesaler
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Retailer
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Consumer
Smaller retailers, widely distributed products, HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "classify" convenience products.
Channel D:
Producer
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Agent
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Wholesaler
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Retailer
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Consumer
Mass distribution, IE processed food; also when there are a number of small producers etc. May be the most efficient distribution channel for consumer products. Convenience products.
Horizontal dimensions, the # of channel members at the same level. IE Chevrolet much wider distribution than Rolls Royce.
Business to Business Channels
Channel E:
Producer
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Buyer
Very popular, especially for high cost items that need after sale support. Fewer customers clustered geographically. This is a more common structure than the direct channel in consumer markets.
Channel F:
Producer
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BB distributor
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Buyer
Distributor takes title. Used when there are many customers. IE consumable supplies etc.
Channel G:
Producer
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Agent
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Buyer
When a company does not have a marketing department or sales force, the agent performs those tasks.
Channel H:
Producer
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Agent
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Distributor
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Buyer
Used as above, with many customers, IE exporting. HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "content#content" Return to Contents
Multiple Marketing Channels
Dual Distribution Use several types of channels simultaneously, IE when you have consumer and business to business markets. Set up 2 or more Marketing channels to attract the same target market or different target markets. Using two or more channels to attract the same target market can lead to HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "conflict#conflict" channel conflict.
Handout...Time Warner to Launch...
This article discusses Time Warner developing additional distribution channels, adopting dual distribution. The idea is to find efficient ways to make your product available to your customers.
Record Stores
TV Shopping
Catalogs
Columbia House
It is very important however to avoid HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "conflict>channel conflict among the various channels.channel conflict among the various channels.
Sporting Goods Stores etc.
Single-line stores------> Specialty Retailers Foot Locker, Radio Shack...Category Killers...Borders Books, Toys R Us etc.
General merchandise stores Department stores Macy's, Strawbridge & Clothier etc. Competition from discount stores and specialty have put pressure on department stores. Some department stores are cutting services, offering basement discounts (competing with discount stores), others are remodelling and opening designer departments and boutiques (competing with specialty stores). Others increased services, IE restaurants. Leased departments, leased to entrepreneurs.
Supermarkets... Superfresh etc. Supermarkets are adding high turnover non-food items to offset low margins of food items. Added delis and hot pizza etc, in response to societal pressure (fast food). Also competition from convenience stores, 7-11 etc.
Hypermarkets...success in europe, not in US 40% food, 60% general merchandise WalMart (222,000 Square feet, $2.5m per week) moving more toward supercenters.
Supercenters...merchandise/groceries Wal Mart's projected high growth area of 1990s. Getting away from Hypermarkets. 80% of shoppers shop both sides of store. Use groceries to attract customers (traffice generaters), hoping they purchase high margin items.
Discount Stores...Wal-Mart, KMart Developed in the 1950s when the post war supply for goods caught up with the demand for goods. Departmentalized, volume retailers.
Off-price retailers... Buy manufacturers seconds, overruns, off seasons at a deep discount. TJ Maxx, Marshalls (317 stores, largest in the US). Discounted prices, fewer customer services. Inventory turned over 9- 12* per year (specialty retailer *3). Outlet malls-Reading VF outlet. Manufacturers that use Off-price retailing may alienate specialty retailers. Cannot advertise specific brands, but are advertising existence. Factory Outlets Dollar Discounts Offering more and more first run items, it is difficult for manufacturers to make enough "seconds" to fill these stores. Also starting to offer services, i.e. taking credit cards etc. It is not always the case anymore that you are guaranteed to get a better deal here than at a Department Store that has items on sale...especially if you consider the costs of accessing remote locations etc.
Warehouse/Wholesale Club... Members only selling operations combine cash & carry wholesaling with discount retailing. Pioneered by Price Club, now bought out by Cost Co. Wholesale Club. Largest, WalMart's Sam's Club, $6.6 bn. KMart's PACE
Variety Stores... Woolworths are transforming to specialty m e r c h a n t s , C h a m p s S p o r t i n g G o o d s , K i d s M a r t , L a d y F o o t l o c k e r , W o o l w o r t h E x p r e s s . V a r i e t y s t o r e s a r e b e c o m i n g l e s s p o p u l a r .
H Y P E R L I N K " h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l " \ l " c o n t e n t # c o n t e n t " R e t u r n t o C o n t e n t L i s t
╖Ё S e r v i c e P r i c e O r i e n t a t i o n ( L e v e l of Service)
1 Service oriented retailer strategy. 2 Slim Profit margins, discount retailers, off-price retailers, deep discounters.
High | Price Department Stores
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Discount Stores |
Factory Outlets |
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HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List
╖Ё W h e r e r e t a i l i n g t a k e s p l a c e
I n s t o r e v s . n o n s t o r e .
I n H o m e R e t a i l i n g , s e l l i n g v i a p e r s o n a l c o n t a c t s w i t h c u s t o m e r s i n t h e i r o w n h o m e . A v o n , E l e c t r o l u x , A m w a y , E n c y c l o p e d i a s . E i t h e r c o l d c a l l i n g , o r c a l l i n g o n a l e a d . C a n d e m o n s t r a t e t h e p r o d u c t . B e c o m ing less popular, moving more toward office party plan etc, since more dual earning families. Party plan-Tupperware
Telemarketing, direct selling of goods and services by phone, generate sales leads, increase customer service, raise funds for non-profit organizations, gather marketing data. $13.6 bn per year telemarketing. Successful when combined with other strategies. Long distance telephone companies.
Mail Order Retailing, sell by description. Compact discs. LL Bean. Eliminate personal selling and store operations. Appropriate for specialty products. Key is using customer databases to develop targeted catalogs that appeal to narrow target markets. $57.4 b sales Offers convenience (Place utility), no parking or long lines etc. Buy from anywhere, retailer has low rent, small sales staff and no shop lifting. Postal rates increased cost of delivery by 14%. Sears discontinued 100 year old "Big Book", $3 bn in sales. Why? Mass marketing not in vogue. Now Sears provides customer databases from 24 million CC users and partners (Hanover Direct) market specifically targeted catalogs. LL Bean ($992 million in 1 year) Lands End Eddie Bauer J. Crew
Automated Vending, less than 2% of retail sales. Most impersonal way of retailing. HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "classify" Convenience Products. High repair costs, restocking cost. Pizza. ATMs, Purnell's basement, Restrooms, gas stations. Price higher than in stores, consumers pay for convenience. Personal products, no human contact. Snapple new contract to sell its products through its own vending machine, developing another distribution channel ( HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "dual" dual distribution). Pressure on cigarette industry to stop marketing cigarettes through this channel, since it makes cigarettes available to those under 18.
Television shopping, QVC and Home Shopping Network. Total market currently worth $2 + bn per year, projected $25 bn by end of decade. Usually bargain products, but Saks 5th Avenue etc. are experimenting. Newer networks looking to create a "store" atmosphere, as opposed to a studio atmosphere, looking for more affluent customers. Use has plateaued due to:
Limited Cable Channel capacity
Waiting for improvements in technology, i.e. interactivity.
Also Infomercials (85% fail), increased sales 20% last year, to $900 million, used for direct sales (retailing) and increasing store sales (advertising). QVS and HSN developing Infomercial presence: Sell products through home shopping network (test marketability), create infomercials for the winners. Impulse (TV shopping) Court consumers (infomercials), will this strategy succeed?
Electronic Shopping Using computer on-line services Problems: Security of monetary transactions Who is the vendor? Prodigy Compuserve
WWW Extra Credit... HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "malls" internet shopping malls
HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List
Strategic Issues in Retailing
Consumer purchases are often the results of HYPERLINK "http://www.udel.edu/alex/chapt6.html" social influences and psychological factors. Need to create marketing strategies to increase store patronage.
Location:
Least flexible of strategic retailing issues and one of the most important. Need to consider:
cost
location of the target market
kinds of products being sold
availability of public transportation
customer characteristics
competitors location
relative ease of traffic flow, incl. pedestrian
parking and major thorough fares
complementary stores
Handout...All Decked Out, Stores...
Discusses the recent developments in retail location, stores moving back to urban areas. It talks about why stores are doing this, which stores are doing this and the implications of (re) locating down-town. HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List
Product Assortment:
Wide and shallow, deep and narrow? Look at merchandising policies.
Handout...Target `Micromarkets' its way to success...
Retail Positioning:
Competition is intense. Need to identify an undeserved market segment and service the segment distinguishing yourself from others in the minds of consumers, IE position as high price, high quality with many services, or reasonable quality at "everyday low prices".
Atmospherics:
Describes the physical elements in a store's design that appeals to consumers and encourages consumers to buy. Warm, fresh, functional exciting.
Exterior Atmospherics-store front, display windows, important to attract new customers. Surrounding businesses, look of the mall etc.
Interior Atmospherics-lighting, color, dressing room facilities etc
Displays enhance and provide customers with information. Need to determine the atmosphere that your target market seeks. HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List
Store Image:
Mental picture that a retailer tries to project to the consumer. To a consumer, it is a persons attitude towards a store. Need to project an image, a functional and psychological image in consumer's minds that is acceptable to the target market. Depends on the atmospherics, reputation, number of services offered, product mix, pricing etc.
FAO Schwartz "It is important to leave people with a memorable image of your store. At Disneyland, its Cinderellas castle. For us, its the clock." HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List
Relationship Marketing:
Handout...Department Stores target...
Importance of HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "relationship" relationship marketing in order to target your loyal customers.
Importance of Logistics
Handout...How Wal-Mart Outdid A Once Touted Kmart in Discount Store Race.
Discusses the issues that are related to the growth in Wal Mart, and the decline in Kmart. Specifically logistical issues, information technologies that managed inventory systems, location etc.
HYPERLINK "http://www.udel.edu/alex/chapt17.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 NotesChapter 18, Promotion Process, Sales Promotion and Publicity, Class Notes
Chapter 18, Content List
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "role#role" Role of Promotion
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "society#society" Promotion and Society
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "communication#communication" Promotion and Communication Process
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "mix#mix" Promotional Mix
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "advertising#advertising" Advertising Preview
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "selling#selling" Personal Selling Preview
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "sales#sales" Sales Promotion Preview
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "relations#relations" Publicity Preview
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "selecting#selecting" Selecting Promotional Tools
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "nature#nature" Nature of Sales Promotion
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "scope#scope" Scope and Importance of Sales Promotion
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "opportunities#opportunities" Sales Promotion: Opportunities and Limitations
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "methods#methods" Consumer Sales Promotion Techniques
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "trade#trade" Trade Sales Promotion Techniques
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "publicity#publicity" Publicity
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "compared#compared" Publicity and Advertising Compared
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "dealing#dealing" Dealing with unfavorable Publicity
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "limitations#limitations" Limitations of using Publicity
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Role of Promotion
Definition: To communicate with individuals, groups or organizations to directly or indirectly facilitate exchanges by informing and persuading one or more audiences to accept an organization's products.
-Companies must communicate with their customers, this communication should not be left to chance. Design communication to your specific target audience:
Target Market
Part of Target Market
Different stakeholders of your organization.
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Promotion and Society
Marketers need to coomunicate, therefore need a medium to facilitate communication. $235 bn predicted to be spent in 1994 on advertising WW $94 bn in US. Pay for media (1994)
TV $27.1b 1994
Newspapers $25b*1993
Radio $9.57 b 1993
Magazines $7.62 b 1993
Marketers need to communicate, therefore provide funds for Event Sponsorship
Handout...Projected surplus for 96 summer Olympics
no tax payer money needed to finance the games. Cost $1.54 bn, financed mostly by marketers wanting to use the Olympics as a medium to communicate to customers.
Employment sales people advertising agencies etc. HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Promotion and the Communication Process
Handout...Chrysler market Cirrus...
This article illustrates a number of elements in the communication process.
Nine elements to the communication process.
Sender Chrysler and Receiver Target Market (35-50yr aspire BMW/Lexus) are the major parties in the communication process. Message New Car, Cirrus, comfort of a Lexus and handling of a BMW for less money and the media TV, direct mail, Brooks Brothers etc are the major communication tools.
4 more major functions:
Encoding--putting thought into symbolic form. Advertising Agencies creating radio commercials, TV commercials, prepare direct mail pieces, sales pitch etc
Decoding--consumer interprets message. Understanding the target market's HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "perception" perception process is critical.
Response--reaction of the receiver buy or not to buy, take next step down HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "buyer" AIETA, go to the showroom etc.
Feedback--response communicated back to the sender 1-800 #s, increase in sales. Number of customers in show room etc. Better for Personal Selling, not advertising
Last element is Noise in the system, more noise with non-personal communication
Sender needs to know:
what audiences they want to reach
what responses they want.
how the target audience decodes messages
what media will effectively reach the target audience
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Promotional Mix
Organizations combine specific ingredients of the promotional mix to promote a particular product.
All promotionals tools (promotional mix):
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "introduction" Advertising
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "scope>Personal Selling
$25/mo = airmiles Frequent User cards are used to collect information for companies enabling them to better HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "micro" target their customers.
Point of Purchase Display:
Outside signs, window displays, counter pieces, display racks. 90% of retailers believe that point of purchase materials sell products.
Essential for product introductions. Also with 2/3 of purchasing decisions made in the store, they are important.
Free Samples:
Stimulate trial of product. Increase sales volume at the early stage of the HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "life" product life cycle and obtain desirable distribution. Most expensive sales promotion technique. Not appropriate for mature products and slow turnover products.
Handout...With Sampling there is too a free lunch
Discusses the pros and cons of free sampling.
Money Refunds/Rebates:
Submit proof of purchase and mail specific refund, usually need multiple purchase for refund. Helps promote trial use, due to the complexity of the refund, it has little impact. Customers have a poor perception of rebate offered products. Used extensively in the Auto and Computer industry.
Premium Items:
Offered free or at minimum cost as a bonus. Used to attract competitors customers, different sizes of established products. Gas stations give free glasses--basics buy!! McDonalds premium items are considered collectors items by some! Flintstones program last year with McDonalds. Burger King with the Lion King movie Last summer the following tie-in premium programs.
Casper with Pepsi, Pizza Hut, Choice Hotels
Congo with Taco Bell
Batman Forever with McDonalds, Kelloggs, Six Flags, Sears
Pocahontas with Chrysler, Nestle,General Mills, Burger King
Mighty Morphin with McDonalds
Cents-off Offer:
Strong incentive for trying a product-very similar to coupons, but are a part of the package.
Consumer Contests and Sweepstakes:
Consumers compete based on their analytical or creative skills. Must be accurate or you will anger customers/retailers. Sweepstakes are prohibited in some states.
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Trade Sales Promotion Techniques
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "push#push" Push Policy emphasizes promotions focused on the next intermediary. Trade Sales Promotion Techniques-stimulate wholesalers and retailers to carry products and to market them aggressively. Producers use sales promotion techniques to encourage resellers to carry their products and to promote them more effectively.
Allowances and Discounts:
Merchandise...reimburse for extra retail support, i.e. advertising, shelf space
Case...discount on cases ordered in specific period.
Finance...Paying for financial costs/losses associated with consumer sales promotions.
Cooperative Advertising:
Manufacturer agrees to pay a certain amount of retailers media.
Training of Sales Staff
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Publicity
At no charge (most of the time) Part of public relations, a broad set of communication activities used to create and maintain favorable relations between the organization and its publics:
customers
employees
stockholders
government officials
society in general
Need to cultivate effective media relations, and targeting publicity to key markets are viewed as the highest priorities.
Handout...Communicators Guide To Publicity
What is news? Planning Publicity Program Writing a news release Photographs Radio and TV News HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Publicity and Advertising compared
Publicity is primarily informative
Advertising is informative and persuasive
Publicity is more subdued
Publicity does not identify the sponsor
Publicity is free (??!)
Publicity is part of a program or print story and appears more objective
Publicity is not subject to repetition
Publicity is more credible
Little control over publicity
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Dealing with Unfavorable Publicity
Handout...The Right Moves Babes
Discusses how Pepsi dealt with the Syringe incident, using primarily publicity to overcome bad publicity.
Bad news receives much attention in the media. Need to deal with bad publicity. First, need to try to reduce the # of incidents that produce negative publicity (effective TQM etc.), use policies and procedures to cover negative publicity. Expedite coverage as opposed to blocking it. Avoid rumors and misinformation. HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List
Limitations of Using Publicity
Media must judge publicity to be news worthy, timely, interesting and accurate. Cannot control the content or timing. May delete the most important part. HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 NotesChapter 19, Class Notes
Content List
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "scope#scope" Scope and Importance of Advertising
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "nature#nature" Nature of Advertising
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "use#use" Use of Advertising
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "developing#developing" Developing an Advertising Campaign
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "identify#identify" Identify and Analyze the Advertising Target
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "objectives#objectives" Defining Objectives
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "determine#determine" Determine the Advertising Appropriation
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "create#create" Create the Advertising Message
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "media#media" Develop a Media Plan
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "execute#execute" Executing the Campaign
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "evaluate#evaluate" Evaluating the Effectiveness of the Campaign
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "who#who" Who Develops the Campaign
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "future#future" Advertising Future!!
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
Advertising definition: Paid form of non personal communication about an organization or its products that is transmitted to a target audience through a mass/broadcast medium.
HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "advertising" Advantages and disadvantages:
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Scope and Importance of Advertising
Advertisements are important for:
standardized products
products aimed at large markets
products that have easily communicated features
products low in price
products sold through independent channel members and/or are new.
Broadcast Ad spending is at an all time high due to heavy competition in the:
Computer industry
Telecommunications Industry
Auto Industry
Whenever severe competition between marketers, introducing new products etc. Even with evolution of direct marketing, and interactive media. HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Nature of Advertising
Used by many types of organizations including Churches, Universities, Civic groups and charities, politicians!!
Need to consider the following issues:
Does the product possess unique, important features to focus on HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "new" Unique Selling Point (USP)
Are the hidden qualities important to the buyers
Is the general demand trend for the product adequate
Is the market potential for the product adequate
Is the competitive environment favorable
Is the organization able and willing to spend the required money to launch an advertising campaign
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Use of Advertising
CLASSIC DISTINCTIONS
Promoting Products or Organizations
Institutional Advertising promotes organizations, images, ideas or political issues. IE Beer company sponsors responsible drinking to promote the company image. PHILIP MORRIS ADVERTISING
Product Advertising promotes goods and services.
Stimulating Primary and Selective Demand
First to introduce product needs to stimulate primary demand. Pioneer Advertising informs people about the product ( HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "introduction" introduction stage of the product life cycle). Do not emphasize the brand name.
Can also be used to stimulate the demand for a product group, IE Beef council.
For Selective demand, advertisers use Competitive advertising, brand uses, benefits not available with other brands. Can use comparative advertising, 1988 Trademark Law Revision Act, cannot misinterpret. American Express et al.
Handout...When Visa and American Express...
Deals with the competitive advertising between Visa and Amex
AT&T True Rewards...using new kind of math/use former MCI customers MCI Friends and Family...hammer advantages of friends FF..."Put It In Writing"... Sprint 10 cents a minute
Offsetting Competitors Advertising
Defensive advertising, offset to lessen the effect of competitors advertising. Used in fastfood industry, extremely competitive consumer products markets.
Making salespersons more effective
Tries to presell product to buyers by informing them of uses, features and benefits- encourage them to contact dealers etc. Cars...bring to retail store.
Increasing use of product
Consumer can consume only so much of a product, this limits absolute demand. May need to convince the market to use the product in more than one way.
Reminding and reinforcing customers
Reminder, need to keep company/product name at the forefront of consumers' minds in the competitive marketplace. Reinforcement prevents HYPERLINK "http://www.udel.edu/alex/chapt6.html" \l "dissonance" cognitive dissonance.
Reducing Sales fluctuations
Increase sales during slow periods will help increase production efficiency, IE advertising reduced prices of lawn mowers in the winter months (reduce inventory costs). Coupons for Pizza only Mon-Thurs.
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Developing an Advertising Campaign
Integrated marketing...incorporate w/ sales promotions, and other communications tools.
Video...development of an ad within a campaign
Designing a series of advertisements and placing them in various advertising media to reach a particular target market. Seven steps.
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Identify and Analyze the Advertising Target.
The group of people for which the advertisement is aimed at, may direct campaign at only a portion of the target market.
Research and analyze advertising targets to establish an information base for a campaign. Generally increase advertisers knowledge about their target--the more effective the campaign.
David Ogilvy Award focuses on rewarding research in advertising: 1994 finalists:
Nabisco's Oreo Cookie campaign, nostalgic feeling re: cookies, slogan "Unlock the magic!"....Winner!!
AT&T "You will campaign", customers did not feel AT&T was innovative
Goodyear, Aquatred ads, customer concerns were related to tires traction ability in the wet.
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Defining Objectives.
What the firm hopes to accomplish from the campaign, should be clear, precise and measurable, can help measure the success at the end of the campaign. Use a benchmark. At what stage are the target market in the HYPERLINK "http://www.udel.edu/alex/chapt18.html" \l "adoption" Product Adoption Process. What are the goals of the campaign...to increase purchases, to generate traffic in the retail store etc.
Demand oriented objectives vs. image oriented objectives Increase product/brand awareness Change consumer attitudes... HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "position" reposition product Increase customer knowledge of product features HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Determine the Advertising Appropriation
Total amount of money that a marketer allocates for advertising in a specific period.
Objective and Task Approach determine the objectives, then list the tasks needed to achieve the objectives.
Percent of Sales Approach Sales create marketing?! What happens when the products sales are declining.
Competition Matching Approach Other companies have different advertising objectives.
Arbitrary Approach determined by high level executives, Delaware MBA Program
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Creating an Advertising Message
A function of the product's features, uses and benefits. Must be aware of the characteristics of target market, different message to different target market. Dependant on objective of the campaign. Can use a Spokesperson. Celebrities 1993 ranked:
Cindy Crawford...Pepsi Cola, Revlon
Candice Bergen...Sprint (1/3 believe either AT&T or MCI ;)...don't want the personality to overwhelm the brand)
Bill Cosby...Jello
Sports:
Michael Jordon, 6th time in 7 years
Components of the advert:
Headline
Illustrations
SubHeadline
BodyCopy
Signature
Copy verbal portion of the advert. Includes all aspects except the illustrations. Attempts to move the reader through:
Awareness
Interest
Desire
Action
Headline--should attract readers attention, make readers want to read the copy. HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Developing a Media Plan
Sets forth the exact media vehicles to be used and dates and times of ads. Effectiveness of plan determines how many people in the advertiser's target will be exposed to the message. Need to select the media to be used and dates and times ads appear.
Primary goal--reach the highest # of people (within the advertiser's target) per $ spent. Achieve the appropriate message reach and frequency for the target audience while staying within the budget.
Various Media
TV Channels/programs, Baseball = male 18-49 Academy awards = female 18-49
Sponsor cable channels, Reebok with Cable Health Club "Reebok University"
Radio, Becoming more segmented, also allowed to own 2 FM stations in one area.
Magazines, Lead time considerations, also pass along rate, subscription plus news agent sales.
Newspapers, Local vs. national
Direct Mail, Evolution of Database marketing, able to narrowly target with DM.
Outdoor, Billboards Atlanta is most billboard per capita city, Transit...City Buses, Blimps...At Events
Placed-Based, Schools, also sponsor educational programs, Supermarkets, Health Clubs, Dining Halls. Intrusive..."Only go where you are wanted!!". Target market is known...not assumed.
Electronic, HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "sites" WWW, Compuserve et al.
Need to select general media, IE Newspapers, then subclass, IE Philadelphia Inquirer.
Look at location and demographics of advertisers target, use media that appeals to this group. Content of message to present affects the choice of media. Cost of media, use cost comparison indicator-within specific media (IE between two magazines), CPM "cost per thousand" for magazines. -cost, total cost; per reader/viewer cost -reach, #viewers/readers in the audience, print media includes circulation and pass on, more for magazines than newspapers -waste, portion of marketer's audience that are not in the target market -frequency, how often can the medium be used/changed, i.e., TV radio hourly, newspapers daily, Yellow pages yearly. -message performance, number of exposures each advertisement generates and how long it remains available to the audience; outdoor ads, many exposures/message, magazines retained for a long period of time. -clutter, # of advertisements contained in a single program/issue of a medium. TV ads moving to 15 secs. each is increasing clutter. Some moving to 2 minutes...or even 5, especially if there is a complex message...telecommunications...cars maybe!! Primetime:
CBS 13mins 52 secs of non programming time
ABC 13mins 24 secs
Daytime 8-19 mins
ESPN 13mins 28 secs
Discovery 15mins 20 secs
HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Executing the Campaign
Requires extensive planning and coordination. HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "agency" Advertising Agencies, production costs, research organizations, media firms, printers, photographers, and commercial artists etc. Detailed schedules are needed to insure everything is accomplished on time. (video) HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Evaluating the effectiveness of the campaign
Measure the achievement of the objectives, assessing the effectiveness of the copy etc., and the media.
Typical consumer is bombarded with about 300 advertising messages/day, 109,500 per year. 80% of people cannot remember a typical ad one day after seeing it. NEED CREATIVITY!?!? Pretests before campaign, use a consumer jury. During the campaign, "inquiries"-coupons numbered. Posttests after the campaign, use consumer surveys to measure the change in communication objectives, change in sales or market share. Cannot be precise due to the environment. Use recognition tests to determine the degree to which consumers recognize advertisements. Recall evaluation, consumers are asked what they have seen lately. Aided or unaided.
Handout...Loved the Ad. May (or May Not)...
Since there is no direct feedback loop, it is hard to determine the effectiveness of an advertising campaign. Many other factors effect sales.
Handout...Mercedes-Benz Tries Out Humor, Youth
TM = Younger consumers, need to be more approachable TV & Print Ads Example of Copy ...Dreams, Dreams are what drive us. But sometimes life is good...you get to drive your dream. Vehicles:
Monday Night Football
NYPD Blue
60 Minutes
Mad About You
Seinfeld
Handout...Lexus, Sales Skidding...
Budget = $50 million Changing market-place Less opportunities for Lexus Need to develop heritage National TV...Image Local TV...Competitive $s Magazines...Features, 12 page insert Direct Mail...current customers HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List
Who develops the advertising campaign?
HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "agency" Advertising Agencies receive 15% commission from media purchases, this can offset cost of using an agency.
Advertising Future!!
Handout...Fresh Alarm is Sent Over Interactive Age
Handout...Advertisers Anticipate Interactive Media...
Interactive media
READ USES AND BENEFITS SECTION FROM HYPERLINK "http://www.udel.edu/eileen/subject/internet/Demyst/2.7.html" DEMYSTIFYING THE INTERNET
Traditional media communication
Source-------------------Medium-----------------TM
^ |
| |
| |
| |
------------------Feedback-----------------------
Problems with this model include:
Feedback takes place outside the medium, therefore there is no direct feedback as to its effectiveness. Can attempt by using 1-800 #s etc., but not 100% accurate.
Company designs message to meet the assumed needs of its target market(s).
Interactive media communication
Source-----------------Medium-----------------Consumer
Advantages of this model include:
Direct feedback, can directly determine consumers response, can offer more information based on individual customer needs.
Individual consumer designs message based on his/her informational needs, around information provided by marketer.
Direct count of the number of consumers exposed to the message, and the effectiveness of the message content.
WWW is a working model for the future of interactive media. Extra credit assignment...access HYPERLINK "http://www.udel.edu/alex/wwwlinks.html" \l "sites" Sony's homepage, browse the information and HYPERLINK "mailto:alex@udel.edu" Email me what you learnt.
Future:
TV...Be able to query commercials with remote control to get more information, can develop into a retailing transaction.
Ads specific to your information needs will be delivered to you, based on your prior buyer behavior and query habits...not dependent on the programs you watch as is the case now. Therefore consumers watching same programs will receive different advertisements, advertisements will not be dependent on the programs, as they are now, but on the individual house holds passed buying behavior and needs!! HYPERLINK "http://www.udel.edu/alex/chapt19.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
Chapter 20, Personal Selling and Sales Management, Class Notes
Content List
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "scope#scope" Scope and Importance of Personal Selling
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "nature#nature" Nature of Personal Selling
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "type#type" Types of Sales People
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "element#element" Elements of the Personal Selling Process
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "prospecting#prospecting" Prospecting and Evaluating
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "preapproach#preapproach" Preapproach
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "approaching#approaching" Approaching the Customer
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "making#making" Making the Presentation
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "close#close" Closing the Sale
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "follow#follow" Following Up
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "management#management" Management of the Salesforce
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "establish#establish" Establishing Salesforce Objectives
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "organizing#organizing" Organizing the Salesforce
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "recruiting#recruiting" Recruiting and Selecting the Salesforce
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "training#training" Training the Salesforce
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "compensating#compensating" Compensating Sales People
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "motivating#motivating" Motivating Sales People
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Scope and Importance of Personal Selling
In the US, 14 million people are employed in sales positions, according to the department of labor. Sales personnel include stockbrokers, manufacturing sales representatives, real estate brokers etc. Most students in this class will have been employed as a sales person. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Nature of Personal Selling
Gives marketers:
The greatest freedom to adjust a message to satisfy customers informational needs, dynamic.
Most precision, enabling marketers to focus on most promising leads. vs. advertising, publicity and sales promotion
Give more information
Two way flow of information, interactivity.
Discover the strengths and weaknesses of new products and pass this information on to the marketing department.
Highest cost. Businesses spend more on personal selling than on any other form of promotional mix.
Goals range from
finding prospects
convincing prospects to buy
keeping customers satisfied--help them pass the word along.
HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Types of Sales Persons
Order Takers
Seek repeat sales, make certain that customers have sufficient product quantities where and when they need it. Do not require extensive sales effort. Arrange displays, restocks them, answer phone calls. Low compensation, little training required. High turnover of personnel. 2 types:
Inside Order Takers receive orders by mail/phone, sales person in a retail store.
Field Order Takers travel to customers. Use laptop computers to improve tracking of inventory and orders etc.
Order Getters
Sell to new customers and increase sales to present customers, sometimes called creative selling. Generate customer leads, provide information, persuading customers and closing sales. Required for high priced, complex and/or new products. High pressure, requires expensive, time consuming training.
Support Personnel
Facilitate the selling function. Primarily business to business products.
Missionary Salespeople Distribute information regarding new goods or services, describes attributes and leaves materials, does not close sales. Assist producers' customers in selling to their own customers. IE call on retailers and persuade them to carry the product. Pharmaceuticals may go to doctors offices and persuade them to carry their products.
Trade Salespeople May perform order taking function as well. Spend much time helping customers, especially retail stores, to promote the product. Restock the shelves, set up displays. Technical Salespersons Offer technical assistance to current customers. Usually trained engineers etc.
Service Salespeople interacts with customers after sale is complete.
Team selling...entire team of selling professionals in selling to and servicing major customers, especially when specialized knowledge is needed to satisfy different interests in customers' buying centers.
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Elements of the Personal Selling Process
No 2 salespersons use exactly the same sales method, but it is generally a seven step process:
Prospecting and Evaluating
Seek names of prospects through sales records, referrals etc., also responses to advertisements. Need to evaluate if the person is able (Undergraduate degree to attend a graduate program), willing and authorized to buy. Blind prospecting-rely on phone directory etc. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Preapproach (Preparing)
Review key decision makers esp. for business to business, but also family
assess credit histories
prepare sales presentations
identify product needs.
Helps present the presentation to meet the prospects needs.
Approaching the Customer
Manner in which the sales person contacts the potential customer. First impression of the sales person is Lasting and therefore important. Strive to develop a relationship rather than just push the product. Can be based on referrals, cold calling or repeat contact. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Making the Presentation
Need to attract and hold the prospects Attention to stimulate Interest and stir up Desire in the product so the potential customer takes the appropriate Action. AIDA Try to get the prospect to touch, hold or try the product. Must be able to change the presentation to meet the prospect needs. Three types of presentations:
Stimulus Response Format: Appropriate stimulus will initiate a buy decision, use one appeal after another hoping to hit the right button...Counter Clerk @ McDonald's "Would you like fries with your burger?"
Formula Selling Format: (Canned Sales Presentation) memorized, repetitive, given to all customers interested in a specific product. Good for inexperienced sales people. Better with heavily advertised items that are presold. Telemarketing a credit card!!
Need Satisfaction Format: Based on the principal that each customer has a different set of needs/desires., therefore the sales presentation should be adapted to the individual customer's needs, this is a key advantage of personal selling vs. advertising. Sales person asks questions first, then makes the presentation accordingly. Need to do homework, listen well and allow customers to talk etc. Must answer two types of questions:
for more information
overcome objections.
Overcoming Objections
Seek out objections and address them. Anticipate and counter them before the prospect can raise them. Try to avoid bringing up objections that the prospect would not have raised. Price objection is the most common Need to provide customers with reasons for the $s, build up the value before price is mentioned Must be convinced of price in own mind before you can sell to customer. Get budget info. on buyer before you try to sell, and must know what they want, must sell service on top of product HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "levels" augmented product--to create value!! Must know value of product, provide warranties etc.!! HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Closing
Ask prospect to buy product/products. Use trial closes, IE ask about financial terms, preferred method of delivery. 20% sales people generally close 80% sales., Avon, over 1/2 US $1.4 bn business from 17% of 415,000 SRs. Need to be prepared to close at any time. The following are popular closing techniques:
Trial Close (Minor decision close)
Assumptive close (Implied consent close)
Urgency close
Ask for the sale close
If prospect says no, they may just need more reasons to buy!! HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Following Up
Must follow up sale, determine if the order was delivered on time, installation OK etc. Also helps determine the prospects future needs. Accomplishes four objectives:
customer gain short term satisfaction
referrals are stimulated
in the long run, repurchase
prevent cognitive dissonance
Old school, sell and leave!!--Quickly before customer changes her mind!! Now:
Stay a few minutes after sale--reinforce, make them feel good, made wise choice, leave small gift (with co. name on it!!), call office at any time etc!!
Follow up, reinforce, know birthdays, new year etc, friendly correspondence...relationship building!!
Handout...Toyota Calling In Japan's Car Market
Half of cars are sold door-to-door. This is shrinking due to environmental changes. Toyota has more than 100,000 door-to-door sales people. Developing Long-term relationships is key, Keiretsu, do business with only those you know and trust. Face-to-face meetings before business to establish trust, the approach stage. Follow up is key to relationship: After sales:
call inquiring on car's immediate performance
hand written greeting cards
written invitations for low cost oil changes
Prospecting includes:
Driving schools for people to obtain licenses = prospects
Also referrals from existing customers is very important
Curtesy calls to clients who referred new customers.
Timing of presentation:
To housewife in the middle of the day
Just before 3 year "Shaken", following 2 years
"At first I had no intention of buying a new car, but Mr. Saito is very good at proposing reasons why I should change" = $1,600 shaken. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Management of Salesforce
Sales force is directly responsible for generating sales revenue. Eight general management areas:
Establish Salesforce objectives
Similar to other promotional objectives Demand oriented or image oriented. Major objective is persuasion, converting consumer interest into sales. Sales objectives; expected to accomplish within a certain period of time. Give direction and purpose and act as a standard for evaluation. Set for total salesforce and each individual salesperson. Can be $s, units sold, market share to achieve, for individual salespersons, also include ave. order size, ave. # of sales/time period, and ratio orders/calls. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Organizing the Salesforce
In-house vs. independent agents (manufacturer's sales agents).
Organize by:
Geography (simplest, but not suitable if product(s) are complex or customers require specialized knowledge)
Customer: Different buyers have different needs
Product: Specific knowledge re: products is needed
Size. Marginal analysis, or determine how many sales calls/year are needed for an organization to effectively serve its customers and divide this total by the average # of sales calls that a person makes annually. Also use subjective judgement. MBNA estimates how many calls to expect, one year in advance, and then determines the size of the salesforce at any given time.
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Recruiting and Selecting Salespeople
Need to establish a set of required qualifications before beginning to recruit. Prepare a job description that lists specific tasks the salesperson should perform and analyze traits of the successful salespeople within the organization. May use assessment centers--intense training environment that places candidates in realistic problem settings in which they give priorities to their activities, make and act on decisions. Recruitment should be a continual activity aimed at reaching the best applicants. Applicants that most match the demographics of the target market. Changing demographics, may be wise to hire hispanic sales people if your territory is in Florida!! HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Training Sales Personnel
Use formal programs, or Informal on-the-job training. Can be complex or simple. Training should focus on:
the company
products
selling techniques.
Aimed at new hires and experienced personnel. Can be held in the field, educational institutions or company facilities. Oldsmobile spent $25 million last year to teach its dealers how to better treat its customers. HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents
Compensating Sales People
To attract, motivate and retain sales people, that facilitate and encourage good treatment of the customers. Need to understand personalities of sales people. Strive for proper balance of freedom, income and incentives. Need to determine the best level of compensation required, and the best method of calculating it.
Straight salary
straight commission (selling insurance)--single percentage of sales or sliding rate
Combination plan
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Motivating Sales People
Need a systematic approach, must also satisfy non-financial needs:
Job security
Working Conditions
Opportunities to succeed
Sales contests increase sales. Symbolic awards--plaques, rings etc. Can also use negative motivational methods for under performers. Due to burn out--even the best need motivating!! Ongoing process...keep reps. hungry Need a motivational program. Spend time with reps, personal attention!! Take interest in them and the sales goals
Compensation packet that rewards quality salesmanship and extra effort
Recognition of extra effort of sales force
Make sure SR feel important
Keep SR informed of company activities
Make certain reps. believe in the company
Goals must be realistic and achievable and changeable
Determine what they want and give it to them
Controlling and Evaluating Salesforce performance
Rely on information from call reports, customer feedback and invoices. Performance is determined by objectives. May compare with predetermined performance standards or with other sales people working under similar conditions.
Handout Avon....
$4 billion business, relied solely on personal selling until recently, environmental changes have changed this...no longer is the wife expected to be at home...model is dual income earning parents with children in day care. Need to develop more efficient ways to reach customers. Salespeople earn pure commission, 10%...50% for top sellers (over $32,750) Strategies tried:
Avon Select. Direct mail catalog and toll free number, attract those that didn't know an "Avon Lady", or didn't want to deal with one. Also used national TV and print campaign in conjunction. Problems =
Salesperson creates confidence in the brand, delivering much more than advertising is able to do. When you take away the selling relationship, you're left with a brand that's relatively naked.
Key is not to undercut the field salesforce, similar to HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "multiple" dual distribution creating HYPERLINK "http://www.udel.edu/alex/chapt15.html" \l "conflict" channel conflict.
Mary Kay Corp has also tried this strategy but differently and more successfully:
Catalogs carry different merchandise
Forward commission to sales rep. in customer's area "Never have a grey area regarding competing with sales force."
Other demotivational concerns:
Restructured commissions
Dropped awards, trips and other incentives
Leadership Program. A Multi-level marketing (MLM) concept. Rewarded for products sold as well as people you recruit as a sales rep....by getting some of their commission and a portion of the commission of reps. they recruit etc. Created a hard sell environment and was consequently scrapped.
To remotivate: New CEO
Reinstate Birthday presents
Anniversary plates
Annual Pins
Phone Blitzs to indicate appreciation
"Gifts [and recognition] are part of the magic" HYPERLINK "http://www.udel.edu/alex/chapt20.html" \l "content#content" Return to Contents HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 NotesChapter 13 & 14 Class Notes
Content List
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "nature#nature" Nature of Pricing
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "importance#importance" Importance of Pricing
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "price#price" Price Competition
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "non#non" Non-Price Competition
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "factors#factors" Factors Affecting Pricing Decisions
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "objectives#objectives" Objectives
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "perceptions#perceptions" Buyers Perceptions Elasticity
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "costs#costs" Costs
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "break#break" Break-Even Analysis
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "marginal#marginal" Marginal Analysis
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "other#other" Other Marketing Mix Variables
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "demand#demand" Demand Oriented Pricing
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "oriented#oriented" Cost Oriented Pricing
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "competitive#competitive" Competitive Oriented Pricing
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "today#today" Selecting a Price Level in Today's Competitive Marketplace
HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "discounting#discounting" Price Discounting
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
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Nature of Pricing
Definition: Price is the value placed on what is exchanged. Something of value is exchanged for satisfaction and utility, includes tangible (functional) and intangible (prestige) factors. Can be a barter.
Buyers must determine if the utility gained from the exchange is worth the buying power that must be sacrificed. Price represents the value of a good/service among potential purchases and for ensuring competition among sellers in an open market economy.
Marketers need to understand the value consumers derive from a product and use this as a basis for pricing a product--must do this if we are customer oriented.
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Importance of Price to the Marketer
Often the only element the marketer can change quickly in response to demand shifts.
Relates directly to total revenue TR = Price * Qtty Profits = TR - TC -effects profit directly through price, and indirectly by effecting the qtty sold, and effects total costs through its impact on the qtty sold, (ie economies of scale)
Can use price symbolically, emphasize quality or bargain.
Deflationary pressures, consumers very price conscious.
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Price and Non Price Competition
Price Competition
Match, beat the price of the competition. To compete effectively, need to be the lowest cost producer. Must be willing and able to change the price frequently. Need to respond quickly and aggressively. Competitors can also respond quickly to your initiatives. Customers adopt brand switching to use the lowest priced brand. Sellers move along the demand curve by raising and lowering prices. Demand Curve
$|*
| *
| *
| *
| *
|-----------Qtty
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Non-Price Competition
Emphasize product features, service, quality etc. Can build customer loyalty towards the brand. Must be able to distinguish brand through unique product features. Customer must be able to perceive the differences in brands and view them as desirable. Should be difficult (impossible) for competitors to emulate the differences (PATENTS) Must promote the distinguishing features to create customer awareness. Price differences must be offset by the perceived benefits. Sellers shift the demand curve out to the right by stressing distinctive attributes (consumers must perceive and HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "new" desire particular attributes).
Handout...Bristish Airways
$|* *
| * *
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|-------------------Qtty
Handout...Mobil Bets Drivers Pick Cappucino...
Mobil is trying to distinguish its offering from other gas marketers, in order that it doesn't have to compete on price alone, which is the traditional way gas has been marketed. It identified 4 types of consumers that purchase gas in different ways etc.
Road Warriors 16%
True Blues 16%
Generation F3 27%
Homebodies 21%
Price Shoppers 20%
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Factors Affecting Pricing Decisions
There is considerable uncertainty regarding the reaction to price on the part of buyers, channel members, competitors etc. It is also important in market planning, analysis and sales forecasting.
Organizational and Marketing Objectives,
Need to be consistent with companies HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "goals" goals. IE exclusive retailer sets high prices. Also consistent with the marketing objectives for the year.
Types of Pricing Objectives
Profit, Satisfactory profit levels vs. profit maximization. Expressed in dollar amount or percent change from the previous period.
Market share, Pricing objectives used to increase or maintain market share.
Cash flow, recover cash as fast as possible, especially with products with short life cycles.
Status Quo, maintain market share, meeting competitors prices, achieving price stability or maintaining public image. Primarily for non price competition.
Survival, accept short term losses necessary for survival.
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Buyers Perceptions,
How important is price to the target market? Price sensitivity varies among market segments and across different products (ie necessary products vs. luxury) Need to know buyers acceptable range of prices and sensitivity towards price changes. Need to gauge Price Elasticity, a measure of the sensitivity of the demand to changes in prices. Percent change in quantity demanded relative to the percent change in price.
% change in Qtty demanded ------------------------- % change in price
We are now looking at the actual impact on demand as price varies. Elastic demand is more sensitive to price than inelastic demand. Elastic demand, greater than1 (-1) Inelastic demand, less than 1 (-1) Unitary demand, equal to 1 Always take the absolute values
Inelastic Demand
$|*
| *
| *
| *
| *
|-----------Qtty
$
Elastic Demand
$|*
| *
| *
| *
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|-----------Qtty
$
Type of demand that exists is based on:
Available substitutes
urgency of need
brand loyalty
TR = Price * Qtty If demand is elastic then change in price causes an opposite change in the total revenue. If demand is inelastic then change in price causes the same change in the total revenue. The less elastic the demand, the more beneficial it is for the seller to increase price.
Handout...Companies Finding Consumers resisting Price Boosts
Different examples of products that have elastic demand and inelastic demand. HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "content#content" Return to Content List
Costs,
In the long run, cannot survive by selling at or below cost. Need to take into account all costs, costs associated with product, with total product line etc.
Analysis of Demand, Cost and Profit Relationships
Need to set a price that covers all costs. Two methods:
HYPERLINK "http://turnpike/metro/tuvok/guide.html" \l "breakeven" Breakeven Analysis:
Break even point is where the cost of producing the product is equal to the revenue derived from selling the product.
Types of Cost: Fixed.....do not change with change in # units produced Variable..vary directly with the change in the # units produced
BEP = FC = FC
------------- -----------------------
per unit cont. to FC price - variable cost/unit
Need to determine the BE point for each of several prices. Focuses on what is needed to break even. HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "content#content" Return to Content List
Marginal Analysis:
What happens to the costs and revenues as production increases by one unit. This will determine at which point profit will be maximized. Need to distinguish between: Fixed Costs Average Fixed Costs, FC/units produced Variable Costs (materials labor etc.) Average Variable Cost, VC/Unit produced
Total Cost = (AFC+AVC)*QTTY
Marginal cost = the extra cost to the firm for producing one more unit. Marginal revenue = the extra revenue with the sale of one additional unit.
MR - MC tells us if it is profitable to produce one more unit. Profit maximization at MR = MC
To produce/sell more units than the point MR = MC the additional cost of producing one more unit is greater than the additional revenue from selling one more unit. At any point prior to MR = MC, MR will be greater than MC, therefore the additional revenue from selling one more unit will be greater than the additional cost of producing one more unit, therefore forgoing the opportunity to generate additional profits. Therefore MR = MC = Profit Maximization; assuming all products are sold.
Due to the environment it is difficult to predict costs and revenues etc. HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "content#content" Return to Content List
Other marketing Mix variables,
All marketing mix variables are interrelated. IE price determines the quality status. Determines the type of distribution (selective/intensive). Effects the margin for wholesalers and retailers. Type of promotion, use price (bargain).
Channel Member Expectations,
Expect to receive a profit for services performed. Need to keep distributors/retailers happy, avoid conflicts, use exclusive dealing, avoid discounters. May use price guarantees to assure wholesalers/retailers that the price they pay is the lowest available. Cooperation depends on the equitable distribution of costs and profits within the channel.
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Select an approximate price level
Demand Oriented Pricing:
Determined by the demand for the product. Determine the demand first, calculate the mark up needed for each channel member, then determine how much is available (cost ceiling) to produce the product. Need to estimate the amount of products demanded at each price level.
Demand - Minus pricing--determine final selling price and work backwards to compute costs. Used by firms that sell directly to consumers. Price decisions revolve around what people will pay. Determine the final selling price, mark-up required, then maximum acceptable/unit cost for production or buying a product.
Range of acceptable prices, used when firm believes that price is key factor in consumer decision making process. Price ceiling is the maximum the consumers will pay for a product. Need to understand the HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "elasticity#elasticity" elasticity of demand.
Use Yield Management Pricing-right mix price-quantity to generate highest revenue--airlines. Price manages demand!
Types of policies:
Price Skimming Charge highest price possible that buyers who most desire the product will pay. Generate much needed initial cash flow, cover high R&D costs. Esp. good for limited capacity introductions. Attract market segment more interested in quality, status, uniqueness etc. Good if competition can be minimized by other means, IE, brand loyalty, patent, high barriers to entry etc. Consumers demand must be inelastic.
Penetration Pricing Price reduced compared to competitors to penetrate into markets to increase sales. Less flexible, more difficult to raise prices than it is to lower them. May use it to follow price skimming. Good as a barrier to entry. Appropriate when the demand is elastic. Use if there is an increase in economies of scale through increased demand.
Odd-even pricing, end prices with a certain number, $99.95 sounds cheaper than $100., may tell friends that it is $99. Customers like to receive change, since change is given, then the transaction must be recorded. Consumers may perceive that a lot of time taken considering the price, and it is set as low as possible. Even prices are more unusual than odd prices. Even prices for upscale goods.
Price bundling, Offer a product, options, and customer service for one total price. Prevalent in the BB market, include installation etc. May unbundle price, ie, breakdown prices and allow customers to decide what they want to purchase. Fast food industry.
Prestige Pricing, when price is used as a measure of quality.
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Cost oriented pricing:
$ amount or % added to cost. Need to know the desired margins etc. Easy to administer.
Cost-plus pricing Cost calculated then a % added. Costs, overhead may be difficult to determine. Establish the # of units to produce, calculate the fixed and variable costs and add a predetermined cost-popular with rapid inflation. Profit is stated as a % of costs, not sales, price not established through consumer demand, little incentive to hold down costs. Adjustments for rising costs are poorly conceived. Good when consumers are price HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "elastic#elastic" inelastic and the firm has control over prices. Good for establishing a floor price, for which you can't charge less.
Mark-up pricing, Common among retailers. May vary from one product category to another depending on turnover rates. Reduces prices to a routine. Stated as a % of costs or selling price.
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Competitive Oriented Pricing:
Considers competitors prices primarily. Especially with products that are homogeneous. Can chose to be below, at or above competitors prices. Better position for estimating pricing if marketers know what competitors are charging. IE employ competitive shopping, purchase pricing, call up. Sometimes very difficult to determine, esp. in the resellers market. How will competitors respond to an adjustment in price. What is the market structure? Oligopoly--Marlboro's Black Monday Perfect competition--buyers will only pay the market determined price. Is the competitive environment Market controlled, Company controlled or Government controlled price environment? Policies consistent w/ competition oriented:
Customary prices, priced on the basis of tradition, ie, candy bar was 5c for a longtime, mf. change the size before they change the price, alter other MM variables before pricing. Wrigley's Gum only varied price 5 times, 10-15, 15-20, 20-25, 25-30, and 30-35
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Selecting a Price level in today's marketplace:
Price resistance from consumers. Age of disinflation due to:
Overcapacity
Global competition...US most competitive in the world
slow growth
Increased unemployment
Therefore need to rethink all aspects of business. Price has been restored as the economic arbiter: How the marketplace truly values goods and services No cloak of inflation to disguise mgt. decision errors "When you have inflation, it covers alot of sins."
Strategies:
Redesign products for ease and speed of manufacture
Strip away costly features customers don't want
Reduce rebates/discounts for everyday low prices
Forge closer links with customers ( HYPERLINK "http://www.udel.edu/alex/chapt10.html" \l "relationship" relationship marketing)
Accelerate new product development
Invest in information technology
Reduce bureaucratic layers
"Management challenge of the '90s is to reduce costs and increase perceived value of the product"
Cannot let the internal processes determine price, price MUST determine process.
Traditional view of pricing = add up costs, overruns and acceptable profit margin. Now...set target price (what the customer is willing to pay), determine acceptable level of profit, intermediary costs, then determine allowable costs of production. "Back into price from the customers perspective"
Must accelerate product development, since costs and demand patterns will shift over time. Cars' development cycle was 5-6 yrs, now less than 3 = Neon.
Compaq "Design to price", built computers costing 60% less. Price target from marketing, profit margin goal from management, team then determines what the costs must be. Prolinea and Contura Notebook were developed in less than 8 months.
Alternative:
Value added strategy...Non Price competition. Feature that is truly valued by the consumer, no one else has, you have a monopoly of feature...but customers are less willing to over pay for feature...perceived quality of all products has risen, making this strategy very difficult.
Strip down product to bear minimum...Southwest Airlines
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Determine A Specific Price
A pricing method will yield a certain price, that price will likely need refining.
One-Price vs. Flexible Pricing Policy
Price Discounting (off list prices)
Trade, given by a producer to an intermediary for performing certain functions (in terms of % off list prices)
Quantity, due to economies of purchasing large qttys. Pass cost savings on to the buyer. There are five areas of cost savings, reduced per selling costs, fixed costs decline or remain the same, lower costs from the suppliers of raw materials, longer production runs means no increase in holding costs, shift storage, financing, risk taking functions to the buyer. Can cumulative/non cumulative.
Cash, for prompt payment, 2/10 net 30, means 2% discount allowed if payment is made within 10 days, entire balance is due within 30 days, no discount, after that interest will be charged.
Seasonal, purchase out of season
Allowances, trade in allowances, price reductions granted for turning in a used item when purchasing a new one-to achieve desired goal. Popular in the aircraft industry. Also promotional allowances, price reduction in return for dealers promotional efforts. HYPERLINK "http://www.udel.edu/alex/chapt13.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 NotesChapter 24, Service Marketing
Content List
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "introduction#introduction" Introduction
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "use#use" Use of Marketing by Service Firms
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "special#special" Special Considerations for Service Marketing
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "intangibility#intangibility" Intangibility
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "inconsistency#inconsistency" Inconsistency
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "inseparability#inseparability" Inseparability
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "inventory#inventory" Inventory
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "extent#extent" Extent of Services in the Economy
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "illustration#illustration" Illustration of Service Marketing
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "non#non" Non-Profit Marketing
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "profit#profit" Non-Profit Vs. Profit Marketing
Please Email HYPERLINK "mailto:alex@udel.edu" alex@udel.edu any comments
HYPERLINK "http://www.udel.edu/alex/sylla.html" Return to Syllabus
HYPERLINK "http://www.udel.edu/alex/index.html" Return to Homepage
Introduction
Definition: A service is an intangible product involving a deed, performance, or an effort that cannot be physically possessed. Dominant component is intangible.
Includes rental of goods, alteration and repair of goods owned by customers, and personal services. Major differences between goods and services are:
Intangibility
Inventory--over/under booking restaurant capacity
Inseparability--of production and consumption
Inconsistency/Consistency
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
The use of marketing by service firms
Has been limited to:
Many service firms stress technical expertise, therefore have lagged in their use of marketing.
Many service firms are small, marketing expertise cannot be hired.
Strict licensing/legal restrictions limit competition and need for marketing.
Service associations have prohibited marketing.......Lawyers until 1977; when the US Supreme court struck down such prohibitions as against freedom of speech...Jacoby & Meyers et al.
High esteem of professionals, do not need marketing. A number of professionals have a dislike for marketing and a lack of understanding.
Use of marketing is likely to increase rapidly in the near future....due to competition etc.
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Special Considerations for Service Marketing
Must consider how the intangible/inventory/inseparable/inconsistency component effect the service.
Intangibility
Prior to purchase, much service promotion must rely on performance attributes which can only be measured after a purchase experience (tangible goods have search qualities). Also professional services have credence qualities. Need to use promotion to help customers perceive a service as highly tangibility.
develop tangible representation of the service, ie credit card serves as the physical product with own image and benefits. Make advertising easier. Airlines use an aircraft. Travellers umbrella.
develop a brand image--seek out U Haul as opposed to a truck service
HYPERLINK "http://www.udel.edu/alex/chapt12.html" \l "importance" Handout...AMC Article
cite 3rd party endorsements...need endorsements from those that have experienced the service.
word of mouth very important due to intangibility.
offer discounts and free samples/service to customers who encourage friends to come.
offer tangible benefits in sales promotions, must be consistent with customers needs/wants
establish a clear HYPERLINK "http://www.udel.edu/alex/chapt11.html" \l "position" product position, ie 24 hour outside service for repair of industrial equipment.
Intangibility also presents pricing problems. How should an auto mechanic charge for his/her services? Visibility of the service may be a problem. Although a problem may have been fixed, you don't understand why (CAR). Need to explain the time needed for repair, and functions that were performed if you want the repair to be more tangible. Psychological role of price is magnified since customers must rely on price as the sole indicator of service quality when other quality indicators are absent. HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Inventory
Services cannot be stockpiled. Need to avoid excess unsatisfied demand and excess capacity leading to unproductive use of resources.
Handout...Bikers Give Ski Resort Summer Lift
Discusses the seasonal demand patterns of ski resorts, and what ski resorts are doing to develop demand for their service in the summer months. To resolve inventory issues:
market services to segments with different demand patterns
market new services having counter cyclical demand patterns from existing services
market new services to compliment existing services
market service extras at non-peak times
market new services not affected by existing capacity constraints
train personnel to do multiple tasks
hire PT employees during peak hours
educate consumers to use service at non peak hours
offer incentive, ie. reduce price at non peak times, this will not work in all instances, ie, travel at non peak hours.
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Inconsistency
Lawn care service cannot mow a lawn precisely the same way each time, but need to make the service as efficient and consistent as possible.
Remedy--use technology to help make the service provider more consistent...or replace workers with technology :)
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Inseparability
Leads to direct (short) channels of distribution. In some cases it is possible to use intermediaries, travel agents, ATMs etc.
Close provider-customer relationship--employee interpersonal skills very important. "relationship managers", quality of relationships determines the probability of continued interchange with those parties in the future.
Customers may become loyal to a particular employee as opposed to the company, prevalent in the advertising industry. Therefore must make sure that multiple employees are capable of performing the same tasks.
CAA...Michael Ovitz...Coke?
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
The extent of services in the economy
US is the worlds first service economy. More than 75% of the workforce in the private sector is employed in the service industry. Accounts for more than $3bn in output and contribute 60% of GNP. 60% of services are consumed by the final consumer.
The increase in the service sector is a result of LT growth in the US economy deriving demand for additional services
Travel
Financial services
Entertainment
Personal care etc.
Dual income families need for convenience. Increase in health awareness. HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Illustration of Service Marketing
Marriot Hotels: (discussed when reviewing HYPERLINK "http://www.udel.edu/alex/chapt9.html" \l "multi" market segmentation) Offer different services for different segments of their target market. Great attention paid to product positioning. Rely on research, publicity, TV advertising, use of well conceived slogans and greater personal attention to consumers. Quick resolution to customer problems--overbooking, long customer lines, unresponsiveness, discourteous staff. Hotels now offer alternative accommodations for over booking, computerized check out systems, express check outs, serving free drinks, provide baggage handling etc.
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Non Profit Marketing
Definition: Conducted by organizations and individuals that operate in the public interest or that foster a cause and do not seek financial profits.
Involve organizations-Charitable groups, Unions, Universities etc. Involve people-political candidates etc. Involve places-resorts, convention centers Involve ideas-stop smoking as well as goods and services
Perform exchanges but not necessarily monetary (votes). Price is not necessarily a reflection of the costs or values. HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List
Non Profit vs. Profit Oriented Marketing
Similar in many respects. Some basic differences include:
Combination of goals, ie, raise $250,000 from government grants, increase client usage, find cure for disease, change public attitudes, and raise $750,000 from private investors. Goals also include number of clients to be served, amount of service rendered and quality of service provided.
Social marketing
Pricing may be fixed (zoo) or variable (fundraising), also significant is the opportunity cost of volunteers
May rely on infrequent fundraising efforts to generate funds as opposed to day to day revenue stream
Successful program may lose money if goods are provided at less than cost
Objectives can be complex since success or failure cannot be measured in financial terms
Usually 3 constituents (3 distinct target markets)-Clients, Donors and Volunteers, need to develop a HYPERLINK "http://www.udel.edu/alex/chapt1.html" \l "mix" marketing mix for each HYPERLINK "http://www.udel.edu/alex/chapt2.html" \l "target" target market
Many times, beneficiaries are not the contributors and vis a versa. The owner is not the beneficiary, as in business marketing
May need to serve target market that is unprofitable to serve, Amtrack, Postal service
Legal advantages, tax deductible contributions, exemptions from sales and real estate taxes, reduced postal rates.
Primarily ideas and services as opposed to goods. Need to define what is being provided, ie., Peace Corpse, vocational training, health services, nutritional assistance and community development, also international cooperation and US foreign policy.
Very flat channels, non-business marketer to client.
Rely on personal selling (volunteer recruiting) and advertising, sponsor ship, Public service announcements
Examples:
Handout...Buy a Brand New Pumper Truck
Ideas to generate revenue in order to afford a new truck....need to be very innovative since there are many non-profit organizations competing for donors' contributions.
Handout...These Cards List Stats
Marketing to the improve image of the police in the local community by offering baseball type police cards.
HYPERLINK "http://www.udel.edu/alex/chapt24.html" \l "content#content" Return to Content List HYPERLINK "http://www.udel.edu/alex/chapt1.html" Go to Chapter 1 Notes HYPERLINK "http://www.udel.edu/alex/chapt2.html" Go to Chapter 2 Notes HYPERLINK "http://www.udel.edu/alex/chapt3.html" Go to Chapter 3 Notes HYPERLINK "http://www.udel.edu/alex/chapt6.html" Go to Chapter 6 Notes HYPERLINK "http://www.udel.edu/alex/chapt9.html" Go to Chapter 9 Notes HYPERLINK "http://www.udel.edu/alex/chapt8.html" Go to Chapter 8 Notes HYPERLINK "http://www.udel.edu/alex/chapt10.html" Go to Chapter 10 Notes HYPERLINK "http://www.udel.edu/alex/chapt11.html" Go to Chapter 11 Notes HYPERLINK "http://www.udel.edu/alex/chapt12.html" Go to Chapter 12 Notes HYPERLINK "http://www.udel.edu/alex/chapt15.html" Go to Chapter 15 Notes HYPERLINK "http://www.udel.edu/alex/chapt17.html" Go to Chapter 17 Notes HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
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& F дd дd [$\$gd╚x· gd╚x· gd╚x· Iy Jy [y \y ^y _y вy гy ╖y ╕y ║y ╗y z z z z z z hz iz {z |z | !| f| g| w| x| Б| В| ╜| ╛| ╦| ╠| ╧| ╨| } } 1} 2} ч А └Д (Е ┼З ╫З xЙ yЙ ┬Й ├Й ┌Й █Й ▌Й ▐Й К !К .К /К YК ZК oК pК ЖК ЗК ЯК аК @Л FЛ dЛ kЛ wЛ xЛ ┴Л ┬Л ╘Л ╒Л ўёўэўэўёўэўэўёўэўэўёўэт█т╥тэт█т╥тэўэўёўэ╔э┐э█эўэўёўэўэўёўэ█э█э█э█э█э█эўэўёў h╚x· 5Б6Б\Б]Б h▐h─ h╚x· CJ h╚x· 0J 6Б]Б h╚x· 6Б]Б j h╚x· 6БU]Бh╚x·
h╚x· 0J j h╚x· U KК{ ╧| 4} N} т} д~ ч А ЬА $Б QБ VБ aБ lБ zБ НБ ШБ ыБ В UВ ПВ ╚В ┌В · · ї Ё · · · ы Ё · · ▄ ▄ ▄ ▄ ▄ ▄ Ё · ═ ═ ═ ═
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· gd╚x· gd╚x· gd╚x· gd╚x· ┌В °В (Г SГ ╞Г ▀Г Д {Д *Е МЕ ╧Е З ┼З xЙ ▌Й 0К YК oК ЖК ЯК │К ╫Л щЛ Ё Ё Ё ы ▄ ▄ ▄ ▄ ▄ ▄ ы ╫ ╫ ╫ ╥ ы ├ ├ ├ ├ ы ╥
& F дd дd [$\$gd╚x· gd╚x· gd╚x·
& F дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x· щЛ М еО ║О +П ЩП ЯП йП ╡П ┬П ╬П 3Р FР WР ЙР ╦Р С GС _С ГС "Т ИТ · ї Ё ї ы ы ▄ ▄ ▄ ▄ ї Ё ї ═ ═ ═ ═ ═ ╚ ї ╣
& F дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· gd╚x· gd╚x· gd╚x· gd╚x· ╒Л ┼М ╚М lН nН яН ЁН #О $О >О ?О @О AО КО ЛО вО гО ЩП ЭП ЯП аП йП кП ╡П ╢П ┬П ├П ╬П ╧П Р Р 0Р 1Р "Т #Т dТ eТ ЕТ ЖТ ╜Т ╛Т Т У
У У У У NУ OУ iУ jУ ШУ жУ ЙФ ЫФ √Ф Х )Х OХ MЦ NЦ sЦ tЦ КЦ ЛЦ иЦ йЦ ЄЦ єЦ
Ч Ч
Ш Ш PШ QШ aШ bШ ПШ РШ ╦Ш ╠Ш №ї№ї№э№эчэ№э№эчэ№ї№ї№ї№ї№ї№э№эчэ№э№эчэ№э№эчэ№э№эчэ№ї№ї№ї№р№э№эчэ№э№эчэ№╒ї╒╠╒№╒ї╒ h╚x· 0J 6Б]Б j h╚x· 6БU]Б h╚x· 5Б\Б
h╚x· 0J j h╚x· U h╚x· 6Б]Б h╚x· PИТ ОТ ШТ ╕Т ╜Т У lУ ШУ эУ $Ф VФ ЙФ √Ф |Х УХ ┤Х Х Ц 'Ц <Ц Ё Ё Ё Ё с с ▄ ═ ╛ ╛ ╛ ═ ═ ╣ ╣ ▄ к к к
& F дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· <Ц MЦ
Ч !Ч ;Ч EЧ LЧ wЧ ╧Ч ЁЩ Ъ Ъ 'Ъ HЪ `Ъ sЪ ЙЪ лЪ ╒Ы `Э wЭ Ё ы ц ы ╫ ╫ ╫ ы ╥ ╥ ├ ├ ├ ├ ├ ├ ├ ┤ ┤ ├
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x· gd╚x· gd╚x·
& F дd дd [$\$gd╚x· ╠Ш ┘Ш ┌Ш лЪ ╕Ъ ▀Ы рЫ Ь Ь )Ь *Ь pЮ qЮ ║Ю ╗Ю ╥Ю ╙Ю \а ]а жа за ╛а ┐а └а ┴а єа Їа б
б б б >б ?б Tб Uб Vб Wб Йб Кб Яб аб бб вб ╘б ╒б ъб ыб ьб эб в в 5в 6в 7в 8в jв kв Ав Бв Вв Гв ╢в ╖в ═в ╬в ╧в ╨в г г г г г г Pг Qг gг hг iг jг Эг Юг ┤г ╡г ╢г ўьшсшьсьўьш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш┘ш┘╙┘ш
h╚x· 0J j h╚x· U h╚x· 6Б]Б h╚x· j h╚x· 6БU]Бh╚x· 0J 6Б]БSwЭ СЭ ╒Ю ыЮ Ще ┤е ж sж ╟ж 'з Кз чз Mи ╣и й ~й ╠й к \к iк к Sл mн ▐н Ё ы ц с ц ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ц ы ═ ═ ═ gd╚x·
& F дd дd [$\$gd╚x· gd╚x· gd╚x· gd╚x·
& F дd дd [$\$gd╚x· ╢г ╖г ъг ыг д д д д 7д 8д Nд Oд Pд Qд Дд Ед Ыд Ьд Эд Юд ╤д ╥д шд щд ъд ыд е е 5е 6е 7е 8е kе lе Ве Ге ┤е ╡е ж ж ж ж ж ж `ж aж pж qж sж tж ╖ж ╕ж ─ж ┼ж ╟ж ╚ж з з $з %з 'з (з uз vз Зз Из Кз Лз ╘з ╒з фз хз чз шз 7и 8и Jи Kи Mи Nи би ви ╢и ╖и ╣и ║и й й й й й й ]й ^й {й ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэ
h╚x· 0J h╚x· j h╚x· U ^{й |й ~й Дй Лй Мй ой пй ╝й ╜й ╠й ═й ■й й к к к к Fк Gк Yк Zк bм cм мм нм ┬м ├м рм см (н )н /н 0н }о ~о ░о ▒о ║о ╗о ▌п ▐п '░ (░ 0░ 1░ ?░ @░ Л░ М░ Х░ Ц░ Ш░ Щ░ ▄░ ▌░ т░ у░ х░ ц░ 3▒ 4▒ >▒ ?▒ A▒ B▒ Л▒ М▒ Ф▒ Х▒ Ч▒ Ш▒ ч▒ ш▒ є▒ Ї▒ Ў▒ ў▒ J▓ K▓ U▓ V▓ X▓ Y▓ а▓ б▓ и▓ й▓ л▓ м▓ є▓ Ї▓ ўєьєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєўцўєўєў
h╚x· 0J h╚x· 6Б]Б h╚x· j h╚x· U [▐н ┐о ─п ▌п 3░ ?░ Ш░ х░ A▒ Ч▒ Ў▒ X▓ л▓
│ │ Ў│ ┤ З┤ ф┤ Ў┤ ╡ · · ї ц ц ╫ ╫ ╫ ц ц ц ц ╥ ї ╥ · ├ ├ ├ ║ Д╨^Д╨gd╚x·
& F! дd дd [$\$gd╚x· gd╚x·
& F дd дd [$\$gd╚x·
& F дd дd [$\$gd╚x· gd╚x· gd╚x· Ї▓
│ │ Т╖ У╖ ╙╖ ╘╖ ю╖ я╖ %║ Д║ Е║ Ж║ ═║ ╬║ ф║ х║ o└ p└ ╖└ ╕└ ╬└ ╧└ Д╚ Е╚ ╠╚ ═╚ у╚ ф╚ ╘╩ ╒╩ ╦ ╦ 3╦ 4╦ Z╬ _╬ z╬ Д╬ л╬ ╕╬ ╥╧ ╙╧ ╨ ╨ 1╨ 2╨ c╤ k╤ ї╥ ■╥ ╖╘ ╧╘ ┼╒ ╪╒ n╓ o╓ ╢╓ ╖╓ ═╓ ╬╓ ╔┌ ╩┌ █ █ (█ )█ ~█ █ ╞█ ╟█ ▌█ ▐█ Ж▌ З▌ ╬▌ ╧▌ х▌ ц▌ ч▌ ш▌ ▐ ▐ 0▐ 1▐ 2▐ 3▐ e▐ f▐ {▐ |▐ }▐ ·ЄюЄюЄ·ЄючюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄючючючюЄюЄ·ЄючючючючюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·Єю h╚x· 6Б]Б h╚x· j h╚x· U
h╚x· 0J [ ╡ *╢ Б╢ ░╢ y╖ c╕ П╕ ╣ %║ ч║ ╗ ╗ ш╝ ╜ ╛ Т╛ ╡╛ ┼┐ └ o└ ╤└ ъ└ !┴ є ф █ є ╓ ╤ ╓ ╠ ╠ ╟ ╓ ╠ ╤ ╓ ╠ ╤ ╓ ╠ ╠ ╠ ╟ ╓ gd╚x· gd╚x· gd╚x· gd╚x· Д╨^Д╨gd╚x·
& F! дd дd [$\$gd╚x· Д╨[$\$^Д╨gd╚x· !┴ -┴ B┴ P┴ З┴ ╘┴ G┬ Д┬ м┬ ┘┬ ¤├ ┼ h┼ ║┼ ╞ a╞ З╟ Д╚ ц╚ °╚ A╔ Ё Ё Ё ы ▄ ▄ ▄ ▄ ╙ ╟ ╛ ▄ ▄ ▄ ▄ ▄ ▄ ы ╣ ы gd╚x· Д╨^Д╨gd╚x· Д╨[$\$^Д╨gd╚x· Д╨^Д╨gd╚x·
& F# дd дd [$\$gd╚x· gd╚x·
& F" дd дd [$\$gd╚x· A╔ P╔ ]╔ j╔ {╔ е╔ ╒╔ $╩ c╩ ╘╩ 6╦ F╦ ]╦ i╦ t╦ А╦ К╦ J╬ h╬ Н╬ ┴╬ 9╧ Ё Ё Ё Ё ы ▄ ▄ ▄ ▄ ы ╫ ы ╚ ╚ ╚ ╚ ы ╣ ╣ ╣ ы
& F' дd дd [$\$gd╚x·
& F& дd дd [$\$gd╚x· gd╚x·
& F% дd дd [$\$gd╚x· gd╚x·
& F$ дd дd [$\$gd╚x· 9╧ P╧ ╥╧ 4╨ G╨ q╨ Щ╨ J╤ c╤ ї╥ ╘ I╘ ╖╘ ┼╒ n╓ ╨╓ х╓ ╗╫ ╪ ╥╪ Ё Ё ы ц ы с ы ▄ ═ ═ ─ ╕ ═ ═ ы ц ы й й
& F* дd дd [$\$gd╚x· Д╨[$\$^Д╨gd╚x· Д╨^Д╨gd╚x·
& F) дd дd [$\$gd╚x· gd╚x· gd╚x· gd╚x· gd╚x·
& F( дd дd [$\$gd╚x· ╥╪ ┘ #┘ -┘ I┘ А┘ г┘ ш┘ ┘ +█ 2█ =█ O█ W█ f█ ~█ р█ °█ !▄ Т▄ с▄ Ё Ё Ё Ё ы ▄ ▄ ▄ ы ╫ ы ╚ ╚ ╚ ╚ ы ╫ ы ╣ ╣
& F- дd дd [$\$gd╚x·
& F, дd дd [$\$gd╚x· gd╚x·
& F+ дd дd [$\$gd╚x· gd╚x·
& F* дd дd [$\$gd╚x· с▄ ▌ Ж▌ ?с aс ╚с 5т Ят !у wу ▄у ,ф zф ┬ф
х ,х ░х ┼х ўх #ц Ў ъ х р ╤ ╤ ╤ ╤ ┬ ┬ ┬ ╤ ╤ ╤ р ╜ ╕ й й
& F/ дd дd [$\$gdлrЪ gdлrЪ gdлrЪ
& F. дd дd [$\$gdлrЪ
& F. дd дd [$\$gdлrЪ gdлrЪ gdлrЪ Д╨[$\$^Д╨gd╚x· Д╨^Д╨gd╚x· }▐ ~▐ ░▐ ▒▐ ╞▐ ╟▐ ╚▐ ╔▐ √▐ №▐ ▀ ▀ ▀ ▀ F▀ G▀ \▀ ]▀ ^▀ _▀ С▀ Т▀ з▀ и▀ й▀ к▀ ▌▀ ▐▀ Ї▀ ї▀ Ў▀ ў▀ *р +р Aр Bр Cр Dр wр xр Ор Пр Рр Ср ─р ┼р █р ▄р ▌р ▐р с с (с )с aс bс гс дс ┼с ╞с ╚с ╔с т т 2т 3т 5т 6т yт zт Ьт Эт Ят ат эт ют у у !у "у kу lу tу uу wу xу ╦у ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўщсщс█сщсщс█сщсщс█сщсщс█сщсщс█сщсщ
hлrЪ 0J j hлrЪ UhлrЪ
h╚x· 0J h╚x· j h╚x· U V╦у ╠у ┘у ┌у ▄у ▌у "ф #ф )ф *ф ,ф 2ф 9ф :ф \ф ]ф jф kф zф {ф мф нф ┐ф └ф ┬ф ├ф Їф їф х х \ч ]ч Шч Щч жч зч tш uш ╛ш ┐ш ╓ш ╫ш 6ъ Iъ ┬ы ╘ы ▄ь ць Tэ nэ <я Mя ея ня ·я Ё >Ё RЁ тё уё ,Є -Є DЄ EЄ 4· 5· ~· · Ц· Ч· .√ /√ x√ y√ Б√ В√ Д√ Е√ ╪√ ┘√ ўёўэўэўёўэцэўэўёўэўэўёўэўэўёўэ█ц█╥█эўэўёўэцэцэцэцэцэцэцэ╚эўэўёўэўэўёўэўэўёўэўэў hлrЪ 5Б6Б\Б]Б hлrЪ 0J 6Б]Б j hлrЪ 6БU]Б hлrЪ 6Б]Б hлrЪ
hлrЪ 0J j hлrЪ U O#ц Iц ╚ц !ч "ш tш ┘ш ш #ъ 6ъ ┬ы ╪ы Єы Нь щь э &э 3э @э Ё ы ▄ ▄ ▄ ы ╫ ы ╥ ├ ├ ┤ ┤ и Я ┤ ┤ ┤ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ
& F1 дd дd [$\$gdлrЪ
& F1 дd дd [$\$gdлrЪ gdлrЪ gdлrЪ
& F0 дd дd [$\$gdлrЪ gdлrЪ
& F/ дd дd [$\$gdлrЪ @э Tэ <я ея ·я ё +ё GЄ iЄ ЯЄ є оє NЇ ]Ї jЇ yЇ йЇ Ої зЎ 8° Ё с с с с ▄ ╫ ╥ ╫ ├ ├ ╫ ┤ ┤ ┤ ╫ е е е
& F4 дd дd [$\$gdлrЪ
& F3 дd дd [$\$gdлrЪ
& F2 дd дd [$\$gdлrЪ gdлrЪ gdлrЪ gdлrЪ
& F1 дd дd [$\$gdлrЪ
& F1 дd дd [$\$gdлrЪ 8° `° 4· Щ· ╒· .√ Д√ щ√ 9№ ¤ ¤ ╪¤ ■¤ O■ ┤■ ╩■ ъ■ Ї■ " Ё ы ц с ы ╥ ╥ ╥ ы с ы ═ ы ц с ы ┼ ╣ к
& F6 дd дd [$\$gdлrЪ Д╨[$\$^Д╨gdлrЪ
& F6 gdлrЪ gdлrЪ
& F5 дd дd [$\$gdлrЪ gdлrЪ gdлrЪ gdлrЪ
& F4 дd дd [$\$gdлrЪ ┘√ ц√ ч√ щ√ ъ√ /№ 0№ 6№ 7№ в№ г№ ь№ э№ ¤ ¤ O■ P■ Щ■ Ъ■ ▒■ ▓■ ъ № ш ї ы ¤ Ю ▓ $ F O Е
Н
| } ╢ ╖ ┌ █ √ № , - Х Ц ▀ р ў ° г д щ ъ Ў ў ╫" ш" ├# ╘# щ# №# b- . . . b. c. z. {. |. }. п. ░. ┼. ╞. ╟. ╚. ·. √. / / / / E/ F/ [/ ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄючючючючючючючючюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄючючючючюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ· hлrЪ 6Б]Б hлrЪ j hлrЪ U
hлrЪ 0J [" * > F Z ╦ ы ╖ ─ ы Ю f ╤ ё g
~ Д Е
Ё Ё Ё Ё ф █ ф ╙ ф ╩ ╩ ╩ ╩ ╩ █ ф ╙ ф ╩ ╩ ╩ ╩ ╙ Д╨^Д╨gdлrЪ
& F6 gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ
& F6 дd дd [$\$gdлrЪ з w С - К Й ▀ а я ¤ Ч д ┤ ┼ ╙ с Ё √
) 9 K є ъ с є ъ ъ ъ ъ ъ ┘ є ╩ ╩ ╩ ╩ ╩ ╩ ╩ ╩ ╩ ╩ ╩ ╩
& F6 дd дd [$\$gdлrЪ
& F6 gdлrЪ Д╨^Д╨gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ K ├ М a E · С г Ш ╙ ё ы ; s а ] л є ъ т є ъ ъ ┘ ╘ ╧ ╘ ╟ є ъ ╟ є ъ ╕ ╕ ╕ ╕ ╕
& F7 дd дd [$\$gdлrЪ
& F7 gdлrЪ gdлrЪ gdлrЪ Д╨^Д╨gdлrЪ
& F6 gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ л 0 X } е у ? П ▓ ╬ 7 б! ┤! :" ├# N$ % "% ╓% G& Ц& є& є ф ф ф ф ф ф ф ф ф ф █ є ╙ є ╩ ╩ ╩ ╙ є ╩ ф ф Д╨^Д╨gdлrЪ
& F7 gdлrЪ Д╨^Д╨gdлrЪ
& F7 дd дd [$\$gdлrЪ Д╨[$\$^Д╨gdлrЪ є& =' Ы' ╨'
( -( Ы( 8) ║) ╘) i* ░+ ▄+ 2, |, ж, ║, Ї, - b- . @3 Ё Ё Ё Ё Ё ф █ █ ╙ ф █ ╩ ф █ █ Ё Ё ф █ ┼ └ gdлrЪ gdлrЪ Д╨^Д╨gdлrЪ
& F7 gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ
& F7 дd дd [$\$gdлrЪ [/ \/ ]/ ^/ Р/ С/ ж/ з/ и/ й/ █/ ▄/ ё/ Є/ є/ Ї/ &0 '0 <0 =0 >0 ?0 r0 s0 Й0 К0 Л0 М0 ┐0 └0 ╓0 ╫0 ╪0 ┘0 1
1 #1 $1 %1 &1 Y1 Z1 p1 q1 r1 s1 ж1 з1 ╜1 ╛1 ┐1 └1 є1 Ї1
2 2 2
2 @2 A2 W2 X2 Y2 Z2 Н2 О2 д2 е2 ж2 з2 ┌2 █2 ё2 Є2 є2 Ї2 '3 (3 >3 ?3 @3 A3 B3 u3 v3 М3 Н3 ўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєщсщс█с
h╚x· 0J j h╚x· Uh╚x·
hлrЪ 0J hлrЪ j hлrЪ U VН3 О3 П3 ┬3 ├3 ┘3 ┌3 █3 ▄3 4 4 &4 '4 (4 )4 \4 ]4 s4 t4 u4 v4 й4 к4 └4 ┴4 ∙4 ·4 ;5 <5 M5 N5 P5 Q5 Ю5 Я5 ┬5 ├5 ┼5 ╞5 6 6 +6 ,6 .6 /6 И6 Й6 в6 г6 е6 ж6 ы6 ь6 7 7 7 7 _7 `7 v7 w7 y7 z7 ╜7 ╛7 ╙7 ╘7 ╓7 ╫7 8 !8 :8 ;8 =8 >8 З8 И8 в8 г8 е8 л8 ▓8 │8 ╒8 ╓8 №Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇътът▄тътът▄тътът▄тътът▄тътът▄тътът▄тътът▄тътът▄тътът▄тъ╒ътът hлrЪ 6Б]Б
hлrЪ 0J j hлrЪ UhлrЪ
h╚x· 0J j h╚x· Uh╚x· T@3 ╫4 ∙4 P5 ┼5 .6 е6 7 y7 ╓7 =8 е8 є8 ;9 Г9 Х9 ┴: ╘: ; 4; <; V; t; · ї ц ц ц ц ц ц ц ц ц ц ц ц ї с ▄ ═ ═ ╛ ╛ ╛
& F9 дd дd [$\$gdлrЪ
& F9 дd дd [$\$gdлrЪ gdлrЪ gdлrЪ
& F8 дd дd [$\$gdлrЪ gdлrЪ gdлrЪ ╓8 у8 ф8 є8 Ї8 %9 &9 89 99 ;9 <9 m9 n9 А9 Б9 r: s: │: ┤: ╝: ╜: ╘: ▄: ; -; V; X; f< Е< Ж< З< ╨< ╤< у< ф< ╚= ╔= > > %> &> ? ? x? И? ·? @ °@ ∙@ BA CA UA VA HE IE ТE УE еE жE ·G √G DH EH WH XH ЙL КL ╙L ╘L цL чL nO oO ХO ЦO мO нO яP ЁP 7Q 8Q DQ EQ ═S ╬S
T T T T 1U 2U {U ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄючючючючюЄюЄ·ЄюЄюЄ·ЄючючючюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄю hлrЪ 6Б]Б hлrЪ j hлrЪ U
hлrЪ 0J [t; Э; ╓; ф; ы; №; < < )< ;< K< ^< f< ц<
= A= \= u= З= Х= е= · ї ц ц ц ї ╫ ╫ ╫ ╫ ╫ ╫ ї ╥ ї ├ ├ ┤ ┤ ┤
& F< дd дd [$\$gdлrЪ
& F< дd дd [$\$gdлrЪ gdлrЪ
& F; дd дd [$\$gdлrЪ
& F: дd дd [$\$gdлrЪ gdлrЪ gdлrЪ е= ╚= (> T> ? x? ┘? с? ш? Ё? ·? °@ XA mA ЯA ╠A ЗB ЯB │B ▌B C Ё ы ц ы ╫ ╫ ╚ ╚ ╚ ╚ ╫ ы ц ц ы ├ ├ ┤ ┤ ┤
& F> дd дd [$\$gdлrЪ gdлrЪ
& F= дd дd [$\$gdлrЪ
& F= дd дd [$\$gdлrЪ gdлrЪ gdлrЪ
& F< дd дd [$\$gdлrЪ C 7C D ╫D "E иE ╞E ╢F .G ╠G ZH rH ШH ЩH ╕H ╥H №H )I SI АI кI ─I ╙I єI Ё ы ц ц ц с ы ц ц ц с ы ▄ ▄ ▄ ▄ ▄ ▄ ▄ ▄ ▄ ы ═
& F? дd дd [$\$gdлrЪ gdлrЪ gdлrЪ gdлrЪ gdлrЪ
& F> дd дd [$\$gdлrЪ єI +J qJ АJ ЮJ эJ ║K 4L щL M ╦M ╠M ═M эM N JN uN зN ╥N O /O JO eO ░O Ё Ё ы ▄ ▄ ▄ ы ╫ ╥ ы ═ ═ ═ ═ ═ ═ ═ ═ ═ ═ ═ ═ ы gdлrЪ gdлrЪ gdлrЪ
& F@ дd дd [$\$gdлrЪ gdлrЪ
& F? дd дd [$\$gdлrЪ ░O ┘O ·O P FP UP xP ▓P IQ бQ ╚Q ╫Q
R вR S ZS ЪS лS ╜S ╔S ╡T Ё Ё Ё Ё ы ▄ ▄ ▄ ▄ ▄ ы ═ ═ ═ ╚ ы ╣ ╣ ╣ ы
& FD дd дd [$\$gdлrЪ gdлrЪ
& FC дd дd [$\$gdлrЪ
& FB дd дd [$\$gdлrЪ gdлrЪ
& FA дd дd [$\$gdлrЪ {U |U ОU ПU їW ]X $Y %Y nY oY БY ВY [[ f[ с] ф] °] ^ д_ ▒_ m` Д` ├a ╥a b b сc тc +d ,d >d ?d @d Ad sd td Йd Кd Лd Мd ╛d ┐d ╘d ╒d ╓d ╫d e
e e e !e "e Te Ue je ke le me Яe аe ╡e ╢e ╖e ╕e ъe ыe f f f f 6f 7f Mf Nf Of Pf Гf Дf Ъf Ыf ┐f └f g g g g !g "g ig jg Дg Еg ўёўэцэўэўёўэцэцэцэцэцэцэцэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёў hлrЪ 6Б]Б hлrЪ
hлrЪ 0J j hлrЪ U [╡T СU ▓U ╬U %V jV вV #W 9W FW TW qW ^X ЛX ╤X $Y ДY │Y
Z ШZ '[ · ї Ё с с с с ╥ ╥ ╥ ╥ ╞ ╜ ╞ с Ё ї Ё о о
& FF дd дd [$\$gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ
& FE дd дd [$\$gdлrЪ
& FE дd дd [$\$gdлrЪ gdлrЪ gdлrЪ gdлrЪ '[ [[ \ C\ ] 8] w] к] °] Г^ О^ н^ ╘^ _ @_ j_ д_ щ_ ` m` Уa ├a · ы т ╓ т ╓ т ╓ ы ═ ╛ ╛ ╛ ╓ т ╓ ы т ╓ ы ╣ gdлrЪ
& FG дd дd [$\$gdлrЪ Д╨^Д╨gdлrЪ Д╨[$\$^Д╨gdлrЪ Д╨^Д╨gdлrЪ
& FG дd дd [$\$gdлrЪ gdлrЪ ├a b ыb }c Шc ▓f ┐f !g Зg Ўg [h ├h i ri ╩i ╘ G╘ H╘ р╒ с╒ -╓ .╓ =╓ >╓ @╓ A╓ В╓ Г╓ Х╓ Ц╓ m╫ n╫ ╢╫ ╖╫ ═╫ ╬╫ Э╪ Ю╪ ┌╪ █╪ ▐╪ ▀╪ ┌ ┌ J┌ K┌ c┌ d┌ к█ л█ є█ Ї█
▄ №ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№ч№ч№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№Їю hЮ=╩ 6Б]Б
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ [Ш╓ ╔╓ 8╫ m╫ ╨╫ ╪╫ ┘ 1┘ и┘ ▀┘
▄ 2▄ <▄ Z▄ '▐ 6▐ f▐ ╔▐ ╥▐ d▀ ы▀ гр щр Ў ъ х р █ х ╓ х ╓ х █ ╬ Ў ъ ╬ ъ х █ х р ┐ ┐
& FV дd дd [$\$gdЮ=╩
& FU gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
▄ ▄ f▐ g▐ п▐ ░▐ ╞▐ ╟▐ ▐▐ ▀▐ ▀ ▀ %▀ &▀ ы▀ ї▀ гр нр щр °р с *с сс ъс Bт Cт Лт Мт вт гт ┐ф └ф ф х х х ч ч 4ч 5ч }ч ~ч Фч Хч юч ш ╡щ ╧щ ь ь uь vь ╛ь ┐ь ╒ь ╓ь я
я Uя Vя lя mя ў iў ▐ў фў · · Q· R· h· i· Ё ё 9 : P Q ~ ╟ ╚ ▐ ▀ ўєўєўэўєт█т╥тє█є█є█є█є█єўєўэўєўєўэўє█єўєўэўє█є█є█єўєўэўєўєўэўє█є█єўєўэўєўєўэўєўєўэў hЮ=╩ 0J 6Б]Б hЮ=╩ 6Б]Б j hЮ=╩ 6БU]Б
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U Sщр с сс Bт ет ║т тт ьт &у 9у eу ╩у √у Qф \ф Нф х kх Ех ^ц Эц ┐ц ■ц Ё Ё Ё ы ц ы с ╥ ╥ ╥ ╥ ╥ ╥ с ├ ├ ├ ├ ├ ├ ├ ├
& FX дd дd [$\$gdЮ=╩
& FW дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FV дd дd [$\$gdЮ=╩ ■ц 4ч Чч ╔ч юч їш ╡щ ы #ы ь uь ╪ь э !э я oя я Хя °Ё ё ╩Є Xє ¤є dЇ йЇ ╨Ї Ё ы ц с ы ▄ ▄ ▄ ▄ ▄ ▄ ц с ы ▄ с ╫ ы ╫ ы ▄ ▄ ▄ с ы gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FX дd дd [$\$gdЮ=╩ ╨Ї ї ї 9ї \ї uї ╠ї ■ї +Ў [Ў ГЎ ЫЎ kў Уў B° t° К° ∙ "∙ · k· В· б· Ё Ё Ё Ё Ё ы ц ╫ ╫ ╫ ╫ ы ╥ ы ц ├ ├ ╛ ы ц ╥ ы gdЮ=╩
& F[ дd дd [$\$gdЮ=╩ gdЮ=╩
& FZ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& FY дd дd [$\$gdЮ=╩ б· р· √ √ G√ r√ ╘√ 4№ y№ ╜№ 0¤ S¤ p■ Q Ё S f с є И є И Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё ч █ ╓ ╤ ╤ ╠ ╓ ╟ ╓ ╕ ╕
& F] дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& F\ дd дd [$\$gdЮ=╩ ▀ И Ь є И Э ╠ х ╬ ╧ . / ! a b e f п ░ ° ∙ ( ) h i o p ╣ ║ ∙ · T U k l ╫ ╪ ! 7 8 X Y o p { | ─ ┼ █ ▄ ╚ ╔
! " Г Д ╠ ═ у ф √ № ; < E F | } ╗ №ї№ї№ї№ї№э№эчэ№э№эчэ№э№эчэ№▄ї▄╙▄№э№эчэ№э№эчэ№э№эчэ№э№эчэ№э№эчэ№э№эчэ№э№эчэ№▄ї▄╙▄№э№ hЮ=╩ 0J 6Б]Б j hЮ=╩ 6БU]Б
hЮ=╩ 0J j hЮ=╩ U hЮ=╩ 6Б]Б hЮ=╩ SИ ╠ Л ╦ ╬ 1 A ╝ h п { o
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& F^ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& F] дd дd [$\$gdЮ=╩ Н ╙
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& F` дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& F_ дd дd [$\$gdЮ=╩ gdЮ=╩ ▐ ч = y Ц ╖ % \ Г ц я . @ г И Ё ] ╞ 5 ░ · ы ы ы ы ы ы ы ы ц с · ▄ · ═ ═ ═ ═ ═ ═ ═ ═ ═
& Fb дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fa дd дd [$\$gdЮ=╩ gdЮ=╩ ╗ ╝ ╓ ╫ ╪ ┘ ! " 8 9 : ; m n Г Д Е Ж ╕ ╣ ╬ ╧ ╨ ╤ N O d e f g Щ Ъ п ░ ▒ ▓ ф х · √ № ¤ 0 1 G H I J } ~ Ф Х Ц Ч ╩ ╦ с т у ф . / 0 1 d e { | } ~ ▒ ▓ ╚ ╔ ╩ ╦ ■ @ A У Ф а б г ўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэhЮ=╩
hЮ=╩ 0J j hЮ=╩ U ^г д ° ∙ i j Е Ж И Й ╦ ╠ э ю Ё ё ; < Z [ ] ^ к л ├ ─ ╞ ╟
2 3 5 6 М Н н о ░ ▒ √ № d e u v x y ┼ ╞ ш щ ы ё ° ∙ ! ! )! *! 9! :! k! l! ~! ! Б! В! │! ┤! ╞! ╟! :" Q" ╘" ь" =& >& Ж& З& Щ& Ъ& ┴' ╤' ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєцєўєўэўєўєўэўєўєўэўєцєцєўєўэўєц hЮ=╩ 6Б]Б
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U [ x ы 9! Б! ╔! ╓! 8" ╘" p# Ц# ╧#
$ G$ ╩$ u% П% ч% =& Ь& ╜& 1' P' Ё Ё Ё Ё Ё ы ц с с ▄ ═ ═ ═ ═ ц с ╛ ╛ ц ы ц с
& Fd дd дd [$\$gdЮ=╩
& Fc дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fb дd дd [$\$gdЮ=╩ ╤' A( O( b( ~( 1+ <+ ╠, ╥, s- t- ╝- ╜- ╧- ╨- }. Г. ┤. ╣. Г0 О0 ю1 Г2 Е2 Ж2 ╬2 ╧2 с2 т2 ╧3 ╨3 4 4 #4 $4 m5 n5 н5 о5 ╗5 ╝5 v7 w7 ╕7 ╣7 ╩7 ╦7 ▒8 ▓8 є8 Ї8 9
9 ╪= ┘= !> "> 4> 5> S> d> {? |? ╞? ╟? ╪? ┘? A A ▀A рA ЄA єA jC kC ЮC ЯC иC йC ЄC єC ;D S> █? ■? └@ ╧@ ▄@ ц@ Ў@ їA · · · · · · · · · · · · · · · ї Ё ї ы ї ▄ ▄ ▄ ▄ ї
& Fg дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ їA B nB лC ЄC QD vD їE F 3F KF lF ЖF ·F G ИG ▄G H SH АH сH .I · ї Ё Ё Ё · ї · ї ш ▄ ш ▄ ╫ ї ╚ ╣ ╣ ╣ ╣ ╚
& Fi дd дd [$\$gdЮ=╩
& Fi дd дd [$\$gdЮ=╩ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& Fh gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ ND OD ЦE ЧE ▀E рE ЄE єE 3F KF lF ЖF ИG аG сH I K K РP СP ┘P ┌P ьP эP CU QU ╢U ─U 6[ 7[ [ А[ Т[ У[ ╤^ ╥^ _ _ &_ '_ ш_ щ_ 1` 2` D` E` х` ц` #a $a 8a 9a ыa b ║b ╠b _c sc sd зd ўd °d 9e :e Ne Oe [i \i Эi Юi ░i ▒i l l Yl Zl fl gl ol pl пl ░l ╢l ╖l ўєўєўэўєцєцєцєцєцєўєўэўєцєцєўєўэўєўєўэўєўєўэўє█ц█╥█єцєцєцєцєўєўэўєўєўэўєўєўэўєўєўэў hЮ=╩ 0J 6Б]Б j hЮ=╩ 6БU]Б hЮ=╩ 6Б]Б
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U S.I ИI ?J ХJ ▄J яJ ЖK №K %L ┘L └M XN нN O .O ▒O
P РP яP
Q ═Q S (S Ё Ё Ё Ё ы ц с с ╥ ╥ ╥ ╥ ╥ ы ц ├ ├ ц ╛ ц с ы gdЮ=╩
& Fk дd дd [$\$gdЮ=╩
& Fj дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fi дd дd [$\$gdЮ=╩ (S шS єS ·S T T T 1T ;T DT ST dT TU _U iU tU |U ГU ЙU НU ТU бU мU ╢U GV · ї ц ц ц ц ц ц ц ц с · ї ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ·
& Fm дd дd [$\$gdЮ=╩ gdЮ=╩
& Fl дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ GV kV ЮV ╟V сV ёV ╠W ?Y xY 6[ к[ ╗[ 7] d] G` j` х` ыa ║b _c Сc d *d Ё Ё Ё Ё ы ц с ы ц с ▄ ц ы ц ▄ ц ═ ═ ═ ═ ц ┼
& Fp gdЮ=╩
& Fo дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fn дd дd [$\$gdЮ=╩ *d ▒f g №h i aj yj ┌l Дq Тq Ёq jr ┬r %s Лs яs ]t ┤t u qu ╘u (v Хv ¤v є ъ є т є т є ▌ ╪ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔ ╔
& Fq дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fp gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ ╖l ┌l █l #m $m 6m 7m 8m 9m km lm Бm Вm Гm Дm ╢m ╖m ╠m ═m ╬m ╧m n n n n n n Ln Mn bn cn dn en Чn Шn нn оn пn ░n тn уn °n ∙n ·n √n .o /o Eo Fo Go Ho {o |o Тo Уo Фo Хo ╚o ╔o ▀o рo сo тo p p ,p -p .p /p bp cp yp zp {p |p пp ░p ╞p ╟p ╚p ╔p №p ¤p q q q q Iq Jq `q aq Тq Уq ┘q ┌q №Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№Ї
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ ^┌q эq юq Ёq ёq Gr Hr gr hr jr kr нr оr ┐r └r ┬r ├r
s s "s #s %s &s ns os Иs Йs Лs Мs ╨s ╤s ьs эs яs Ёs М nМ tО ШП ЕТ BХ зЦ · ї · Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё · ї · с с с с с
& Fs дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ зЦ ╞Ц Ч ВШ Щ uЩ ╪Щ ЎЩ ╞Ъ ╨Ъ /Ы 5Ы TЫ rЫ ЩЫ │Ы ╔Ы ·Ы Ь 2Ь VЬ Ё Ё ф ╒ ╠ ╟ ┬ ╟ ╜ ╟ о о о о о о о о о ╜
& Ft дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨^Д╨gdЮ=╩
& Fs дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& Fs дd дd [$\$gdЮ=╩ &Э 'Э oЭ pЭ ЖЭ ЗЭ б б bб cб yб zб rг sг ╗г ╝г ╥г ╙г !д "д gд hд ~д д ╧е ╨е ж ж /ж 0ж 1ж 2ж dж eж zж {ж |ж }ж пж ░ж ┼ж ╞ж ╟ж ╚ж ·ж √ж з з з з Eз Fз [з \з ]з ^з Рз Сз жз зз из йз █з ▄з ёз Єз єз Їз 'и (и >и ?и @и Aи tи uи Ли Ми Ни Ои ┴и ┬и ╪и ┘и ┌и █и й й %й &й 'й (й [й \й rй ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэ
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U ^VЬ ЙЭ ЭЭ рЭ Ю *Ю 4Я BЯ ╘Я [а аа |б Йб ▀в ╒г эг д кд ┬д е ╧е їк ┘л Єл Jм мм · ї · ї ї · ї · Ё Ё Ё ї · Ё ї ї · ы ї · Ё ц ы ╫ ╫
& Fu дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ rй sй tй uй ий йй ┐й └й ┴й ┬й їй Ўй к
к к к Bк Cк Yк Zк [к \к Пк Рк жк зк ик йк ▄к ▌к єк Їк Ўк ўк *л +л Aл Bл Cл Dл wл xл Ол Пл Єл єл 5м 6м Gм Hм Jм Kм Ум Фм йм км мм нм н н %н &н (н )н iн jн yн zн |н }н ═н ╬н сн тн фн хн -о .о Fо Gо Iо Jо Оо По жо зо йо ко Ўо ўо п п п п Xп ўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўє
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U ^мм (н |н фн Iо йо п wп █п K░ ╥░ B▒ л▒ ▓ v▓ х▓ X│ ж│ ю│ 6┤ H┤ ╡ ░╡ ┐╡ ╓╡ Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё ы ц с ╥ ╥
& Fv дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fu дd дd [$\$gdЮ=╩ Xп Yп tп uп wп xп ╛п ┐п ╪п ┘п █п ▄п ░ !░ H░ I░ K░ L░ а░ б░ ╧░ ╨░ ╥░ ╙░ ▒ ▒ ?▒ @▒ B▒ C▒ З▒ И▒ и▒ й▒ л▒ м▒ °▒ ∙▒ ▓ ▓ ▓ ▓ P▓ Q▓ s▓ t▓ v▓ w▓ ┐▓ └▓ т▓ у▓ х▓ ц▓ 6│ 7│ U│ V│ X│ ^│ e│ f│ И│ Й│ Ц│ Ч│ ж│ з│ ╪│ ┘│ ы│ ь│ ю│ я│ ┤ !┤ 3┤ 4┤ ╢ ╢ M╢ N╢ d╢ e╢ ╖ $╖ ╣╖ ╩╖ {╕ Б╕ а╕ к╕ ўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэўэўёўэцэўэўёўэўэўёўэўэўёўэўэўёўэцэцэцэц hЮ=╩ 6Б]Б hЮ=╩
hЮ=╩ 0J j hЮ=╩ U [╓╡ ╢ g╢ }╢ ,╖ <╖ R╖ f╖ ~╖ ╦╖ ■╖ а╕ 5╣ ]╣ Б╣ ╬╣ ·╣ ╗ 5╗ ╤╗ А╝ +╜ ╧╜ Ё ы ц ы ╫ ╫ ╫ ╫ ы ╥ ы ═ ц ╥ ы ╥ ы ═ ╛ ╛ ╛ ╛
& Fx дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fw дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fv дd дd [$\$gdЮ=╩ к╕ ╥╕ ╙╕ ╣ ╣ 2╣ 3╣ ·╣ ║ ║ ║ t║ {║ ═║ ╥║ 5╗ =╗ ╤╗ ┘╗ ╝ ╝ ]╝ ^╝ p╝ q╝ А╝ И╝ ╩╝ ╦╝ ╜
╜ ╜ ╜ +╜ 3╜ ▀╜ ф╜ ╓╛ ╫╛ ┐ ┐ 6┐ 7┐ ╪┐ ┘┐ └ └ *└ +└ -└ .└ С└ Т└ б└ в└ д└ е└ ё└ Є└ √└ №└ d┴ e┴ н┴ о┴ ─┴ ┼┴ ╟┴ ╚┴
┬ ┬ ┬ ┬ W╞ X╞ а╞ б╞ ╖╞ ╕╞ ║╞ ╗╞ ∙╞ √╞ ╔ !╔ i╔ j╔ А╔ Б╔ Г╔ Д╔ ╨╔ №Ї№ЇюЇ№ч№ч№ч№ч№ч№ч№Ї№ЇюЇ№ч№Ї№ЇюЇ№ч№ч№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№Ї№Ї№ЇюЇ№Ї№ hЮ=╩ 6Б]Б
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ [╧╜ ╛ 7╛ Z╛ u╛ Я╛ ╓╛ 9┐ I┐ н┐ ╪┐ -└ д└ ■└ ╟┴ ┬ ┴┬ ╟┬ S├ ╙├ =─ i─ Э─ · ї ц ц ц ц · с · ї ╥ ╥ ╥ · ═ · ї ╛ ╛ ╛ ╛ ╛
& F{ дd дd [$\$gdЮ=╩ gdЮ=╩
& Fz дd дd [$\$gdЮ=╩ gdЮ=╩
& Fy дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ Э─ ╒─ █─ Z┼ Ч┼ ╛┼ ч┼ ╞ ║╞
╟ N╟ Й╟ ═╟ ╚ %╚ B╚ И╚ ╣╚ є╚ Г╔ ю╔ m╩ ж╦ Ё ы ▄ ▄ ▄ ▄ ▄ ы ╫ ы ╚ ╚ ╚ ╚ ╚ ╚ ╚ ╚ ы ╫ ы ├ gdЮ=╩
& F} дd дd [$\$gdЮ=╩ gdЮ=╩
& F| дd дd [$\$gdЮ=╩ gdЮ=╩
& F{ дd дd [$\$gdЮ=╩ ╨╔ ╥╔ C╦ D╦ М╦ Н╦ г╦ д╦ ж╦ з╦ э╦ я╦ ═ ═ Q═ R═ h═ i═ Б╬ В╬ ╟╬ ╚╬ ╘╬ ╒╬ ╓╬ ▄╬ )╧ *╧ i╧ j╧ p╧ q╧ r╧ z╧ д╧ е╧ ц╧ ч╧ я╧ Ё╧ ё╧ ў╧ )╨ *╨ j╨ k╨ r╨ s╨ Ш╨ Щ╨ ╓╨ ╫╨ с╨ т╨ [╤ _╤ й╥ ▓╥ ╦╥ ╨╥ Ў╥ ■╥ ?╙ I╙ ~╙ Г╙ б╙ й╙ P╘ T╘ ·╘ ■╘ ╓ ╓ K╓ L╓ b╓ c╓ ├╫ ─╫ ╪
╪ #╪ $╪ ўєўєўэўєўєўєўєўэўєўєўэўєцєўєўэўєцєўєўэўєцєўєўэўє█ц█╥█єцєцєцєцєцєцєцєцєцєўєўэўєўєўэў hЮ=╩ 0J 6Б]Б j hЮ=╩ 6БU]Б hЮ=╩ 6Б]Б
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U Sж╦ ╠ k═ З═ щ═ W╬ Б╬ )╧ д╧ )╨ А╨ Ш╨ [╤ С╤ Ш╥ й╥ ╦╥ Ў╥ ?╙ ~╙ б╙ ▐╙ '╘ · ї Ё ї с с ╥ ╥ ╥ ╥ с ╥ ╥ с ╔ ╥ ╥ ╥ ╥ ╥ ╥ ╜ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& F~ дd дd [$\$gdЮ=╩
& F~ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ '╘ P╘ ·╘ ╓ e╓ ╓ &╪ O╪ ╣╪ 1┘ u┘ |┘ н┘ р┘ ┌ S┌ М┌ я┌ █ ▄ x▄ ▐▄ ▌ V▌ Ё с с ╒ ╠ ╒ ╠ с с с ╒ с с с с с ╒ ╠ с с с с с Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& F~ дd дd [$\$gdЮ=╩
& F~ дd дd [$\$gdЮ=╩ $╪ а╪ д╪ М┌ Н┌ ╒┌ ╓┌ ь┌ э┌ q█ r█ ┤█ ╡█ ╣█ ║█ ╚█ ╔█ ▄ ▄ ▄ ▄ ь▐ э▐ 5▀ 6▀ L▀ M▀ ,т 0т `х dх ч ч @ч Aч Wч Xч ╠ш ═ш
щ щ щ щ ╪ю ┘ю !я "я 8я 9я \я ]я Яя ая ля мя GЄ HЄ РЄ СЄ зЄ иЄ ├Ї ─Ї ї
ї #ї $ї вЎ гЎ ыЎ ьЎ ў ў Ё° ё° 9∙ :∙ P∙ Q∙ ·
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hЮ=╩ 0J j hЮ=╩ U hЮ=╩ 6Б]Б hЮ=╩ [V▌ ▌ ╡▌ ┬▌ ю▌ 9▐ ▐ ь▐ O▀ g▀ Л▀ ю▀ ў▀ mр Лр ░т 9у оу ╛у ·у ф Ё Ё ф Ё Ё Ё Ё ф █ ╥ ф ╩ ╛ ╡ ╛ м м ╩ ╛ ╩ Да^ДаgdЮ=╩ Да^ДаgdЮ=╩ Да[$\$^ДаgdЮ=╩
& F~ gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& F~ дd дd [$\$gdЮ=╩ ф пф ╙х [ч vч ч rш Аш мщ ▐щ
ъ $ъ Hы Wы ╚ь їь э Fэ Гэ вэ │э ю 5ю ╪ю є ъ ъ т є ъ т є ┘ є т є т є ╩ ╩ ╩ ╩ ╩ т є т є
& F~ дd дd [$\$gdЮ=╩ Да^ДаgdЮ=╩
& F~ gdЮ=╩ Да^ДаgdЮ=╩ Да[$\$^ДаgdЮ=╩ ╪ю ;я \я ▄Ё ЎЁ Gё }ё ╒ё юё /Є GЄ кЄ ┤Є qє |є Зє Хє лє ┐є :Ї eЇ є ъ є т ╙ ╙ ╙ т ╟ т є ╛ є п п п п п є ъ
& F~ дd дd [$\$gdЮ=╩ Д╨^Д╨gdЮ=╩ Да[$\$^ДаgdЮ=╩
& F~ дd дd [$\$gdЮ=╩
& F~ gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ eЇ &ї Iї mї Шї │ї ▄ї її ?Ў gЎ ГЎ вЎ ў (ў Hў │ў S∙ r∙ {¤ И¤ ы¤ є ъ █ █ █ █ █ █ █ █ █ є ъ ╥ є ╔ ъ ─ ┐ ░
& F дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& F~ дd дd [$\$gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ ╣· ║· ь· э· √ √ √ √ 7√ 8√ M√ N√ O√ P√ В√ Г√ Ш√ Щ√ Ъ√ Ы√ ═√ ╬√ у√ ф√ х√ ц√ № № .№ /№ 0№ 1№ d№ e№ {№ |№ }№ ~№ ▒№ ▓№ ╚№ ╔№ ╩№ ╦№ ■№ № ¤ ¤ ¤ ¤ K¤ L¤ b¤ c¤ И¤ Й¤ █¤ ▄¤ ш¤ щ¤ ы¤ ь¤ 0■ 1■ T■ U■ W■ X■ Ю■ Я■ ┤■ ╡■ ╖■ ╕■ °■ ∙■ ] ^ А Б Г Д ╬ ╧ · √ ¤ ■ L M ` ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэ
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U ^ы¤ W■ ╖■ Г ¤ c █ D б ▌ < К ╥ ' ╪ = а ─ ч ■ Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё Ё ы ц с ц ы ц ╥ ╥
& FА дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& F дd дd [$\$gdЮ=╩ ` a c d ░ ▒ ╪ ┘ █ ▄ " # A B D E Й К Ю Я б в ъ ы O P | } А └ ┴ ┌ █ ▌ ▐ $ % 9 : < B I J l m z { К Л ╝ ╜ ╧ ╨ ╥ ╙ ╪ ┘ ; < = > Ж З Э Ю ┼ ╞ % & T U i j Ъ
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hЮ=╩ 0J hЮ=╩ j hЮ=╩ U [ P g к ∙ ) 8 ( > п ╫ r д ┌
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& FГ gdЮ=╩
& FВ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& FБ дd дd [$\$gdЮ=╩ gdЮ=╩
& FА дd дd [$\$gdЮ=╩ ф
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hЮ=╩ 0J [J 8 a n
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╝ ▀ { Ю 9 S ъ Є ┌ = ` ╕ ч є ъ т є ъ ъ ┘ є ъ т є т є т є т є т є ╘ ╧ ╘ ╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨^Д╨gdЮ=╩
& FГ gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ ч m ╨ ¤ w 0 В щ / Н Ё а ( ь T к ° [ { s · ё щ ▌ ╘ ╘ ┼ ┼ ┼ ▌ щ ▌ ╘ щ ▌ ┼ ┼ ┼ ┼ ▌ щ ▌
& FД дd дd [$\$gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& FД gdЮ=╩ Д╨^Д╨gdЮ=╩ gdЮ=╩ s Ш & K f p М Ц б ! $! .! 6! >! ё! " ь ╒ ╒ ╔ ь ╔ ║ ║ ║ ║ ║ ╔ л л л л ╔ г
& FЗ gdЮ=╩
& FЗ дd дd [$\$gdЮ=╩
& FЖ дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& FЕ ДаДШ■дd дd [$\$^Да`ДШ■gdЮ=╩
& FЕ Д╨дd дd [$\$^Д╨gdЮ=╩ " # ═# ▄# '$ r$ ┬$ "% B% Т% √% ┤& ' q' ─+ я+ , , +, E, и, ┐, i. Ц. . є ъ ъ █ █ █ █ █ █ █ █ █ є ъ █ █ █ █ █ є ╙ є ╙ є
& FИ gdЮ=╩
& FИ дd дd [$\$gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ ' ' Т( Ц( ╝( ┬( 7) =) А) К) Ї) * ┴* ╔* E, F, О, П, е, ж, э, ю, .- /- D- E- . . O. P. f. g. Ь/ п/ Z4 [4 г4 д4 ║4 ╗4 ф4 х4 %5 &5 :5 ;5 G6 H6 С6 Т6 л6 м6 о6 ═6 9 79 P; Q; Р; С; а; б; ╛; ┐; с; т; ч; ш; ў< ·< > > Z> [> q> r> s> t> ж> з> ╝> ╜> ╛> ┐> ё> Є> ? ? ? ўєьєьєьєьєьєьєўєўцўєўєўцўєўєўцўєьєўєўцўєўєўцўєўєўцўє▀є▀єўєўцўєўєўцўєьєўєўцўєўєўцўєўєўцўє hЮ=╩ 5Б\Б
hЮ=╩ 0J hЮ=╩ 6Б]Б hЮ=╩ j hЮ=╩ U X . s1 Я1 /2 ^2 3 33 >3 J3 Y3 c3 Ж3 ╜4 ф4 У5 и5 █5 6 #6 о6 ╧6 7 67 Ў э с э с ╥ ╥ ╥ ╥ ╥ э с э с ╔ э э э с Ў └ └ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& FИ дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ 67 j7 Ю7 ╥7 8 8 (8 ╠8 9 99 p9 q9 Ф9 : Д: є: ■; < А< 7C E E #G Ў Ў Ў Ў Ў ъ █ █ ъ Ў Ў ъ █ █ █ ъ ╥ ъ ╔ ъ ╔ ─ gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& FИ дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ ?
? ` R` S` Ш` Щ` Ca \a b *b c *c Yf \f ╣f ╜f ўf °f 7g 8g Ig Jg Фg Хg ▌g ∙їэїэчэїэїэчэїэїэчэїэїэчэїэїэчэї∙ї∙ї∙ї∙ї∙ї∙їэїэчэїэїэчэїэїэчэї∙ї∙ї∙ї∙ї∙ї∙ї∙ї∙ї∙їэїэ▐эїэїhЮ=╩ 0J 6Б]Б
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ hЮ=╩ 6Б]БXтP ¤P Q lQ сQ °Q %R ЦR ·R S S М TМ UМ VМ WМ КМ ЛМ бМ вМ гМ дМ ╫М ╪М юМ яМ ЁМ ёМ $Н %Н ;Н <Н =Н >Н qН rН ИН ЙН КН ЛН ╛Н ┐Н ╒Н ╓Н Н О FО GО XО YО [О \О кО лО └О ┴О ├О ─О П П П П П П ^П _П tП uП wП xП └П ┴П фП хП чП шП 6Р 7Р AР BР DР EР ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄюЄ·ЄюЄ hЮ=╩ j hЮ=╩ U
hЮ=╩ 0J ^чП DР ╢Р С `С └С &Т ИТ ьТ ]У рУ FФ ФФ ▄Ф $Х 6Х Ц Ч дЧ Ш +Ш БШ pЩ Ё Ё Ё Ё Ё Ё с с с с с с с с ▄ ╫ ╥ ╥ ╥ ═ ╛ ╛
& FС дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FР дd дd [$\$gdЮ=╩
& FР дd дd [$\$gdЮ=╩ EР ХР ЦР йР │Р ┤Р ╢Р ╖Р √Р №Р С С С С IС JС ]С ^С `С aС лС мС ╜С ╛С └С ┴С Т Т #Т $Т &Т 'Т mТ nТ ЕТ ЖТ ИТ ЙТ ╙Т ╘Т щТ ъТ ьТ эТ =У >У ZУ [У ]У ^У вУ гУ ▌У ▐У рУ сУ 1Ф 2Ф CФ DФ FФ LФ SФ TФ vФ wФ ДФ ЕФ ФФ ХФ ╞Ф ╟Ф ┘Ф ┌Ф ▄Ф ▌Ф Х Х !Х "Х дЧ еЧ эЧ юЧ Ш Ш фЩ хЩ -Ъ №ЇюхЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№▐№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ hЮ=╩ 6Б]Б hЮ=╩ 0J 6Б]Б
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ XpЩ лЩ фЩ GЪ gЪ yЪ Ь Ь Ь Ь !Ь +Ь 7Ь IЬ мЬ ┬Ь eЯ АЯ МЯ ЪЯ кЯ ╝Я ╨Я ъЯ ыЯ а Ё Ё ы ц с ы ▄ ▄ ▄ ▄ ▄ ▄ ▄ ы с ы с ▄ ▄ ▄ ▄ ▄ ▄ ▄ с gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FС дd дd [$\$gdЮ=╩ -Ъ .Ъ DЪ EЪ IЬ JЬ ТЬ УЬ йЬ кЬ Я Я DЯ EЯ aЯ bЯ sб tб ╝б ╜б ╙б ╘б ╛в хв г
г Jг Kг Pг Qг ╕г ╙г ╘г ┌г Xд dд ед од е е ае ие ▄е ▌е %ж &ж <ж =ж ?ж Qж Uз eз Аи Ои пи ┐и "й Aй 'м (м pм qм Зм Им Км Пм Ын Ьн ▀н сн {о Ао │о ╗о ░ ░ O░ P░ f░ g░ ┴▒ ╬▒ ▓ ▓ А┤ Ю┤ ы┤ ь┤ 4╡ 5╡ K╡ L╡ ўёўэўэўёўэўэўёўэўэўёўэцэўэўёўэцэцэцэцэцэцэўэўёўэцэцэцэцэцэўэўёўэцэўэўэцэцэўэўёўэцэцэцэўэўёў hЮ=╩ 6Б]Б hЮ=╩
hЮ=╩ 0J j hЮ=╩ U [а б ,б <б Oб _б sб ╓б ·б ╛в чв ╕г ╘г Xд ед е ае ▄е ?ж Sж Ўз =и · ы ы ы ы ы · ц · ▐ ╥ ▐ ├ ├ ├ ├ ├ ╥ ▐ ╥ ║ Д╨^Д╨gdЮ=╩
& FУ дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& FУ gdЮ=╩ gdЮ=╩
& FТ дd дd [$\$gdЮ=╩ gdЮ=╩ =и Cй Tй Zй _й eй lй tй Жй ей ┤й ║й ┴й ╦й ┘й ый ¤й к Eк \к mк |к Ыл Ў э ф ф ф ф ф ф ф э ф ф ф ф ф ф ф ╪ ╔ ╔ ╔ ╪
& FУ дd дd [$\$gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Ыл ┘л Км См 0н bн Ын їн lо Їо 1п hп вп i░ |░ д▒ ┴▒ U▓ ┤▓ б┤ N╡ m╡ X╢ Ў ъ т ъ ┘ ъ ╨ ъ ╟ ╛ ╛ ╛ ъ ╨ ъ ╟ ╟ ╟ ╟ ╟ т ъ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩
& FУ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩ Д╨^Д╨gdЮ=╩ L╡ N╡ k╡ X╢ s╢ ╙╖ ╘╖ ╕ ╕ 3╕ 4╕ З╗ И╗ ╓╗ ╫╗ ы╗ ь╗ є╗ ╝ w╝ Е╝ ╛ 1╛ Г┐ У┐ ┴ ┴ ┬ !┬ P┬ Q┬ Щ┬ Ъ┬ ░┬ ▒┬ !├ 2├ █─ ▄─ $┼ %┼ .┼ /┼ Ь┼ л┼ W╞ X╞ а╞ б╞ ╖╞ ╕╞ б╩ в╩ ъ╩ ы╩ ╦ ╦ .╠ >╠ з═ и═ э═ ю═ ╬ ╬ ╧
╧ 2╙ 3╙ {╙ |╙ Т╙ У╙ O╘ T╘ ┐╘ ╟╘ K╓ O╓ ╫ ╫ *╫ 4╫ ,╪ -╪ u╪ v╪ М╪ Н╪ О╪ П╪ ┴╪ №ї№ї№э№эчэ№э№эчэ№ї№ї№ї№ї№ї№ї№э№эчэ№ї№э№эчэ№ї№э№эчэ№э№эчэ№ї№э№эчэ№ї№э№эчэ№ї№ї№ї№ї№ї№э№эчэ№э№
hЮ=╩ 0J j hЮ=╩ U hЮ=╩ 6Б]Б hЮ=╩ [X╢ u╢ ╙╖ 6╕ X╕ q╕ А╣ ╗║ я╗ c╝ w╝ ╛ Г┐ ┴ ┬ P┬ │┬ ╩┬ !├ Ь┼ W╞ ║╞ ╪╞ ў ы ц с с ц ▄ ▄ ▄ ▄ ═ ═ ═ ═ ═ ц с ц ╛ ╛ ц с
& FХ дd дd [$\$gdЮ=╩
& FФ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩ Д╨[$\$^Д╨gdЮ=╩
& FУ gdЮ=╩ ╪╞ Э╔ б╩ ╦ 4╦ r╦ А╦ ╖╦ ─╦ ▄╦ ▀╠ ь╠ !═ R═ Д═ ╬ ,╬ N╬ j╬ ═╬ ╧ I╨ т╨ · ы · ц · ╫ ╫ ╫ ╫ · ╥ ├ ├ ├ ├ ├ ├ ├ · ╛ · ╥ gdЮ=╩
& FШ дd дd [$\$gdЮ=╩ gdЮ=╩
& FЧ дd дd [$\$gdЮ=╩ gdЮ=╩
& FЦ дd дd [$\$gdЮ=╩ gdЮ=╩ т╨ ╤╤ ▀╤ ∙╥ 2╙ Х╙ ░╙ ╘ +╘ O╘ ┐╘ K╓ ╫ *╫ ю█ √█ ^▄ ─▄ =▌ г▌ ▐ · · ы ы ц с ц · с ╥ ╥ ╥ ╥ ═ с ╛ ╛ ╛ п п
& FЫ дd дd [$\$gdЮ=╩
& FЫ дd дd [$\$gdЮ=╩ gdЮ=╩
& FЪ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩
& FЩ дd дd [$\$gdЮ=╩ gdЮ=╩ ┴╪ ┬╪ ╫╪ ╪╪ ┘╪ ┌╪ ┘
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hЮ=╩ 0J j hЮ=╩ U ^ ▐
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с ;с <с Nс Oс $у %у mу nу Ду Еу Wц Xц ац бц ╖ц ╕ц Цщ Чщ ┌щ █щ Ёщ ёщ Iы Jы Лы Мы Ьы Эы ╙э ╘э ю ю 3ю 4ю ╩ё ╦ё Є Є *Є +Є ўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєцєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэўєўєўэў hЮ=╩ 6Б]Б
hЮ=╩ 0J hЮ=╩ j hЮ=╩ U [ ▐ r▐ ╠▐ 8▀ ░▀ р sр ┴р с Qс ^с т Шт зт ┌т у $у Зу ну ├у $ф Ё Ё с с с с с с с ▄ ╫ ╥ ├ ├ ├ ├ ╫ ▄ ╫ ┤
& FЭ дd дd [$\$gdЮ=╩
& FЬ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FЫ дd дd [$\$gdЮ=╩
& FЫ дd дd [$\$gdЮ=╩ $ф hф ╖ф oх ∙х Wц ║ц чц Jч Xч Мш Pщ Цщ Єщ Qъ Еъ █ъ 7ы ▀ы 6ю @ю ╞ю єю Ё Ё Ё Ё ы ц с ы с ы ╥ ╥ ╔ ╥ ╥ ╥ ╥ ╥ ы с ы ─ gdЮ=╩ Д╨^Д╨gdЮ=╩
& FЮ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& FЭ дd дd [$\$gdЮ=╩ єю бя ▌я 1Ё fЁ ПЁ ╥Ё °Ё ё Qё ╩ё -Є ;Є ╚Є :є Эє мє ,Ї ї █ї °ї [Ў БЎ yў Ёў · ы ы ы ы ы ы ы ы ы · ц · с с ц · с с с с ц · с gdЮ=╩ gdЮ=╩
& FЯ дd дd [$\$gdЮ=╩ gdЮ=╩ +Є :є ;є Гє Дє Ъє Ыє °ї ∙ї AЎ BЎ XЎ YЎ x° y° ┴° ┬° ╪° ┘° '∙ (∙ e∙ f∙ y∙ z∙ ~√ √ ╟√ ╚√ ▐√ ▀√ ╙¤ ╘¤ ■ ■ 3■ 4■ н о щ ъ ў ° A B O P з и Ё ё
< = R S T U З И Э Ю Я а ╥ ╙ ш щ ъ ы 3 4 5 6 h i ~ А Б │ ┤ ╔ ╩ ╦ ╠ №Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№ЇюЇ№Ї№Ї
hЮ=╩ 0J j hЮ=╩ UhЮ=╩ ^Ёў °ў ° ° /° █° ¤° ~√ с√ Ў√ М№ ]¤ 6■ _■ Ъ■ ╜ ╧ = г ю H R ╥ * Ю Ё Ё Ё Ё ы ц ы с ц ы с с ц ы ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥ ╥
& Fб дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
& Fа дd дd [$\$gdЮ=╩ Ю Щ ╧ < G n : з ═ u gv hv iv Ё Ё Ё ы ц ы ц ы с ╥ ╞ ┴ ┴ gd╚x· Да[$\$^ДаgdЮ=╩
& FЪ дd дd [$\$gdЮ=╩ gdЮ=╩ gdЮ=╩ gdЮ=╩
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hЮ=╩ 0J ]HYPERLINK "http://www.udel.edu/alex/chapt18.html" Go to Chapter 18 Notes HYPERLINK "http://www.udel.edu/alex/chapt19.html" Go to Chapter 19 Notes HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
HYPERLINK "http://www.udel.edu/alex/chapt20.html" Go to Chapter 20 Notes HYPERLINK "http://www.udel.edu/alex/chapt13.html" Go to Chapter 13 Notes HYPERLINK "http://www.udel.edu/alex/chapt24.html" Go to Chapter 24 Notes
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А╓, Ш 8 0 А╓, 0 А?+ Ш 0 АВ1 Ш 0 АВ1 Ш 9 0 АВ1 Ш 9 0 АВ1 Ш9 0 3 В1 Ш9 0 3 В1 Ш9 0 3 В1 ( 0 АВ1 Ш 0 Аs3 Ш : 0 Аs3 Ш : 0 Аs3 Ш : 0 Аs3 Ш 0 Аs3 Ш ; 0 Аs3 Ш ; 0 Аs3 Ш ; 0 Аs3 Ш ; 0 Аs3 Ш ; 0 Аs3 Ш ; 0 Аs3 Ш 0 Аs3 0 А?+ Ш 0 Ах4 Ш < 0 Ах4 Ш < 0 Ах4 Ш< 0 [5 х4 Ш< 0 [5 х4 Ш< 0 [5 х4 Ш < 0 Ах4 Ш 0 Ах4 0 А?+ Ш 0 А'6 Ш = 0 А'6 Ш = 0 А'6 Ш= 0 w7 '6 Ш= 0 w7 '6 Ш= 0 w7 '6 Ш= 0 w7 '6 Ш = 0 А'6 Ш 0 А'6 0 А?+ 0 А?+ Ш 0 Аl9 Ш 0 Аl9 Ш 0 Аl9 Ш > 0 Аl9 Ш > 0 Аl9 Ш > 0 Аl9 Ш > 0 Аl9 Ш 0 Аl9 Ш 0 Аl9 Ш 0 Аl9 Ш 0 Аl9 0 А?+ Ш 0 Аз= Ш 0 Аз= Ш 0 Аз= Ш 0 Аз= 0 А?+ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш 0 АY@ Ш ? 0 АY@ Ш ? 0 АY@ Ш ? 0 АY@ Ш 0 АY@ Ш @ 0 АY@ Ш @ 0 АY@ Ш @ 0 АY@ Ш 0 АY@ Ш 0 АY@ 0 А?+ Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш 0 АшD Ш A 0 АшD Ш A 0 АшD Ш A 0 АшD Ш A 0 АшD Ш 0 АшD Ш B 0 АшD Ш B 0 АшD Ш B 0 АшD Ш B 0 АшD Ш B 0 АшD Ш 0 АшD Ш C 0 АшD Ш C 0 АшD Ш C 0 АшD ( 0 АшD Ш 0 А K Ш D 0 А K Ш D 0 А K Ш D 0 А K Ш 0 А K Ш 0 А K 0 А?+ Ш 0 АРM Ш E 0 АРM Ш E 0 АРM Ш E 0 АРM Ш E 0 АРM ШE 0 бN РM ШE 0 бN РM ШE 0 бN РM ШE 0 бN РM Ш 0 АРM ( 0 АРM Ш 0 А]P Ш E 0 А]P Ш 0 А]P 0 А?+ Ш 0 АГQ Ш F 0 АГQ Ш F 0 АГQ Ш 0 АГQ Ш G 0 АГQ ( 0 АГQ Ш 0 АT ( 0 АГQ Ш 0 АU ( 0 АГQ Ш 0 АvU Ш G 0 АvU Ш 0 АvU ШG 0 ўU vU ШG 0 ўU vU ШG 0 ўU vU Ш 0 АvU ( 0 АГQ Ш 0 А?W Ш G 0 А?W ( 0 АГQ Ш 0 АшW Ш G 0 АшW 0 А?+ Ш H 0 АТY Ш H 0 АТY Ш 0 АТY ( 0 АТY 0 А А А 0 АЧ[ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0
А▒^ Ш I 0 А▒^ Ш I 0 А▒^ Ш I 0
А▒^ 0 АЧ[ Ш 0 Ашc Ш 0 Ашc Ш 0 Ашc Ш 0 Ашc Ш J 0 Ашc Ш J 0 Ашc Ш J 0 Ашc Ш J 0 Ашc Ш J 0 Ашc Ш 0 Ашc 8 K 0 Ашc Ш 0 АНh 8 K 0 Ашc Ш 0 Аok Ш 0 Аok ШK 0 ok ok ШK 0 ok ok Ш 0 Аok 8 K 0 Ашc H 0 А╥m Ш 0 Аяm H 0 А╥m X 0 А┌o Ш 0 Атo Ш 0 Атo Ш 0 Атo Ш 0 Атo Ш 0 Атo Ш 0 Атo Ш 0 Атo Ш 0 Атo H 0 А╥m Ш 0 Аьu ШL 0 ╥m ьu ШL 0 ╥m ьu ШL 0 ╥m ьu ШL 0 ╥m ьu ШL 0 ╥m ьu ШL 0 ╥m ьu ШL 0 ╥m ьu Ш 0 Аьu H 0 А╥m H 0 А╥m Ш 0 А├w ШL 0 ╥m ├w ШL 0 ╥m ├w ШL 0 ╥m ├w ШL 0
╥m ├w Ш 0 А├w Ш 0 А├w H 0 А╥m ШL 0 ╥m 2{ Ш 0 А2{ ШL 0 ╥m 2{ ШL 0
╥m 2{ ШL 0 ╥m 2{ ШL 0 ╥m 2{ ШL 0 ╥m 2{ Ш 0 А2{ H 0 А╥m Ш 0 А[Б ШL 0 ╥m [Б ШL 0 ╥m [Б ШL 0 ╥m [Б Ш 0 А[Б ШL 0 ╥m [Б ШL 0 ╥m [Б ШL 0 ╥m [Б ШL 0 ╥m [Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б Ш 0 А[Б H 0 А╥m Ш 0 АfЗ Ш 0 АfЗ Ш 0 АfЗ 8 L 0 Ашc Ш 0 АбЙ 8 L 0 Ашc Ш 0 АЎЙ 0 А А А 0 АUК Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП Ш M 0 АУП 0 АUК Ш 0 АУ ( 0 АУ ( 0 АУ Ш 0 А╪У Ш 0 А╪У Ш N 0 А╪У Ш N 0 А╪У Ш N 0 А╪У Ш 0 А╪У 8 O 0 А╪У Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц Ш 0 А"Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц Ш 0 А"Ц Ш 0 А"Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц ШO 0
"Ц "Ц ШO 0 "Ц "Ц ШO 0 "Ц "Ц Ш 0 А"Ц 8 O 0 А╪У Ш 0 АиЭ ШO 0 иЭ иЭ ШO 0 иЭ иЭ ШO 0 иЭ иЭ Ш 0 АиЭ Ш 0 АиЭ Ш 0 АиЭ Ш 0 АиЭ 8 O 0 А╪У Ш 0 АWа ( 0 АУ Ш 0 А в Ш 0 А в Ш 0 А в 0 АUК Ш 0 А9ж Ш 0 А9ж Ш 0 А9ж Ш 0 А9ж Ш 0 А9ж Ш 0 А9ж 0 АUК Ш 0 Ай Ш 0 Ай Ш P 0 Ай Ш P 0 Ай Ш P 0 Ай Ш P 0 Ай Ш P 0 Ай Ш 0 Ай 8 0 Ай Ш 0 А.н Ш 0 А.н 0 А А А 0 АS│ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0
АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0
АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А Ш Q 0 АO╡ А 0 АS│ А Ш 0 АJ╛ А Ш R 0 АJ╛ А Ш R 0 АJ╛ А Ш R 0 АJ╛ А Ш 0 АJ╛ А Ш S 0 АJ╛ А Ш S 0 АJ╛ А Ш S 0 АJ╛ А Ш S 0 АJ╛ А Ш 0 АJ╛ А 0 АS│ А Ш 0 АC┴ А ( 0 АC┴ А Ш 0 Ає┴ А 0 АS│ А Ш 0 Ар┼ А ( 0 Ар┼ А Ш 0 А╓╞ А ( 0 Ар┼ А Ш 0 АП╔ А Ш 0 АП╔ А 0 АS│ А Ш 0 АM╦ А ( 0 АM╦ А Ш 0 Аи╦ А Ш T 0 Аи╦ А Ш T 0 Аи╦ А ( 0 АM╦ А Ш 0 АЧ╬ А Ш 0 АЧ╬ А Ш 0 АЧ╬ А 0 АS│ А Ш 0 А╧╧ А ( 0 А╧╧ А Ш 0 А ╤ А ( 0 А╧╧ А Ш 0 Аз╤ А 0 АS│ А ( U 0 А ╘ А ( 0 А ╘ А Ш 0 А;╘ А ( U 0 А ╘ А Ш 0 А&╓ А Ш 0 А&╓ А 0 АS│ А Ш 0 А╚╓ А Ш 0 А╚╓ А Ш V 0 А╚╓ А Ш V 0 А╚╓ А Ш V 0 А╚╓ А Ш V 0 А╚╓ А Ш V 0 А╚╓ А Ш 0 А╚╓ А 0 АS│ А Ш 0 Ад┌ А ( 0 Ад┌ А Ш W 0 Ас┌ А Ш W 0 Ас┌ А Ш W 0 Ас┌ А Ш W 0 Ас┌ А Ш W 0 Ас┌ А Ш W 0 Ас┌ А ( 0 Ад┌ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш X 0 АP▄ А Ш 0 АP▄ А 0 АS│ А ( 0 АЦ▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А Ш 0 А╚▀ А 0 АS│ А ( 0 А╫ф А Ш 0 А ф А Ш 0 А ф А ( 0 А╫ф А 8 0 Аnч А Ш 0 А~ч А 8 0 Аnч А Ш 0 Аўш А Ш 0 Аўш А Ш 0 Аўш А Ш 0 Аўш А ( 0 А╫ф А Ш 0 Аcь А Ш Y 0 Аcь А Ш Y 0 Аcь А Ш Y 0 Аcь А Ш Y 0 Аcь А Ш Y 0 Аcь А Ш 0 Аcь А Ш 0 Аcь А Ш Z 0 Аcь А Ш Z 0 Аcь А Ш Z 0 Аcь А Ш Z 0 Аcь А Ш 0 Аcь А ( 0 А╫ф А Ш 0 Аjя А Ш 0 Аjя А Ш [ 0 Аjя А Ш [ 0 Аjя А 8 0 Аjя А Ш 0 Аё А Ш 0 Аё А ( 0 А╫ф А Ш 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А Ш \ 0 АjЄ А ( 0 А╫ф А Ш 0 А/ї А Ш 0 А/ї А Ш 0 А/ї А Ш 0 А/ї А ( 0 А╫ф А Ш 0 АR° А 0 АS│ А Ш 0 Ар· А Ш ] 0 Ар· А Ш ] 0 Ар· А Ш ] 0 Ар· А Ш ] 0 Ар· А ( 0 Ар· А Ш 0 АК¤ А Ш 0 АК¤ А 0 АS│ А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А 0 АS│ А Ш 0 А А Ш 0 А А Ш 0 А А Ш ^ 0 А А Ш ^ 0 А А Ш ^ 0 А А Ш ^ 0 А А Ш ^ 0 А А Ш ^ 0 А А Ш 0 А А 0 АS│ А Ш 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш _ 0 Аm А Ш 0 Аm А 0 АS│ А Ш 0 А9 А Ш 0 А9 А Ш 0 А9 А Ш 0 А9 А Ш 0 А9 А 0 АS│ А Ш ` 0 Аq А Ш ` 0 Аq А Ш ` 0 Аq А Ш ` 0 Аq А Ш ` 0 Аq А Ш 0 Аq А 0 АS│ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А Ш a 0 А▌ А ( 0 А▌ А Ш 0 А[ А 0 АS│ А 0 А А А 0 Аю А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0 А- А Ш b 0
А- А Ш b 0 А- А Ш b 0 А- А Ш b 0
А- А 0 Аю А Ш 0 А╚ А Ш 0 А╚ А Ш 0 А╚ А 8 0 А╚ А Ш c 0 Аo А Ш c 0 Аo А Ш c 0 Аo А Ш c 0 Аo А Ш 0 Аo А Ш 0 Аo А Ш d 0 Аo А Ш d 0 Аo А Ш 0 Аo А 0 Аю А Ш 0 АЫ А Ш 0 АЫ А Ш 0 АЫ А 8 0 АЫ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А Ш 0 АQ А 8 0 АЫ А Ш 0 А
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# А 0 Аю А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А Ш 0 А╤% А 8 0 А╤% А Ш 0 АВ( А 8 0 А╤% А Ш e 0 А) А Ш e 0 А) А Ш e 0 А) А Ш e 0 А) А Ш e 0 А) А Ш e 0 А) А Ш e 0 А) А Ш 0 А) А Ш 0 А) А 0 Аю А ( 0 Ау* А Ш 0 А+ А 8 0 А+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш 0 Аq+ А Ш f 0 Аq+ А Ш f 0 Аq+ А Ш f 0 Аq+ А Ш f 0 Аq+ А Ш 0 Аq+ А ( 0 Ау* А Ш 0 А. А 8 0 А. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А Ш 0 А╗. А 8 0 А. А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А Ш 0 А0 А 8 0 А. А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А Ш 0 А 1 А ( 0 Ау* А 8 0 А╞2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А Ш 0 Аф2 А 8 0 А╞2 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А Ш 0 Ар3 А 8 0 А╞2 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А Ш 0 АМ4 А 8 0 А╞2 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А Ш 0 А;5 А 0 Аю А Ш 0 А66 А ( 0 А66 А Ш 0 А┌7 А Ш g 0 А┌7 А Ш g 0 А┌7 А Ш g 0 А┌7 А Ш g 0 А┌7 А Ш 0 А┌7 А 0 Аю А Ш 0 АЇ9 А Ш 0 АЇ9 А Ш 0 АЇ9 А Ш 0 АЇ9 А 0 Аю А Ш 0 АP< А 0 Аю А Ш 0 АЇ= А H h 0 АЇ= А Ш 0 А2> А H h 0 АЇ= А Ш 0 Аk> А ( 0 АЇ= А Ш 0 А∙> А Ш i 0 А∙> А Шi 0 З? ∙> А Шi 0 З? ∙> А Шi 0 З? ∙> А Шi 0 З? ∙> А Ш i 0 А∙> А Шi 0 р@ ∙> А Шi 0 р@ ∙> А Шi 0 р@ ∙> А Шi 0 р@ ∙> А ( 0 АЇ= А Ш 0 А█B А Ш 0 А█B А Ш 0 А█B А Ш j 0 А█B А Ш j 0 А█B А Ш j 0 А█B А Ш j 0 А█B А Ш j 0 А█B А ( 0 АЇ= А Ш 0 АG А Ш k 0 АG А Ш k 0 АG А Ш 0 АG А 0 Аю А Ш 0 АюH А Ш 0 АюH А ( 0 АюH А Ш 0 АK А Ш 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А Ш l 0 АK А ( 0 АюH А Ш 0 АRL А Ш 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш m 0 АRL А Ш 0 АRL А Ш n 0 АRL А Ш n 0 АRL А Ш n 0 АRL А Ш n 0 АRL А ( 0 АюH А Ш 0 АрN А Ш 0 АрN А ( 0 АюH А Ш 0 А>Q А Ш 0 А>Q А 0 Аю А Ш 0 АйS А ( 0 АйS А Ш 0 А6U А 0 Аю А Ш 0 АFX А Ш o 0 АFX А Ш o 0 АFX А Ш o 0 АFX А Ш o 0 АFX А Ш 0 АFX А H p 0 АFX А Ш 0 А\ А ( 0 АFX А Ш 0 А░^ А H p 0 А░^ А Ш 0 А√` А H p 0 А░^ А Ш 0 А`b А 0 А А А 0 А┘d А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0
АГi А Ш q 0 АГi А Ш q 0 АГi А Ш q 0
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╞>М \p╨y─Х US|4ч╘u П╓|╕ePь █jv}ац$P _ ╜}f░ИБ |\X~№&д G]ї~lЛЁn +<$люы uЧz╢░k .&┐Rn*═ Qщ6№╞М Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ 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зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ 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зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■ . ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . Д╨ДШ■╞ ╨^Д╨`ДШ■CJ OJ QJ o( ╖Ё А ДаДШ■╞ а^Да`ДШ■CJ OJ QJ o( o А ДpДШ■╞ p^Дp`ДШ■CJ OJ QJ o( зЁ А Д@ ДШ■╞ @ ^Д@ `ДШ■CJ OJ QJ o( зЁ А ДДШ■╞ ^Д`ДШ■CJ OJ QJ o( зЁ А ДрДШ■╞ р^Др`ДШ■CJ OJ QJ o( зЁ А Д░ДШ■╞ ░^Д░`ДШ■CJ OJ QJ o( зЁ А ДАДШ■╞ А^ДА`ДШ■CJ OJ QJ o( зЁ А ДPДШ■╞ P^ДP`ДШ■CJ OJ QJ o( зЁ Д╨ДШ■╞ ╨^Д╨`ДШ■ . А ДаДШ■╞ а^Да`ДШ■ . А ДpДШ■╞ p^Дp`ДШ■ . А Д@ ДШ■╞ @ ^Д@ `ДШ■ . А ДДШ■╞ ^Д`ДШ■ . А ДрДШ■╞ р^Др`ДШ■ . А Д░ДШ■╞ ░^Д░`ДШ■ . А ДАДШ■╞ А^ДА`ДШ■ . А ДPДШ■╞ P^ДP`ДШ■ . 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c & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l ` & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l
] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
Z & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l W & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l T & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l Q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
N & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
K & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l H & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l E & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l B & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l ? & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l < & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l 9 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l 6 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l 3 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
0 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
- % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
* % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
' % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
$ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
! % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t / x % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l t a r g e t " c % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t F % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l m u l t i g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t ¤ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l p o s i t i o n y v · & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l i m p o r t a n c e g . ў & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t g . Ї & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l c o n t e n t # c o n t e n t 2 : ё $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 ю $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > ы m a i l t o : a l e x @ u d e l . e d u R ш & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l p r o f i t # p r o f i t } . х & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l n o n # n o n J т & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i l l u s t r a t i o n # i l l u s t r a t i o n R ▀ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l e x t e n t # e x t e n t j . ▄ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i n v e n t o r y # i n v e n t o r y Y ┘ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i n s e p a r a b i l i t y # i n s e p a r a b i l i t y j . ╓ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i n c o n s i s t e n c y # i n c o n s i s t e n c y j . ╙ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i n t a n g i b i l i t y # i n t a n g i b i l i t y . ╨ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l s p e c i a l # s p e c i a l v . ═ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l u s e # u s e ^
╩ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n ╟ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ─ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ┴ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l ╛ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ╗ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
╕ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
╡ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
▓ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
п % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
м % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
й % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d ) ж & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) г & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t а & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l
r e l a t i o n s h i p d ) Э & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) Ъ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t s ) Ч & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l e l a s t i c # e l a s t i c d ) Ф & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t K С & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l e l a s t i c i t y # e l a s t i c i t y d ) О & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) Л & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) И & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t u Е ' h t t p : / / t u r n p i k e / m e t r o / t u v o k / g u i d e . h t m l
b r e a k e v e n d ) В & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t J | % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l g o a l s d ) y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t ~ m v & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l n e w d ) s & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) p & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t d ) m & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o n t e n t # c o n t e n t 2 : j $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 g $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > d m a i l t o : a l e x @ u d e l . e d u w ) a & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l d i s c o u n t i n g # d i s c o u n t i n g i ) ^ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l t o d a y # t o d a y u ) [ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o m p e t i t i v e # c o m p e t i t i v e ] X & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l o r i e n t e d # o r i e n t e d P
U & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l d e m a n d # d e m a n d b ) R & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l o t h e r # o t h e r L O & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l m a r g i n a l # m a r g i n a l { ) L & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l b r e a k # b r e a k c ) I & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l c o s t s # c o s t s c ) F & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l p e r c e p t i o n s # p e r c e p t i o n s \ C & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l o b j e c t i v e s # o b j e c t i v e s c ) @ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l f a c t o r s # f a c t o r s ~ ) = & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l n o n # n o n u ) : & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l p r i c e # p r i c e B 7 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l i m p o r t a n c e # i m p o r t a n c e O 4 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l n a t u r e # n a t u r e 1 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l + & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l % & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l g *
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n f l i c t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l m u l t i p l e g * & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ■ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * √ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ° & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ї & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * Є & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * я & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ь & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t f { щ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l l e v e l s g * ц & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * у & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * р & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ▌ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t g * ┌ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o n t e n t # c o n t e n t 2 : ╫ $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 ╘ $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > ╤ m a i l t o : a l e x @ u d e l . e d u K ╬ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l m o t i v a t i n g # m o t i v a t i n g K ╦ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c o m p e n s a t i n g # c o m p e n s a t i n g W ╚ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l t r a i n i n g # t r a i n i n g Y ┼ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l r e c r u i t i n g # r e c r u i t i n g Q ┬ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l o r g a n i z i n g # o r g a n i z i n g { * ┐ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l e s t a b l i s h # e s t a b l i s h W ╝ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l m a n a g e m e n t # m a n a g e m e n t V ╣ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l f o l l o w # f o l l o w v * ╢ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l c l o s e # c l o s e P │ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l m a k i n g # m a k i n g t * ░ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l a p p r o a c h i n g # a p p r o a c h i n g { * н & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l p r e a p p r o a c h # p r e a p p r o a c h t * к & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l p r o s p e c t i n g # p r o s p e c t i n g g * з & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l e l e m e n t # e l e m e n t M д & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l
t y p e # t y p e L б & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l n a t u r e # n a t u r e v * Ю & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l s c o p e # s c o p e
Ы & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
Ш & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l
Х & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
Т & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l
П & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
М & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l Й & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l
Ж & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
Г & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l А & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l } & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l z & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l w & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l
t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l n & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l k & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l h & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l e & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l b & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l _ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l \ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l Y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
V % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
S % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
P % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
M % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
J % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
G % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d # D & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t > A m a i l t o : a l e x @ u d e l . e d u g r > ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l s i t e s h q ; < h t t p : / / w w w . u d e l . e d u / e i l e e n / s u b j e c t / i n t e r n e t / D e m y s t / 2 . 7 . h t m l 8 ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l a g e n c y d # 5 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # 2 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t / ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l a g e n c y d # , & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t g r ) ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l s i t e s d # & & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l p o s i t i o n & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l a d o p t i o n d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t 2 u % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l d i s s o n a n c e & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
i n t r o d u c t i o n d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t ~ m & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l n e w d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t d # & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c o n t e n t # c o n t e n t u i № & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l a d v e r t i s i n g 2 : ∙ $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 Ў $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > є m a i l t o : a l e x @ u d e l . e d u S Ё & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l f u t u r e # f u t u r e # э & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l w h o # w h o M ъ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l e v a l u a t e # e v a l u a t e u # ч & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l e x e c u t e # e x e c u t e q # ф & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l m e d i a # m e d i a R с & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l c r e a t e # c r e a t e u # ▐ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l d e t e r m i n e # d e t e r m i n e \ █ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l o b j e c t i v e s # o b j e c t i v e s N ╪ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l i d e n t i f y # i d e n t i f y U ╒ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l d e v e l o p i n g # d e v e l o p i n g u # ╥ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l u s e # u s e O ╧ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l n a t u r e # n a t u r e u # ╠ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l s c o p e # s c o p e ] ╔ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n ╞ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ├ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l └ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ╜ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
║ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
╖ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
┤ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
▒ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
о % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
л % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d " и & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " е & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " в & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " Я & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " Ь & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t E Щ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
p u s h # p u s h d " Ц & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t У & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l l i f e Р & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l m i c r o d " Н & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t E К & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
p u s h # p u s h E З & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
p u s h # p u s h d " Д & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " Б & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " ~ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t L { % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l t y p e s ~ l x & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l d e c l i n e u & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l m a t u r i t y l f r & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l g r o w t h o & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
i n t r o d u c t i o n d " l & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t O i & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l n a t u r e # n a t u r e d " f & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t i " c & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l p u b l i c i t y # p u b l i c i t y d " ` & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t ] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l s c o p e d " Z & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t W & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l
i n t r o d u c t i o n d " T & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t i " Q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l p u b l i c i t y # p u b l i c i t y ! 3 N & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l + s c o p e > P e r s o n a l S e l l i n g < / A > < l i > < A H R E F = K & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l
i n t r o d u c t i o n d " H & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t E & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l b u y e r 4 { B % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p e r c e p t i o n d " ? & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t d " < & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o n t e n t # c o n t e n t 2 : 9 $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 6 $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > 3 m a i l t o : a l e x @ u d e l . e d u c " 0 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l l i m i t a t i o n s # l i m i t a t i o n s w " - & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l d e a l i n g # d e a l i n g T * & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o m p a r e d # c o m p a r e d i " ' & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l p u b l i c i t y # p u b l i c i t y u " $ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l t r a d e # t r a d e c " ! & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l m e t h o d s # m e t h o d s c " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l o p p o r t u n i t i e s # o p p o r t u n i t i e s u " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l s c o p e # s c o p e O & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l n a t u r e # n a t u r e w " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l s e l e c t i n g # s e l e c t i n g c " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l r e l a t i o n s # r e l a t i o n s c " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l s a l e s # s a l e s w " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l s e l l i n g # s e l l i n g w " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l a d v e r t i s i n g # a d v e r t i s i n g h " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l m i x # m i x ~ " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l c o m m u n i c a t i o n # c o m m u n i c a t i o n i " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l s o c i e t y # s o c i e t y B ¤ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
r o l e # r o l e
· & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
ў & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l
Ї & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
ё & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l ю & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l ы & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l ш & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l х & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l т & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ▀ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l ▄ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ┘ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
╓ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
╙ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
╨ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
═ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
╩ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
╟ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d - ─ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t ┴ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l
r e l a t i o n s h i p d - ╛ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t d - ╗ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t d - ╕ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t H
╡ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l d - ▓ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t a s п ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l m a l l s м & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l d u a l й & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y d - ж & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t d - г & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t d - а & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t d - Э & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c o n t e n t # c o n t e n t Ъ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l
w h o l e s a l e 2 : Ч $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 Ф $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > С m a i l t o : a l e x @ u d e l . e d u c - О & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l l o g i s t i c s # l o g i s t i c s G
Л & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l r e l a t i o n s h i p # r e l a t i o n s h i p u - И & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l i m a g e # i m a g e R Е & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l a t m o s p h e r i c s # a t m o s p h e r i c s w - В & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l p o s i t i o n i n g # p o s i t i o n i n g ] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l a s s o r t m e n t # a s s o r t m e n t @ | & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l l o c a t i o n # l o c a t i o n s - y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l s t r a t e g i c # s t r a t e g i c u - v & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l w h e r e # w h e r e u - s & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l s e r v i c e # s e r v i c e L p & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l o f f e r i n g # o f f e r i n g H m & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l
f o r m # f o r m K j & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l c l a s s i f i c a t i o n # c l a s s i f i c a t i o n O g & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l n a t u r e # n a t u r e d & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l a & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l ^ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l [ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l X & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l U & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l R & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l O & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
L % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
I % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
F % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
C % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
@ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
= % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d / : & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t l f 7 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l g r o w t h 4 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
i n t r o d u c t i o n 1 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y . & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y J + % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l g o a l s d / ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t C % & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l
d u a l # d u a l d / " & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t d / & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t d / & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t d / & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l \ ^ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l К c o n f l i c t > c h a n n e l c o n f l i c t < / A > a m o n g t h e v a r i o u s c h a n n e l s . < p > < A H R E F = # c o n f l i c t > c h a n n e l c o n f l i c t < / A > a m o n g t h e v a r i o u s c h a n n e l s . < p > < A H R E F = Q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n f l i c t # c o n f l i c t d /
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y a s ' h t t p : / / w w w . u d e l . e d u / a l e x / w w w l i n k s . h t m l m a l l s & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y d / ■ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t d / √ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t d / ° & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n t e n t # c o n t e n t 2 : ї $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 Є $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > я m a i l t o : a l e x @ u d e l . e d u ~ / ь & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l s e l e c t i o n # s e l e c t i o n Q щ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l c o n f l i c t # c o n f l i c t M ц & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l v e r t i c a l # v e r t i c a l M у & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l i n t e r m e d i a r i e s # i n t e r m e d i a r i e s O р & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l n a t u r e # n a t u r e u / ▌ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l w h o l e s a l e # w h o l e s a l e F ┌ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l m u l t i p l e # m u l t i p l e N ╫ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l
t y p e # t y p e c / ╘ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l f u n c t i o n s # f u n c t i o n s ~ / ╤ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l j u s t i f i c a t i o n # j u s t i f i c a t i o n ] ╬ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n ╦ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l ╚ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l ┼ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ┬ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ┐ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l ╝ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ╣ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
╢ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
│ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
░ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
н % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
к % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
з % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d ( д & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t б & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l b u y e r f { Ю & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l l e v e l s d ( Ы & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( Ш & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l r i g h t # r i g h t d ( Х & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( Т & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( П & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( М & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t + r Й % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t a c t f { Ж & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l l e v e l s d ( Г & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t s ( А & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l a m c # a m c d ( } & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( z & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( w & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( t & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( n & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( k & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t + r h % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t a c t d ( e & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t f { b & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l l e v e l s d ( _ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t d ( \ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t Y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l b u y e r } a V & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l m i x d ( S & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t P & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l p o s i t i o n ~ ( M & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l e x t e n s i o n # e x t e n s i o n w ( J & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l p a c k a g i n g # p a c k a g i n g d ( G & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t c t D & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l i n t e n s e F A % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l m u l t i d ( > & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t O ; & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l b r a n d i n g # b r a n d i n g 8 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l
s e l e c t i v e d ( 5 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n t e n t # c o n t e n t u ( 2 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l d e c l i n e # d e c l i n e Q / & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l m a t u r i t y # m a t u r i t y J , & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l g r o w t h # g r o w t h ] ) & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n 2 : & $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 # $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > m a i l t o : a l e x @ u d e l . e d u ^ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l w a r r a n t y # w a r r a n t y R
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l l a b e l i n g # l a b e l i n g } ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c r i t i c i s m # c r i t i c i s m w ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l m a r k e t i n g # m a r k e t i n g E & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l c o n s i d e r a t i o n s # c o n s i d e r a t i o n s w ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l p a c k a g i n g # p a c k a g i n g w ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l l i c e n s i n g # l i c e n s i n g F
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l p o l i c i e s # p o l i c i e s _ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l p r o t e c t i n g # p r o t e c t i n g w ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l s e l e c t i n g # s e l e c t i n g c ( & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l t y p e s # t y p e s Q № & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
n a m e # n a m e B ∙ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l i m p o r t a n c e # i m p o r t a n c e D Ў & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l b e n e f i t s # b e n e f i t s O є & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l b r a n d i n g # b r a n d i n g d ( Ё & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l d i f f e r e n t # d i f f e r e n t u ( э & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l d e c l i n e # d e c l i n e Q ъ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l m a t u r i t y # m a t u r i t y J ч & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l g r o w t h # g r o w t h ] ф & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n P
с & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
l i f e # l i f e ▐ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l █ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l ╪ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l ╒ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ╥ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ╧ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
╠ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
╔ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l ╞ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l ├ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l └ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l ╜ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ║ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ╖ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l ┤ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ▒ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
о % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
л % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
и % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
е % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
в % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
Я % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l Z Ь & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s G
Щ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l r e l a t i o n s h i p # r e l a t i o n s h i p Z Ц & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s Z У & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s Z Р & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s Н & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l f r e q u e n t Z К & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s F
З % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l Z Д & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l c o n t e n t s # c o n t e n t s G
Б & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l r e l a t i o n s h i p # r e l a t i o n s h i p * ~ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l m i c r o # m i c r o ~ * { & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l i n f o r m a t i o n # i n f o r m a t i o n 2 : x $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 u $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > r m a i l t o : a l e x @ u d e l . e d u U o & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l d e v e l o p i n g # d e v e l o p i n g J l & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l e v a l u a t i n g # e v a l u a t i n g G
i & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l r e l a t i o n s h i p # r e l a t i o n s h i p * f & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l m i c r o # m i c r o ~ * c & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l i n f o r m a t i o n # i n f o r m a t i o n ] ` & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n
] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
Z & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l W & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l T & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l Q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l N & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l K & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l H & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l E & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l B & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
? % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
< % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
9 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
6 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
3 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
0 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l - % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s * % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s ' % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s $ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s ! % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s e ~ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l i n f o r m a t i o n % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o n t e n t s # c o n t e n t s 2 : $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > m a i l t o : a l e x @ u d e l . e d u ( ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l o b s e r v a t i o n # o b s e r v a t i o n 2 ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o l l e c t # c o l l e c t # ) ¤ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l q u e s t i o n n a i r e # q u e s t i o n n a i r e · % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l s u r v e y # s u r v e y ў % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l s a m p l i n g # s a m p l i n g Ї % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l
d a t a # d a t a 2 ) ё % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l c o l l e c t # c o l l e c t ю % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l a s s e s s # a s s e s s
ы % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l d e f i n i n g # d e f i n i n g 5 ) ш % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l p r o c e s s # p r o c e s s
х % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n т & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ▀ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
▄ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
┘ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
╓ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
╙ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
╨ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
═ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l
╩ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
╟ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
─ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s f { ┴ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l l e v e l s 3 ) ╛ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t a c t # c o n t a c t V G ╗ h t t p : / / w w w . m a r r i o t t . c o m /
╕ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
╡ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
▓ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
п % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
м % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s
й % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n t e n t s # c o n t e n t s O ж % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l e x c h a n g e 2 : г $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 а $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > Э m a i l t o : a l e x @ u d e l . e d u Ъ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l v a r i a b l e # v a r i a b l e Ч % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c r i t e r i a # c r i t e r i a . ) Ф % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l m u l t i # m u l t i ) ) С % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l c o n c e n t r a t i o n # c o n c e n t r a t i o n О % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l m a r k e t # m a r k e t Л % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l " u n d i f f e r e n t i a t e d # u n d i f f e r e n t i a t e d ) И % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l s e l e c t i n g # s e l e c t i n g Е % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l d e v e l o p i n g # d e v e l o p i n g В % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l
w h a t # w h a t
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
| & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l v & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l s & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l
p & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
m & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l j & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l g & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l d & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l a & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ^ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l [ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l X & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l U & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
R % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
O % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
L % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
I % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
F % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
C % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l @ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s = & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l
s p o k e s p e r s o n : % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s > 7 m a i l t o : a l e x @ u d e l . e d u P B 4 ) h t t p : / / f u t u r e . s r i . c o m / v a l s / v a l s h o m e . h t m l 1 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s . % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s + % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l s o c i a l # s o c i a l $ ) ( % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p s y c h o l o g i c a l # p s y c h o l o g i c a l % % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p e r s o n a l # p e r s o n a l " % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c o n t e n t s # c o n t e n t s " c % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x 2 : $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > m a i l t o : a l e x @ u d e l . e d u
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l s o c i a l # s o c i a l $ )
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p s y c h o l o g i c a l # p s y c h o l o g i c a l % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p e r s o n a l # p e r s o n a l % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l c a t e g o r i e s # c a t e g o r i e s ; ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l t y p e s # t y p e s ■ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l s t a g e s # s t a g e s √ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l
w h a t # w h a t ° & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ї & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l Є & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l я & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l ь & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
щ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
ц % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
у % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
р % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
▌ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
┌ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l 9 ) ╫ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ╘ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ╤ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ╬ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ╦ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ╚ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ┼ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ┬ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t 9 ) ┐ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t [ ╝ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l s o c i e t a l 9 ) ╣ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o n t e n t # c o n t e n t ! ) ╢ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l n a t u r a l # n a t u r a l ! ) │ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l t e c h n o l o g i c a l # t e c h n o l o g i c a l ( ) ░ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o m p e t i t i v e # c o m p e t i t i v e н % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l e c o n o m i c # e c o n o m i c к % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l r e g u l a t o r y # r e g u l a t o r y ! ) з % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l l e g a l # l e g a l ! ) д % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l p o l i t i c a l # p o l i t i c a l б % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l s o c i e t a l # s o c i e t a l F
Ю % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l ! ) Ы % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l n a t u r a l # n a t u r a l Ш % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l r e s p o n s e # r e s p o n s e 2 : Х $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 Т $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > П m a i l t o : a l e x @ u d e l . e d u М % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l r e s p o n s e # r e s p o n s e ! ) Й % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l n a t u r a l # n a t u r a l ! ) Ж % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l t e c h n o l o g i c a l # t e c h n o l o g i c a l ( ) Г % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l c o m p e t i t i v e # c o m p e t i t i v e А % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l e c o n o m i c # e c o n o m i c } % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l r e g u l a t o r y # r e g u l a t o r y ! ) z % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l p o l i t i c a l # p o l i t i c a l ! ) w % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l l e g a l # l e g a l t % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l s o c i e t a l # s o c i e t a l
q % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n
n & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l
k & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l h & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l e & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l b & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l _ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l \ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l Y & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l V & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l S & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
P % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
M % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
J % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
G % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
D % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
A % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l > % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s ; % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s " c 8 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x " c 5 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x
2 % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l t a r g e t # t a r g e t / % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s Z ^ , h t t p : / / w w w . b e n j e r r y . c o m / ) & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l l i f e & % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l
s w o t # s w o t # + h t t p : / / t u r n p i k e . n e t / m e t r o / t u v o k / g u i d e . h t m l b c g % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s L V & h t t p : / / w w w . u d e l . e d u / a l e x / m i s s i o n . h t m l % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s i { + h t t p : / / t u r n p i k e . n e t / m e t r o / t u v o k / g u i d e . h t m l s w o t % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o n t e n t s # c o n t e n t s " c % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x
% h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l t a r g e t # t a r g e t + ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l m a r k e t i n g # m a r k e t i n g ) ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o r p o r a t e # c o r p o r a t e ? ) % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l g o a l s # g o a l s " ) № % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l m i s s i o n # m i s s i o n ∙ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l
s w o t # s w o t 2 : Ў $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 є $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > Ё m a i l t o : a l e x @ u d e l . e d u э % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l m a n a g e m e n t # m a n a g e m e n t + ) ъ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l m a r k e t i n g # m a r k e t i n g ) ) ч % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l c o r p o r a t e # c o r p o r a t e ? ) ф % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l g o a l s # g o a l s " ) с % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l m i s s i o n # m i s s i o n ▐ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l
s w o t # s w o t / ) █ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l s t r a t e g i c # s t r a t e g i c
╪ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n ╒ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 0 . h t m l ╥ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 9 . h t m l ╧ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 8 . h t m l ╠ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 7 . h t m l ╔ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l ╞ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l ├ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l └ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 0 . h t m l F
╜ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 8 . h t m l G
║ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l H
╖ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l M
┤ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l L
▒ % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l O
о % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l d + л & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + и & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + е & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t в & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l l i f e d + Я & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t " c Ь % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x d + Щ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + Ц & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + У & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t J Р % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 . h t m l g o a l s d + Н & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + К & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + З & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + Д & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t
Б & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
e x t e n s i o n h + ~ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l t i m e x # t i m e x d + { & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t \ x % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 3 . h t m l t e c h n o l o g i c a l d + u & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + r & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t H o % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l
l i f e s t y l e d + l & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t 4 { i % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 6 . h t m l p e r c e p t i o n d + f & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t d + c & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t ~ e ` & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 3 . h t m l n o n c t ] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 5 . h t m l i n t e n s e C Z % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 9 . h t m l t y p e d + W & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t T & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l
p a c k a g i n g Q & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 2 . h t m l b r a n d i n g d + N & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t
K & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 2 4 . h t m l d + H & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c o n t e n t # c o n t e n t " c E % h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 . h t m l m i x 2 : B $ h t t p : / / w w w . u d e l . e d u / a l e x / i n d e x . h t m l , 1 ? $ h t t p : / / w w w . u d e l . e d u / a l e x / s y l l a . h t m l > < m a i l t o : a l e x @ u d e l . e d u ~ + 9 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l d i f f u s i o n # d i f f u s i o n b + 6 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l b u y e r # b u y e r ~ + 3 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l $ c o m m e r c i a l i z a t i o n # c o m m e r c i a l i z a t i o n Q 0 & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l
t e s t # t e s t d + - & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l d e v e l o p m e n t # d e v e l o p m e n t F * & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l b u s i n e s s # b u s i n e s s w + ' & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l s c r e e n i n g # s c r e e n i n g [ $ & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l
i d e a # i d e a Q ! & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l s t r a t e g y # s t r a t e g y ~ + & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l s e v e n # s e v e n ]
& h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l
f a i l # f a i l X & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l p r o d u c t s # p r o d u c t s U & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l d e v e l o p i n g # d e v e l o p i n g g + & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l n e w # n e w G & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l e x i s t i n g # e x i s t i n g D & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l p o s i t i o n # p o s i t i o n h + & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l m i x # m i x R & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l c l a s s i f y # c l a s s i f y N & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l s e r v i c e s # s e r v i c e s ] & h t t p : / / w w w . u d e l . e d u / a l e x / c h a p t 1 1 . h t m l i n t r o d u c t i o n # i n t r o d u c t i o n
! " # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ╛ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■
! " # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ╛ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■
! " # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ■ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■
! " # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ╛ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■
! " # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ╛ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■
■ ! " # $ ■ & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~ А Б В Г Д Е Ж З И Й К Л М Н О П Р С Т У Ф Х Ц Ч Ш Щ Ъ Ы Ь Э Ю Я а б в г д е ж з и й к л м н о п ░ ▒ ▓ │ ┤ ╡ ╢ ╖ ╕ ╣ ║ ╗ ╝ ╜ ╛ ┐ └ ┴ ┬ ├ ─ ┼ ╞ ╟ ╚ ╔ ╩ ╦ ╠ ═ ╬ ╧ ╨ ╤ ╥ ╙ ╘ ╒ ╓ ╫ ╪ ┘ ┌ █ ▄ ▌ ▐ ▀ р с т у ф х ц ч ш щ ъ ы ь э ю я Ё ё Є є Ї ї Ў ў ° ∙ · √ № ¤ ■ ■ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ■ ■ ■ R o o t E n t r y └ F ╨єf{^╚ А 1 T a b l e ╛ █╝ W o r d D o c u m e n t .z S u m m a r y I n f o r m a t i o n ( D o c u m e n t S u m m a r y I n f o r m a t i o n 8 % Ш╚ C o m p O b j q ■ ■
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