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We pride ourselves with strong, flexible and top notch skills.


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We help our clients integrate, analyze, and use their data to improve their business.










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We pride ourselves on bringing a fresh perspective and effective marketing to each project.

  • Volvo Unlocks MLB Paywall for April

    Volvo Unlocks MLB Paywall for April

    Play ball. For Major League Baseball's Opening Day today, an advertiser is unlocking a paywall for rabid baseball fans: Volvo is presenting free streaming games on Apple devices for one month.

    To kick off baseball season, MLB Advanced Media has announced that access to MLB.TV in its iPhone, iPod Touch and iPad apps is free for all of April, thanks to the Volvo sponsorship. (Android users will get one free game per day.) That's up to a $25 value for one month's subscription to the streaming service; users will still have to pony up $14.99 for the apps.

    MLB was early to launch iPhone and iPad apps for fans to stream games live and, at last count had 1.5 million subscribers to apps and MLB.TV. It is a leader in streaming mobile video, and it white-labels its technology to other publishers and broadcasters such as ESPN, Turner Sports and CBS Sports.

    This isn't the first time the MLB at Bat apps will feature ads. For the sponsorship, Volvo has secured pre-rolls ads during the live stream and banners between innings.

    This also marks the second recent auto advertiser to provide consumers free access to content under lock down: After the New York Times announced its new digital paywall, Lincoln offered some readers free access for the rest of the year.

  • Ladbrokes charges lame ‘inactivity fee’ to dormant customers

    Ladbrokes charges lame ‘inactivity fee’ to dormant customers

    The great lie of the web is that we all “agree to the terms and conditions” when buying or downloading things. Most people don’t bother to look at the T&Cs, much less read them in detail.

    As such it is often the case that customers are not aware of certain terms that can come along and bite them on the ass.

    A case in point is Ladbrokes Poker, which sent me the following email yesterday:

    Ladbrokes inactivity fee

    My initial reaction was outrage. That was swiftly followed by utter outrage.

    I checked out the Ladbrokes terms and conditions. Here’s the offending clause:

    15.3 . If you do not use your account to carry out any betting activity for a period of 12 consecutive months, such account shall be deemed to be inactive (“Inactive Account”).

    15.4. Any Inactive Account will be charged an administration fee (the "Inactive Account Fee") in an amount of £2 (or currency equivalent) or 5% of the balance of the account on the date the account becomes an Inactive Account (whichever amount is greater). Subject to clause 15.5, the Inactive Account Fee shall be deducted from the Inactive Account at the end of the day the account becomes an Inactive Account and on the first day of every following calendar month.

    15.5. The Inactive Account Fee will be deducted until the earlier of: (1) the account balance being reduced to zero; or (2) the account being reactivated by you using the account to carry out betting activity. In each situation the Inactive Account Fee shall cease to be deducted.

    15.6. We reserve the right to close any Inactive Account whose balance has been reduced to zero for a consecutive period of 6 months.

    As a persuasion tactic this sucks and is borderline unethical considering that it relates to gambling.

    I can see no good reason for charging customers an 'administration' fee for dormancy. Terminating dormant customer accounts might be a smart idea, as far as data cleansing is concerned, though that assumes that they cannot be reactivated. But this isn’t termination, and it feels pretty close to blackmail.

    The thing is, I can’t actually remember using Ladbrokes to play poker, as it was so long ago. I dug up my details and logged on, to a) see if had any money in the account, and b) close it down, on the basis of this ridiculous email. My account balance is £0.00 (and based on the above terms I shouldn't have been notified of a charge, precisely because my account is at £0.00). I have written to Ladbrokes to ask it to terminate my account. Way to lose a customer...

    The back story is that I joined on 24 March 2008. Ladbrokes allows you to search through your account history, but only as far back as 1 January 2010, for bewildering reasons. I haven’t used the account in that period, and I’d wager that I didn’t use it in 2009 (I’ve asked the question). Which begs the question as to why I’m suddenly being pushed for a £2.00 inactivity fee in March 2011. I'm wondering whether the fee was introduced in November 2010, when I received an email notifying me of changes to the T&Cs. Hmmm.

    Ladbrokes isn’t alone in employing this low-rent fee as a wacky customer retrieval / removal tactic, but it’s certainly the first time I have had the misfortune of being on the receiving end of one. It's not about the money, you understand. It's about the shakedown. Credit cards and banks

    So I guess by responding I’ve helped it to improve the health of its customer database, though for a measly £2.00Ladbrokes has left an indelible stain on its brand. I won’t be back.

    I think we need a new metric for the opposite of customer retention; something along the lines of ‘ex-customer lifetime avoidance’.

    Three incidental points:

    1. The site's security certificate is not trusted.
    2. Using a ‘noreply@’ email address suggests that you are doing customer services all wrong.
    3. Before you say “Ah, but clearly this tactic works based on your response” please note that I only responded to this in order to write about it. Ladbrokes would otherwise be whistling for its fee…

    What do you think? Is it just me that thinks this sort of thing is totally counterproductive, borderline unethical and downright offensive?

  • Salesforce Buys Social Media Monitoring Company Radian6 For $326 Million

    Salesforce Buys Social Media Monitoring Company Radian6 For $326 Million

    Cloud computing giant Salesforce.com has acquired social media monitoring company Radian6 for approximately $276 million in cash and $50 million in stock, net of cash. In addition, approximately $10 million in stock and $4 million in cash will be issued to Radian6′s founders (subject to vesting conditions over two years).

    Radian6 helps clients like Dell, GE, Kodak and UPS monitor, analyze and engage in ‘hundreds of millions’ of social media conversations. Salesforce argues that the acquisition of the company will enable it to enhance all of its products, including Sales Cloud, Service Cloud, Chatter and Force.com.

    Commented Marc Benioff, chairman and CEO of Salesforce:

    With Radian6, salesforce.com is gaining the technology and market leader in social media monitoring. We see this as a huge opportunity. Not only will this acquisition accelerate our growth, it will extend the value of all of our offerings.

    Founded in 2006, Radian6 helps companies monitor the social web (Facebook, Twitter, blogs, YouTube, forums and so on) in order to provide actionable insights in real-time and thus enable its clients to effectively join conversations with customers and prospects.

    The company just made an acquisition of its own, snapping up one of its resellers, 6Consulting, to establish a presence in the UK.

    Salesforce expects the transaction to close in its fiscal second quarter ending July 31, 2011, subject to customary closing conditions.

  • Mobile commerce through the affiliate channel

    Mobile commerce through the affiliate channel

    2011 is anticipated to be the year of mobile commerce and a strong performance over the Christmas period intimated that mobile commerce was really taking off.

    This post firstly examines the rise in affiliate sales that have been seen through mobile devices across the Affiliate Window platform. It then investigates the impact that has been seen across two advertisers on the network that have fully optimised mobile sites and uncovers some interesting findings.

    Research carried out across the network was limited to the main handsets and mobile devices (iPad, iPhone, Android) as activity through other devices such as Blackberry was negligible. Sales and click data was analysed for November 2010 to February 2011.

    One of the most startling headlines when analysing the figures was that the proportion of sales driven through mobile devices has more than doubled since late 2010.

    At the end of November just 1.3% of sales were driven through a mobile device, by mid February this had increased to 2.8% of all transactions seen across the network.

    Sales volume recorded through the Affiliate Window network, with the three mobile platforms’ sales plotted on the left-hand axis:

    Nearly 30,000 sales were delivered through mobile devices across the network in January with more than £2m in sales value generated. Click to sale conversion rates were generally lower on mobile devices than general network web traffic, with the notable exception being the iPad.

    With such a vast amount of activity being generated through mobile devices advertisers need to sit up and take notice. Without a website fully optimised for mobile, customers looking to purchase on the move may find an inadequate user experience and opt to purchase elsewhere.

    More and more advertisers are launching fully optimised mobile sites in recognition of the growth trend. The following data looks at two advertisers who have mobile sites with affiliate tracking in place.

    For the first advertiser, 7% of all sales driven through the affiliate channel came through their mobile site. 72% of sales were made within the first day of the cookie being dropped and the longest click to sale period was 19 days.

    This highlights that although a lot of customers are transacting quickly due to the convenience of mobile, they are also using mobile devices as a research tool with the transaction occurring further down the line.

    When looking at the average transaction values from the first advertiser, it is evident that lower ticket items are being bought through mobile devices.

    The average basket value through the advertiser’s mobile site was £25.76 while this was £35.81 through the website. The highest transaction value through the mobile site was £138.95 compared to £438.84 through the website.

    Both of these stats point to the convenience associated with transactions through mobile, the ease to add products to a basket while on the move.

    The second advertiser has seen just under 2% of all affiliate sales driven through their mobile site. This advertiser has driven 83% of sales within an hour of the initial click. Again, as seen with the first advertiser, the average transaction value through the mobile site is slightly lower.

    This was £24.80 through mobile compared to £29.87. There was however a more significant difference in the highest transaction values. The highest transaction through the mobile site was £37.86 compared to highest value of £597.86 through the website.

    With a fully optimised mobile site merchants are becoming more accessible to their user base and provide a further route to sale. Consumers searching for brands via their mobile are more likely to purchase through competitors if there is not a mobile site.

    Additionally by offering affiliate tracking through a mobile site, advertisers are opening themselves up to a greater publisher base with technologies such as Snapnow being utilised.

    With such rapid growth figures it’s clear that advertisers not developing their mobile sites will, in time, be challenged by affiliates who may choose instead to invest their energies promoting competitor retailers who have fully embraced mobile.

    via econsultancy

  • Amazon Beats Apple And Google To Cloud-Based Music Storage/Streaming

    Amazon Beats Apple And Google To Cloud-Based Music Storage/Streaming

    Well, the rumors were true. Not only is Amazon entering the “music locker” space, they’re doing it before both Google and Apple — as their “Cloud Drive” and “Cloud Player” have just gone live on their site tonight.

    Cloud Drive is the name Amazon is giving to its media storage space on their servers. They give you 5 GB of storage for free and allow you to access the media from any computer. Cloud Player is the name of yes, the actual player. And it comes in two flavors: a player for the web, and one forAndroid devices. You’ll note an absence of an iOS player…

    A bit more:

    • Any album bought through Amazon MP3 is stored for free in your Cloud Drive — a very nice perk.
    • If you buy one album from Amazon MP3, they’ll upgrade your Cloud Drive storage to 20 GB for free for a year — another nice perk.
    • Normally, 20 GB of Drive storage will cost $20 for a year. 50 GB is $50. 100 GB is $100. And so on. All the way up to 1 TB for $1,000.
    • The Cloud Drive storage isn’t just for music — Amazon notes that 1 TB will hold 70 hours of HD video.
    • Other files can be uploaded — this includes music, movies, photos, and even documents.
    • The MP3 uploader accepts MP3 or AAC files, but they must be DRM-free (.wma, .wav, .ogg and others are not supported)
    • Old Amazon MP3 purchases aren’t put in your Cloud Drive, only new purchases going forward (though you can manually upload).
    • The Android Cloud Player is built into the Amazon MP3 app — it’s in both the Android Market and Amazon’s new Appstore.
    • This is for U.S. customers only for the time being.
    • Cloud Player for the web works on IE 8 and above, Firefox 3.5 and above, Chrome, and Safari. There is no Opera support. And Flash is required (but for uploads only).
    • There’s also a stand-alone uploader app for Mac and PC.
    • You can’t upload music from your mobile device “at this time”.

    So there you go, Amazon has won the race of the big three to deliver a fully cloud-supported music option. Current whispers have Google launching something very similar at their I/O conference in May. And Apple is working on a similar concept as well — but it may not launch until this fall. At least that was the original plan, Amazon’s move may alter things, obviously.

  • Groupon’s “Real” U.S. Revenue Numbers For February

    Groupon’s “Real” U.S. Revenue Numbers For February

    Two days ago, I published the chart below with monthly estimates of Groupon’s U.S. revenues. The chart shows a startling 30 percent falloff in February from the month before. As I noted in the post:

    Again, these are just estimates based on the equivalent of scraping Groupon’s site, and thus could be missing something.

    Well, at least for February, it looks like those numbers are way off. The post obviously caused some ripple effects to the extent that Groupon had to start addressing the issue with potential hires. As a result, it knocked loose the real revenue numbers for February and January. Groupon wouldn’t comment on the revenue numbers when I asked them about it, but according to a source, Groupon is now privately countering the numbers in my post: instead of $62 million in U.S. revenues, the company did $103 million in February. And that is up from $92 million in January (compared to the $89 million in the original data below).

    I did some checking around, and I’ve been able to confirm that these two numbers (the $103 million and the $92 million) are right. I was also able to confirm that the 60/40 mix between U.S. and international revenues is about right.

    But getting back to the cause of the drop. My original source on the data cautioned that there is a lag time between when the data is published and collected, and it is “definitely possible” that could account for the drop in February. Note that both January numbers are pretty close. The real discrepancy is with February. Also, if Groupon changed the way it published the pages in February, that too could have changed the numbers.

    Other external guesstimates such as Yipit’s also point to a drop, but again, the more I learn about how this data is collected, the clearer it is that these are all imperfect methods. Groupon, of course, brings this speculation upon itself by being so tightlipped about its financials. That will change only if and when it files for an IPO.

    via TechCrunch
  • Goodnight, Swoopo: The Pay-Per-Bid Auction Site Is Dead

    Goodnight, Swoopo: The Pay-Per-Bid Auction Site Is Dead

    When I first wrote about Swoopo back in 2008 I found it abhorrent. It was, in short, a form of gambling masquerading as an auction site. You paid for bids – the more bids you bought the better the chance that you’d be able to pay a reduced price for a certain item. The real money came from the suckers who ran up the price. All those previous bids, at $1, were junked in the process.

    They called it entertainment shopping. Now, however, I call it dead.

    The company filed for bankruptcy in Germany on the 23rd and although the site appears to be down due to “technical difficulties,” I think the difficulties are more financial. Technologizer has found that the company is finding a liquidator to divest its assets and all bidders with current balances with the company are SOLwoopo.

    Some of Swoopo’s competitors are still around (I feel I must refrain from linking to them except in excoriation and so I’ll avoid that here) but hopefully they will suffer the same fate. Fools and their money, as they say, are soon parted. It becomes immoral when the ones doing the parting have stacked the deck in their absolute favor.

  • PayPal mobile transactions exceed USD 6 million daily - report

    PayPal mobile transactions exceed USD 6 million daily - report

    PayPal has reportedly exceeded USD 6 million in mobile transactions daily, media outlet mobilecommercedaily.com reports, citing Fabio Sisinni, director of product management at PayPal Mobile.

    According to the source, PayPal’s mobile payment transaction volume has grown from USD 24 million in 2008 to USD 140 million in 2009 and to USD 750 million in 2010. Moreover, Sisinni has claimed that the company is projecting to reach USD 2 billion in mobile transactions in 2011 and USD 7.5 billion in 2013.

    The company’s overall payment volume has reached USD 92 billion in 2010, which represented a 28 percent growth year-over-year (y-o-y) and 61 percent of eBay’s overall volume, the source reports.

    As part of future development, PayPal is planning to develop a wallet in the cloud, according to Fabio Sisinni. The announcement has been made at the International CTIA Wireless 2011′s Money Over Mobile pre-conference program.

    PayPal counts 94 million active accounts and 9 million merchants operating in more than 190 markets. The PayPal system supports 25 currencies.

    In recent news , e-commerce services provider AmeriCommerce has revealed the certified integration between its shopping cart software and PayPal's Express Checkout service.

    via Paypers
  • Jumio


    You buy. You sell. And Jumio is making everything in between a lot easier. We are currently in the development stage of creating a new technology that will change the way we handle payments. Exciting times.

    Jumio The End of Cash from Jumio Inc. on Vimeo.

  • Cloud Girlfriend

    Cloud Girlfriend

    The Social Network Girlfriend
    Step 1: Define your perfect girlfriend. Step 2: We bring her into existence. Step 3: Connect and interact with her publicly on your favorite social network Step 4: Enjoy a public long distance relationship with your perfect girl.
    Launching soon. Enter your email to join their invite list:


    The application has yet to launch, but people familiar with Facebook’s terms of service agree that Cloud Girlfriend won’t last long.
  • WATCH: BitDefender Maps Facebook Scamware Memes

    WATCH: BitDefender Maps Facebook Scamware Memes

    BitDefender has compiled an infographic and video about the most common patterns of rogue applications traveling across Facebook and other social media.

    The infographic requires a lot of scrolling, so we’ve embedded the video first. After you watch the footage, scroll down to see BitDefender’s map of scam memes. And be sure to share with us in the comments section what you think of this visual data presentation.

  • The Friction-Free Future of E-Commerce 3.0

    The Friction-Free Future of E-Commerce 3.0

    The Friction-Free Future of E-Commerce 3.0

    2010 was the year of social media: Mark Zuckerberg was named Time's Person of the Year, "The Social Network" seemed poised for Oscar glory, and Facebook exceeded Google's(Nasdaq: GOOG) daily traffic. Certainly there were hiccups along the way -- privacy settings, ease-of-use and the Google Buzz debacle -- but no serious commentator currently considers the social Web to be anything but an established part of the media universe.

    For all that, monetization of the social Web has been a story of extremes. While Zyngascored more than US$1 billion in sales of virtual farm machinery, the vast majority of social Web entrepreneurs struggled to find the right technology to create a viable business model. Survey after survey found that larger organizations used the social Web for creating buzz, rather than sourcing customers, and that consumers directed to products via social recommendations were much more likely to try the product, but were no more likely to purchase than those who stumbled through the door from paid search ads.

    The broadcast effect of social media platforms creates the buzz but the narrowcast of known and trusted connections is what makes sales. In other words, presence on Facebook (through fan pages, "Like" campaigns and advertising, etc.) does great things for bringing a product into global awareness, but the actual selling process demands a more e-commerce-like, demographically tuned and personalized approach.

    Delta Airlines, for example, discovered that, while the buzz of using social media for advertising purposes generated positive effects, the company could create real, measurable results by deploying a ticket reservations app that was embedded within the Facebook experience.

    Connected E-Commerce

    Perhaps more importantly, we have discovered the value of connectedness throughout the e-commerce world. Internet marketers, often known as "affiliate marketers," are at their most formidable when they coalesce into informal social networks, each promoting one another's product releases over a period of time. This sharing of prospect lists and demographically homogenous audiences ensures that the right consumers are being offered the right product at the right time and that the marketers involved are able to generate an ongoing revenue stream that feeds their business.

    Similarly, we see the emergence of peer-to-peer rewards programs that develop social recommendations into actual marketing programs. Organizations such as TipFrom.Me make it easy for buyers to recommend the things they buy to their friends and associates and to receive a bounty each time a friend actually buys. In this way, the social recommendation now has a bi-directional value, and encourages consumers to participate more actively.

    This will be the year that vendors create their narrowcast strategies within the social Web, Internet marketers leverage their informal social networks to drive sales growth, and consumers narrowcast their social media channels to reach new, highly qualified prospects. In other words, we are entering the era of connected e-commerce, where the adage that it's not what you know but who you know becomes a defining characteristic of the successful online merchant.

    The reality of today's online shopping experience is that consumers are still consistently finding that websites are not equipped to service customers after they drive them to their site. A recent Harris Interactive(Nasdaq: HPOL) poll found that 90 percent of consumers experience problems when conducting online transactions and that number has not improved in the past three years. Studies show that large numbers of consumers are abandoning their online shopping carts, with the percentages ranging from 49 percent to over 75 percent, depending on the study. Consumers are looking for simplicity -- and some of the leading e-commerce sites have already broken into the new paradigms necessary to really monetize business and make the online shopping and purchasing process easier for the consumer. But these were incremental steps and the basic purchase transaction process has not changed much.

    Frictionless Buying

    It was the Apple (Nasdaq: AAPL) online App Store that captured the consumer's imagination and is revolutionizing the industry with its simplicity, ease of use and true one-click purchase experiences. It is seamless from start to finish -- frictionless. This has ushered in the era of online commerce that one might call "e-commerce 3.0."

    Leveraged by the social Web, in part the App Store market place concept is not new. But what Apple has done well is create a platform that does an outstanding job of two very basic requirements for online retailing: seamlessly collect consumer credit card information and shopper personal information and put the two together. It has created a platform that through sheer ease of use convinces users to purchase products through Apple time and time again using information previously gathered.

    The credit card is transparent -- the only vital information a shopper needs to supply is their Apple password. This revolutionized the "card holder not present" payment and marketing industry for online sales, even though the environment is a walled garden -- closed to any business model other than that defined by Apple.

    Broad to Narrow

    As the old saw goes, all politics is local, and ultimately all e-commerce, however global in scope, comes down to persuading individual users at the retail level to invest their limited cash on specific products or services. What this means is that there are fundamentally two stages involved in taking the wide world of Internet users and turning them into customers:

    1. Aggregate the largest number of customers possible into a single, addressable location.
    2. Qualify the huge pool into a subset that is truly addressed by your value proposition and market directly to them.

    Put another way, the broadcast paradigm of the big-time social network can bring a huge mass of people into a single locale; it is then the task of the merchant to narrowcast their message to some defined subset of that crowd.

    Take, for example, a game (that doesn't yet exist, as far as I know) based on a romantic comedy movie: participants choose the part of either male or female protagonist and must then collect badges and items to "woo" the other. These items can be earned by playing puzzle games, or purchased through the swapping of real money for game currency. Facebook is an ideal platform to release the game on, as then anyone who wants it can get at it; but the publisher must do something more narrowcast to attract the interest of the subset of that total audience who would want to play (and pay to play!) the game. Simply slapping a game onto Facebook and advertising broadly is a recipe for failure. Instead one must narrowcast the message to the consumers who are likely to qualify as prospects and then capture, earn and retain their interest.

    Impact on Current E-Merchants

    The online world, is becoming more reliant upon connections and narrowcasting messages to just the right audience demographic in order to deliver superior revenue growth. While there is danger in this turn of events, there is clearly great opportunity for those merchants able to go with the flow.

    To most effectively leverage this emerging era of connected e-commerce, merchants should

    1. Execute a social network strategy: Employ the broadcast capabilities of the social network platform to distribute knowledge (i.e. create fan pages, use advertising etc.), then narrowcast the message to the ideal demographic. Identify thought leaders and bring them "inside the tent" and ensure ongoing dialog with the prospects most likely to impact market perception of the product catalog.
    2. Build informal networks to leverage the list: Connect with related Internet marketers, as well as publishers of complementary products, to deepen the catalog, gain access to partners' lists and generate greater return from one's own list. Drive excitement and movement by having fresh new offerings to the list on a regular basis.
    3. Convert customers to micro-affiliates: Implement a micro-affiliate program within the business encouraging consumers to become marketing outlets for the product. Focus on the best products in the catalog, knowing that new browsers only buy when the product is genuinely well-presented and well targeted.

    Merchants who build a more connected business can leverage direct relationships with consumers, indirect relationships via partner list holders and extended relationships via social recommendation. In the new social market of the emerging second decade of the 21st century, these relationships will define the winners and the losers.

    Simon Jones is vice president of strategic solutions at Plimus.

  • Vintage Frames Shop x Cazal 616 Sunglasses

    Vintage Frames Shop x Cazal 616 Sunglasses

    Vintage Cazal 616 Sunglasses 2 500x419 Vintage Frames Shop x Cazal 616 Sunglasses

    The last of an original that is growing rarer by the day, Vintage Cazal 616 sunglasses have escaped the recent remake of Cazal vintage frames, so they are even more sought after now. Made popular by Spike Lee as Mars Blackmon in 80s Nike commercials, these glasses have been seen on the likes of Diddy, Big Boi of Outkast, Will.i.am, Rick Ross and others. This is what Vintage Frames aficionado Corey Shapiro has to say about the glasses.

    The Vintage Cazal 616 Sunglasses are a must have for any Cazal fan. In the recent years Cazal has dropped some retro models. Thank heaven this isn’t one of them! The Vintage Cazal 616 Frame i hope will be kept sacred.

    There are a limited number of these beauties left on the market but you can be one of the lucky few to own these glasses by visiting The Vintage Frames Shop online – HERE.

    Vintage Cazal 616 Sunglasses 3 500x243 Vintage Frames Shop x Cazal 616 Sunglasses

    Vintage Cazal 616 Sunglasses 4 500x375 Vintage Frames Shop x Cazal 616 Sunglasses

    via Stupid Dope


    We've been developing corporate tailored services for clients for 30 years.


    For enquiries you can contact us in several different ways. Contact details are below.


    • Street :Road Street 00
    • Person :Person
    • Phone :+045 123 755 755
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    • Email :contact@heaven.com

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