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Published on March 9, 2014

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An assignment on Business Strategy Submitted: Name: ID: Submitted To: Date of Submission 1|Page

Executive Summary: Autoglass as we know it today has its origins in two separate companies. In 1969, Tony Bates started a small family business in Bedford called Windshields, which became wellknown for its pioneering approach. In those days windscreens were made of toughened glass, which would smash if hit with sufficient force and the pieces of glass would end up inside the car.Autoglass was formed in 1974 and, by 1983, had over 40 branches and 100 mobile fitting units. In 1984, the two firms merged to become initially Autoglass Windshields and a year later the second part of the name was dropped - the name Autoglass remains to this day. The company presently has 180 branches and 900 mobile fitting units. Autoglass offers a vehicle glass repair and replacement service. Windscreens are usually damaged by loose chippings being thrown up from the road; over time this can turn into a crack. Body glass is usually damaged as a result of theft or vandalism. Autoglass has stated it makes repairs to around 1.5 million customers a year.The company is part of the Belron Group, a large international vehicle glass repair and replacement company. Belron is part of Belgian company D'Ieteren, which owns a group of companies which serve motorists. The UK office of Autoglass is based at Priory Business Park in Bedford. In this case the business strategy of Autoglass will be discussed. It examines the way Autoglass improved strategies and day-to-day tactics for evaluating and monitoring progress while advancing its established corporate objectives. 2|Page

Table of Contents Executive Summary: ................................................................................................................. 2 Task 1 ........................................................................................................................................ 4 1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS, OBJECTIVE, GOALS AND CORE COMPETENCIES OF AUTOGLASS .............................................. 4 1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN AUTOGLASS ....................................................................................................................... 5 1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS....... 7 Task 2 ...................................................................................................................................... 11 2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS ......................... 11 2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT LEAST TWO APPROACHES ........................................................................................... 12 2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN RELATION TO AUTOGLASS ......................................................................................... 13 Task 3 ...................................................................................................................................... 15 3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT............... 15 3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS ............. 18 Task 4 ...................................................................................................................................... 19 4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY IMPLEMENTATION OF AUTOGLASS .......................................................................... 19 4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW STRATEGY FOR AUTOGLASS ...................................................................................... 20 4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY.................................................... 20 Conclusion .............................................................................................................................. 21 References: .............................................................................................................................. 23 3|Page

Task 1 1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS, OBJECTIVE, GOALS AND CORE COMPETENCIES OF AUTOGLASS Mission of the Autoglass Company Autoglass repairs and replaces all kind of damaged vehicle glass and tries gives highest level of satisfaction to its customer. It sets its mission to create an incredible example for its customers. It is already a market leader in this kind of industry but it wants expand its market as far as possible. They have already captured incredible 92% customer satisfactory rate. They have a mission of making high standard services with all possible modern technology for this industry (Arazy, O, &Gellatly, I., 2012). Vision of the Autoglass Company They wants to introduced new modern technology to improve the quality of their services to gain the unimaginable 100% customer satisfactory rate. Its vision is to become a top market all leader among the all types of Services Company. This vision shows their competence as the market leader and they want to expand their business in every corner of world. Core Competency Autoglass is well equipped with their machineries which are built with high advanced modern technology (Arazy, O, &Gellatly, I., 2012). They can repair any kind of vehicle glass and it is very unique feature for their industry. They also have highly efficient group of worker who give the customers 24/7 nonstop services (Autoglass Company). These features have given strong core competency to autoglass which made them quite different and advanced from their competitors. 4|Page

Strategic Intent: The strategic intent of Autoglass is to ascertain itself because the market foremost wholeheartedly. The idea of strategic intent suggests that there's a general outlook on while the enterprise should to be going instead of a unquestionable affirmation of aide in Nursing foreseen conclusion and this proposes that there should to be galore of flexibility interior the affirmation to allow for employees start, cluster help and adaptation in light-weight of altered attenuating components. They are doing all the undertakings to stay foremost. Role of Strategy of Autoglass: The foremost task in strategic administration is usually the compilation and dissemination of the illusion and so the procedure affirmation. Autoglass has assembled their functions in topic making in associate degree extremely approach that the ideas sustain associate degree unquestionable time span focused the execution (Autoglass Company) Objective and goals of Autoglass: The major aim of Autoglass is to persuade their client by repairing or refurbishing broken windshield of any vehicle. The aim of Autoglass is to pattern their enterprise augment and help the worldwide persons (Autoglass Company). 1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN AUTOGLASS As a service company Autoglass stets its strategy quite carefully and hold their position they always have to give something new to the customers (Ivanauskiene, N, &Auruskeviciene, V., 2009). Some the issues involved in their strategic planning are discussed below- Competitive advantage of Autoglass We have analyzed the competitive advantages Autoglass by the using The Growth model of Ansoff (Kotler, P., 2000). 5|Page

Thiswillbediscussedbelow- • market penetration • Product development • Market development • Diversification Product:Present Product:New Product:Present Product:New Market: present Marker: Present Market:New Market:New Figure: Ansoff’s Model Igor Ansoffoffered this matrix whichdescribed on the firm's present and potential products and markets (customers) to portray alternative corporate growth strategies (Kotler, P., 2000). Ansoff's matrix provides four different growth strategies: a. Market penetration - Throughout this part Autoglass will increase its market segments by enterprise an allotment of their merchandise and apply an allotment of customers. A market scheme herewith a business hunts for to recognize larger dominance in the market throughout which they currently are giving (Melody, Y. & Kevin, H., 2000). This conceives normally focuses on apprehending a bigger share of aide degree living market. b. Product development - involves developing new products or services and placing them into existing markets. c. Market development - entails taking existing products or services and selling them in new markets. 6|Page

d. Diversification–It means evolving new goods and putting them into new markets at the identical time. Diversification is advised the most risky scheme. This is because the enterprise is expanding into areas out-of-doors its center undertakings and knowhow as well as targeting a new audience. It furthermore has to accept the costs of new merchandise development. 1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS 1. BCG Growth Share Matrix This matrix shows four types of market condition for existing products.In 1970,BCG the Boston Consulting Group developed the Growth Share Matrix. It was a two dimensional analytic for portfolio management which quickly became a classic in corporate strategy (Wheelen & Hunger, T. L. & J. D., 2013). Designed for conglomerates with an extensive portfolio of businesses, BCG classified businesses into dogs, cows, stars and question marks. Autoglass can scan and evaluate their business units by this model. Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences in the market. And they are: a. Stars: High Growth and High Market Share These are the business units are market leader which own high growth rate high market share. It requires huge cash to compete uphold its position. 7|Page

b. Cash Cows: Low Growth but High Market Share The units will have low market growth but creates a high cash inflow as it owns a huge market share. These units need some amount of investment. c. Dogs: Low Growth and Low Market Share These units are called as pets. These are the units with low market with low growth rate. These units need not future investment because it will hardly generate cash. d. Question Marks: High Growth but Low Market Share These are the newly introduced units in the market and progressively earning profit. These have chances to gain market share as it keeps a high market growth and become star. 8|Page

2. Strategic Position & Action Evaluation Matrix (SPACE) Autoglass can also use the Strategic Position & Action Evaluation Matrix (SPACE) toverify the market requirements and operations requirement to penetrate in different market segment.The Strategic Position and Action Evaluation or the SPACE Matrix is a fourquadrant structure which indicates whether aggressive, conservative, defensive, or competitive strategies are most appropriate for a given enterprise or company (Wheelen & Hunger, T. L. & J. D., 2013). The SPACE Matrix Analysis is most often engaged during professional market analysis of a firm. The axes of the SPACE Matrix represent the two internal dimensions of a competitive firm which are its financial strength or FS and its competitive advantage or [CA] and two external dimensions which are environmental stability ES and industry strength or IS (Kotler, P., 2000). 3. Profit Impact of Market Strategy (PIMS) The Profit Impact of Market Strategies (PIMS) is a inclusive, long-term study of the performance of strategic business units (SBUs) in 3,000 companies in all foremost industries. The PIMS project started at General Electric in the mid-1960s. It was conducted at Harvard University between 1972 and 1974. In 1975 PIMS was taken over by a Massachusetts-based nonprofit organization, called The Strategic Planning 9|Page

Institute (SPI). After that, SPI researchers and consultants have continued working on the development and application of PIMS data (Wheelen & Hunger, T. L. & J. D., 2013). The PIMS database is accessible to individuals for a subscription price (in 2006) of $995 for one month's use and $2,500 for three months' use. Longer periods of subscription are offered from SPI by special arrangement.Autoglass would possibly sustain people service information in alignment to research their values and designing method in order that they will keep pathway of their accomplishment and implementation of the methods. 10 | P a g e

Task 2 2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS SWOT Analysis Strengths Opportunities Weaknesses Threats • modern technology, low cost, higly efficient workers, visibility • technological development, less competitor, growing market. • Lack of promotion, less competition • increasing fuel price, govt. rules & policies,future competition Strengths Autoglass is using highly up to date expertise for their services They are supplying services at low cost. They have highly efficient and experienced staffs. They have visibility as an automobile service brand Opportunities Further technological development will help them to provide better services. They have fewer competitors to compete with. Auto glass’s market is growing day by day Weaknesses 11 | P a g e

Their promotion activities are not so much impressive. Fewer competitions can lower their employee’s work performance. Threats Increasing fuel price and make them increase the charges. Govt. rules & regulation, policies can pull their growth. Some companies are growing in at a threatening mode in this industry. 2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT LEAST TWO APPROACHES PESTLE analysis, which is sometimes referred as PEST analysis, is a concept in marketing principles (Wheelen & Hunger, T. L. & J. D., 2013). Moreover, this concept is used as a tool by companies to track the environment they’re operating in or are planning to launch a new project/product/service etc. PESTLE analysis for Autoglass are shown belowPolitical: These components determine the span to which a government may leverage the finances or certain commerce. a government may impose a new levy or duty due to which entire income developing organizations of associations might change. Economic: These factors are determinants of an economy’s performance that directly impacts a company and have resonating long term effects. For example, a rise in the inflation rate of any economy would affect the way companies’ price their products and services. Social: These factors scrutinize the social environment of the market, and gauge determinants like cultural trends, demographics, population analytics etc. For example, buying trends for Western countries like the US where there is high demand during the Holiday season. Technological: These factors pertain to innovations in technology that may affect the operations of the industry and the market favorably or unfavorably. This refers to 12 | P a g e

automation, research and development and the amount of technological awareness that a market possesses. Legal: These factors have both external and internal sides. There are certain laws that affect the business environment in a certain country while there are certain policies that companies maintain for themselves. For example, consumer laws, safety standards, labor laws etc. Environmental: These factors include all those that influence or are determined by the surrounding environment. This aspect of the PESTLE is crucial for certain industries particularly for example tourism, farming, agriculture etc. Factors of a business environmental analysis include but are not limited to climate, weather, geographical location, global changes in climate, environmental offsets etc. 2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN RELATION TO AUTOGLASS The stakeholders’ grid is shown belowI. The top part submits to the stakeholders who have low interest but high influence in the organization. II. The middle part submits to the stakeholders who have low influence and low interest in the organization. III. The bottom left part submits to the stake holder who influences the strategies and promotes the products. IV. The bottom right part submits to the stakeholders who have high interest but low influence in the organization. 13 | P a g e

High Influence Low Interest (Latents) Low Influence Low Interest (Apathetic) High Influence High Interest (Promoters) Low Influence High Interest (Defenders) Figure: Stakeholders’ Grid Autoglass has mapped the stakeholder’s interior the association in alignment that the stakeholders will gift their obligation in contemplates of the organization’s profit. The stakeholders are kept in four classifications so that each stakeholder has their unquestionable privileges and obligations in address of the making the concepts for the association which will be administered for the betterment of the association. 14 | P a g e

Task 3 3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT Market Entry Strategy Organic Growth:When an enterprise association accomplishes development over its own enterprise that is as equal because the beginning of the organization, it's known as organic development. It omits any development that's profited by pacing into the other enterprise or amalgamation or acquisition Merger:The start of Autoglass was through such amalgamation. Merger is that the method by two enterprises gets joined and turns into one entity through lawful consolidation. Acquisition:This is the policy where one enterprise buys another enterprise and combines itself because the proprietor. All through this method 100% or beside 100% ownership craves to be arriving by. Strategic Alliance:This approach is wholeheartedly a concept that resides between the notion of organic development and joining or acquisition. This is the method while 2 or more businesses acquiesce upon kind of widespread objectives and share every other’s assets to fulfill those objectives. Licensing:It is the process through that a mother enterprise (licensor) enables another enterprise (licensee) to use its identity and deal the services on the groundwork of affirmations on many time spans.The time span adopts the authorizing ascribe that desires to be paid to the licensor. Franchising:to gain market share overseas, Autoglass may use this approach by spreading franchises in distinct locations.It is the way, through that an enterprise may earn from the correct to use another company’s trademark, enterprise kind, procedures while the franchisor provision the correct to the franchisee. 15 | P a g e

Substantive Growth Horizontal Integration:In horizontal integration a business diversity or arrives by gaining facility of affiliated or complementary merchandise. Sometimes it's going to happen more often that a corporation buys one amidst its competitors and pattern integration. Autoglass would probably pattern such integration by connecting with alternate output that's affiliated with its house merchandise. Vertical Integration:Autoglass would determine work into integration by connecting with the suppliers and vendors. In integration a business supplements with the dealings or partners of the offer string of attachments and in some cases all the partners of the string of additions comprise underneath one proprietor (Melody, Y. & Kevin, H., 2000). Related Diversification:It will be unrelated diversification if Autoglass starts mercantilism home window crystal or attractiveness mirrors. It is the procedure one time enterprise new employees into diversification by injecting new merchandise and services that doesn’t accept as factual the house merchandise (Arazy, O, &Gellatly, I., 2012). Unrelated Diversification:If Autoglass starts mercantilism house window crystal or attractiveness mirrors, it would be unrelated diversification. It is the systemthatenterprise new employees into diversification by inserting new merchandise and services that doesn’t accept as true the existing merchandise. Limited Growth Market Penetration:It means to penetrate the existing market by giving adding worth against the ones of the competitors. This approach is supposed to instantly hit the competitors by satisfying their customers. Market Development:It’s potential for Autoglass to develop the market by geographically expanding the enterprise and returning to the shoppers. It proposes that aiming at new person’s phases and appealing the non-buying customers of that segment. It assists to continue the market share by supplementing new part of shoppers. 16 | P a g e

Product Development:It means that developing new merchandise that do not live presently and so appealing customers to get an allotment of diversity of merchandise or services. Innovation:It proposes that searching out a solely new would like of the shoppers interior the market and innovating replacement merchandise or service to rendezvous that require Disinvestment: Retrenchment: A topic utilized by companies to scale back the variety or the last size of the methods of the business. This scheme is usually utilized so as to slash prices with the aim of changing into an added economic steady enterprise. Turn around:Turnaround administration recruits administration rethinks, activity founded mostly cost accounting, origin malfunction determinants investigation, and SWOT investigation to work out why the enterprise is lowering short. It utilizes enquiry and progressing to save caused anguish enterprises and comes back them to financial rank.As to pattern a comeback central the enterprise associations got to verify the foundation of the adversities and sustained those adversities they have to pattern up new methods and values to trounce those matters Turnaround may be a procedure dedicated to enterprise renewal. Liquidation:If no alternate concepts befit the associations then it should deal its assets then ante up the shareholders and stakeholders. When a firm is terminated or bankrupted, its assets rectangle assess documented and furthermore the improvement buys creditors. Any leftovers are circulated to shareholders. Liquidating a firm is that the last stage of the firm’s survival. Divestment:Divestment is that the converse of buying into. The procedure of exodus of buying into is divestment. It the method of pulling out the assets operational and agreements those to rendezvous the gap inside the monetary issues and so as to liquidate the association divestment is important for any association Moreover cited to as divestiture, it's conceived for either economic or communal goals. 17 | P a g e

Porter’s Generic Strategy Michael Porter has developed a category scheme including three general types of strategies which are generally used by businesses to achieve and uphold competitive advantage (Kotler, P., 2000). The generic strategies are: a. Cost Leadership b. Differentiation c. Focus Cost Leadership Cost leadership can earn by inserting new productive and modern ways of services which will bear smaller cost. Autoglass can boost their profit at a margin by profiting cost leadership in the market (Kotler, P., 2000). It will help them to accept more cost in their promotional activities. Differentiation This scheme comprises with the exclusive presentation of services to the clientele. It will help the customers to differentiate their services from other companies (Kotler, P., 2000). currently autoglass has presented this kind of strategy and profit from a gigantic market place. Focus Autoglass is now focusing to elaborate their market as far as likely (Kotler, P., 2000). So they are now focusing on 100% clientele approval in order to maintain their market authority. 3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS In alignment to capture the market segment Autoglass enterprise needs new notions and new constituents which can be cooperative for them to flourish the market. So considering future 18 | P a g e

penalties they can investigate their market need and come to up with some development of the new business to diversify their services and arrest a new market segment. Only starting new merchandise line and expanding the market share will not help the Autoglass enterprise to perplex in the market solely. Autoglass should wholeheartedly reassess the response of the customers so that they might recognize what the customers are looking for and to what degree of approval customer’s wish for. The Autoglass have a 92% popularity rate amidst the customers at present. But with expansion of the enterprise the acceptance rate might fluctuate and Autoglass need to assemble an agenda for the new goals and elongation of the new services. Contemplating the shape of the enterprise, Autoglass can supply 5 quarters conceive that will be plentiful for Autoglass to argue up with the affray and maintain coalition with the automakers to perplexing the enterprise. Autoglass can imply next 5 quarters to obey with concepts they have taken and fulfill the firm promise to the customers. Autoglass should be take up the upright integration conceive to augment their enterprise. They can accelerate with coalition with automakers to arrest the new market segment. Autoglass is in a powerful place and they might be proficient to accelerate with the coalition with new associations. Coalition with affiliated associations will endow Autoglass to put more aim on the customer’s fondness and can develop new merchandise class to fulfill the claims of the customers. Task 4 4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY IMPLEMENTATION OF AUTOGLASS Autoglass administration should compute the trading and sales ways to double-check the best market share and sales. The sales cluster should to be evolved all through a means which will extend with the affray interior the market. Productive advertisements in applicable localities would likely facilitate an allotment throughout this address. The center competencies should to be apparently concentrated to attractiveness the shoppers. 19 | P a g e

Without sufficient implementation of the schemes no association can imagine themselves in yearned place Arazy, O, &Gellatly, I., 2012, till now Autoglass has finished these responsibilities quite well but in growing competition they should find out new ways of applying their schemes.Schemes are made for accomplishing the goals set by a company. But it is double-checked by the flawless implementation of these schemes. Managers make schemes to entire the missions set for gaining perfection, but they need to train the worker capable of fulfilling those schemes (Gómez, L, & Ballard, D., 2013,). Convincing the aim accomplishment will result in employee acceptance and coherence in job environment.Managers need to motivate and leverage the workers to execute the values that are undertaken competently and competently (Michael A., 1999). 4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW STRATEGY FOR AUTOGLASS They should modernize their components in normal cornerstone and train their human asset adaptable with new technology.Autoglass has gathered a wealthy assemblage of assets and maintained it quite well. But the evaluation of their assets should be finished more mindfully as they are a service and expertise founded association (Dessler, G., 2000). Autoglass has 159 clientele advisor employed 24/7 to meet the customers demand. ). As human assets in much more crucial in service based commerce rather than in product based commerce, Autoglass has exceptional care for the HRM department.Autoglass furthermore has fleet servicing which needs man power. Autoglass has trained their workers in such a kind that they gain a unique status in the enterprise (Schultz, H., 2006) 4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY Evaluation of the benchmark outcomes: Quarter 1 The enterprise should be convey up with the designs and find out the feasibility of the concepts if the concepts would contemplate in the foreseen conclusion. They can take the repsonse of the customers and find out what additional they 20 | P a g e

are looking for in the windscreen fixing service. There should be weekly and monthly overseeing by the line managers of the divisions. Quarter 2 During the time span Autoglass should reconsider the customer’s repsonse and apply the desired design to elaborate the enterprise. The line managers should be responsible for assembling the feedbacks and acting in the direction of it. Quarter 3 This is the quarter of accumulating data and takes research note on the applied strategies. The management should find out the gap between the anticipated outcome and genuine conclusion. The GAP might happen because of lack of coordination or inefficiency of the employees and line managers Quarter 4 Management should organize a training program to fill in the gap. So that the employees can achieve the organization goal in desired manner. Quarter 5 In this quarter the association might accomplish the yearend results founded on the conceive making and the implementation procedure. If the administration falls short to complete the objectives through the strategies, then they have to start undertakings founded on facts and numbers like teaching the employees or consigning support to them Table: Evaluation of the outcomes Conclusion 21 | P a g e

As a market foremost Autoglass has set a new standard of services to its customers. This demonstration will not be done without teamwork and Autoglass displays that they have a huge number of qualified and effective employees by whom they have accomplished which was one time unimaginable in this industry. Their customer satisfaction rate is envious for a service business of the world. Their technological initiation was thrilling for the customers. Now-a-day they are endeavoring to elaborate their market and it may cause those opposite new challenges but in order to become an international market foremost every business should accept any kind of challenges. 22 | P a g e

References: Arazy, O, &Gellatly, I., 2012, 'Corporate Wikis: The Impact of Autoglasss in the Windscreen industry, vol. 29, no. 3, pp. 87-116. Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 22 November, 2013]. Dessler, G., 2000. Human Resource Management. 5th ed. Delhi: Pearson. Gómez, L, & Ballard, D., 2013, 'Communication for the Long Term: Information Allocation and Collective Reflexivity as Dynamic Capabilities', Journal Of Business Communication, vol. 50, no. 2, pp. 208-220 Grant M. R., (2010) – Contemporary Strategy Analysis, Amazon.co, Wiley Higher Ed; 7th edition. Ivanauskiene, N, &Auruskeviciene, V., 2009, Change Management and Its preparation', Economics & Management, pp. 407-412. Kotler, P., 2000. Marketing Management. 5th ed. New Delhi: Prentice hall of India. Schultz, H., (2006). Discover the Traits of Top Management [online]. s.n. Available from: http://www.nwlink.com/~donclark/leader/leadcon.html [accessed December 26, 2013]. Wheelen & Hunger, T. L. & J. D., 2013.Strategic Management and Business Policy. 5 th ed. Delhi: Pearson. 23 | P a g e

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