суббота, 21 октября 2023 г.
55 Business Model Patterns. #20. Guaranteed Availability
пятница, 20 октября 2023 г.
Brand Awareness
Brand awareness is the level of knowledge people have about your brand. The level of knowledge means how well customers are informed about your company, about your products, how much they can recognize or remember your brand. The higher the level of knowledge, the more the audience is familiar with you, thus, the purchase of your product or service is more likely.
Let’s go through the sales funnel, which displays the buyer’s path. The basic view of the funnel has the following form:
AIDA Funnel
- Awareness. This is the stage of getting acquainted with a product or service, when you first encounter them, an initial contact.
- Interest. You will learn more information about a product or service and this causes you positive feedback, a response. You are showing interest.
- Desire. After the Interest stage, your feelings develop and become deeper. You have a desire to get this product or a desire.
- Action. This is the final stage. You have a clear intention to perform an action.
Awareness is the first component of the funnel, it is the beginning of the path. That is why it is so important that the audience is familiar with your brand. The purchase decision is made at the end of the journey, but the first impression is laid at the Awareness stage. If you have a strong brand, it will greatly increase your chances of selling.
I would like to emphasize that it is not enough to be known and recognized by the customer, you also need to pay attention to the reputation of your company, how you look in the eyes of your audience. You may find yourself in a situation where the audience knows your brand, but they don’t like it or they don’t trust it, which obviously won’t benefit you.
Top of Mind
Speaking about brand awareness, it is impossible not to mention Top-Of-Mind Awareness (TOMA). Many companies strive for top-of-mind awareness (TOMA), that is, to be the first in the minds of customers when they mention the product category they represent. As a rule, previously marketers used to launch extensive advertising campaigns to achieve Top of Mind status, but this is a rather expensive tactic, and many companies could not afford it.
Now consumers learn about products and brands not only from advertising. When making purchase decisions, consumers receive information from a variety of sources to justify their judgments. In his book “Top of Mind. Use content to unleash your influence and engage those who matter to you” John Hall describes how to achieve Top of Mind status with high-quality content. Initially, people are wary of you and your product because they don’t know you. To enter into any business, you must overcome the walls of distrust or trust barriers.
John Hall examines in his book some of the touchpoints for creating trust and opportunity. But he reminds you that human emotions are a multi-faceted and complex thing, so there is no universal checklist that guarantees 100% success.
- Helping others
- Being transparent and likable
- Brand and thought leadership
- Remaining consistent and boosting familiarity
- High-quality digital content
Contents an effective way to build your authority and engage in a live conversation with your audience that doesn’t have to end. Great content is created for the sake of the reader. Your content should either educate or entertain your audience. In any case, they want to be enriched. Write for their needs and you will earn a top-of-mind spot.
Brand Awareness Metrics
Brand awareness is a key metric of brand performance in the market. And how can this indicator be measured? There is no universal formula to calculate the level of awareness. But you can apply some approaches:
- Surveys and tests. You can conduct surveys offline with the help of specialized agencies or online with the help of social networks, email. Ask your audience what they think of you. Analyze the feedbacks that your customers leave. You can also perform tests, for example:
- By product category. You offer the audience a certain product category and ask them to name the brands they associate this category with. Do not use brand names. The audience must remember and define the brand itself.
- By brand name. Unlike the previous test, in this case, on the contrary, they call the brand and ask the audience to tell what they know about it to understand the depth of knowledge about this brand.
- Using “accompanying” metrics for brand awareness analysis, that is, metrics that evaluate other types of marketing activities are used to analyze the level of knowledge about your brand, for example:
- Website metrics, such as the number of visitors, time spent, and others. They show that people know about your brand and interact with it.
- Metrics for social networks, such as the number of followers, likes, comments, and others. These indicators show not only the knowledge of the brand but also the attitude towards it.
- Metrics for analyzing advertising campaigns, for example, CTR (Click Through Rate), the number of views for videos, and others. They will help you analyze audience engagement.
You can use different metrics depending on your type of activity and the direction of your marketing, the main thing is that they reflect a true picture of the brand awareness level.
Next Steps
So, you have analyzed brand awareness and realized that you need to improve this indicator. What is necessary to do this? There are various ways, but, in my opinion, at the moment the most effective is the creation of useful and interesting content. I have already mentioned it in this article as part of achieving TOMA status, but the application of content is much broader.
At the same time, it is worth using various forms, such as blogs, expert articles, videos, podcasts, and others. And, of course, the main condition is that your content is free. If your audience likes the content, they will share it and will promote your brand themselves, thereby expanding their reach. This is the essence of word-of-mouth marketing. Actively use your social networks, involve people, give them an opportunity to talk, support them. Don’t treat it as a duty, be closer to your audience, they want to see that your company has a human face with emotions, feelings, mistakes.
Other methods are more expensive, such as launching an advertising campaign or sponsoring an event, but they can also bring a great response.
Increase the level of your brand awareness, build trust with your audience, monitor the reputation of your company, all these are integral parts of a strong brand and a reliable company.
https://www.marketing-psycho.com/
RoundMap™ Framework
A Comprehensive Framework for Breaking Down Silos, Elevating Organizational Performance, and Fostering Equitable Business
In a world undergoing rapid transformation, where the tectonic plates of technology, society, and economics shift beneath our feet, one truth emerges: businesses that stay rooted in old paradigms will crumble. We are caught in the currents of the Longwave business cycle, a transformative era that challenges every rule we thought we knew. Edwin Korver: ‘We stand not just at a threshold but at a gateway to a future where the lines dividing business sectors, stakeholders, and societal roles blur into a holistic tapestry.’
Enter RoundMap™, a guide for this new world, conceived out of a simple yet powerful question: ‘What if the division of labor, which has siloed us into isolated units, could be transcended?’
We invite you to join us on an extraordinary journey. Picture yourself as a ValueActor, a crucial player in a complex network of relationships or ValueCircles. Here, in a cycle of perpetual motion, you and your organization contribute to a vibrant ecosystem. A Symphony of Strengths harmonizes as all members bring their unique contributions to the table, bound together by shared values and purpose. Edwin Korver: ‘This is not about a single virtuoso performance but a collective masterpiece, each note as vital as the next.’
As we navigate together through uncharted territories, you’ll discover new principles that redefine what it means to be a business in the 21st century. We’ll walk through the Four Pillars of Enterprise, consult the Consentric Compass, and explore the Value Orchestration Blueprint—each a landmark in our quest to usher in an era of equitable, value-driven organizations.
RoundMap™ is more than just a framework; it’s the embodiment of a new organizational philosophy. Edwin Korver: ‘We’re fostering not just businesses but equitable ecosystems where people find purpose and belonging, all while contributing meaningfully to society at large.’
Join us in this transformational adventure as we collectively redefine what it means to be a thriving, equitable business in today’s interconnected world.
Quick Introduction to RoundMap®
The RoundMap framework is a comprehensive and transformative approach that addresses the multifaceted dimensions of business strategy, organizational development, and sustainable growth. It illuminates the intricacies of these elements and bridges the gaps that prevent organizations from achieving success.
By amplifying the often-neglected phases of the customer lifecycle, such as customer success, and introducing the concept of significance, RoundMap underscores the importance of understanding future customer needs to foster enduring relationships.
The Business Model Matrix and the Business Model Roadmap provide a comprehensive overview of existing and emerging business models, facilitating non-linear growth and distributed leadership that departs from traditional hierarchical structures.
Central to RoundMap’s ethos is recognizing that change is inherent, championed through Positive Inquiry, driving businesses to explore untapped markets and create new value propositions. This approach aligns with the notion of blue oceans, encouraging businesses to venture beyond competition-driven differentiation and instead focus on innovative market creation.
Storycasting emerges as a pivotal tool, transforming products and concepts into compelling narratives that guide their placement along the customer lifecycle, fostering buy-in for change and sparking fresh market opportunities.
Complemented by the Thinking Caps methodology and the Panoptic perspective, RoundMap presents a holistic framework that navigates business intricacies and propels organizations towards sustainable growth through adaptive strategies, holistic leadership, and captivating storytelling.
At its core, the RoundMap framework embodies foundational principles that synergize to drive its effectiveness across diverse contexts. It operates under the tenet of being all-round, encapsulating every facet of business within its comprehensive structure. This holistic approach ensures that strategic decisions are informed by a complete understanding of the customer lifecycle, encompassing initial engagement to long-term satisfaction.
The framework is deeply value-driven, emphasizing the creation and delivery of value as the central driving force. By evaluating business models and mapping the entire value chain, RoundMap aligns every element of an organization toward fulfilling customer needs and aspirations. It’s undeniably human-centric, acknowledging that the heart of business success lies in forging meaningful connections. Through storycasting, RoundMap recognizes that impactful narratives resonate more effectively than product-centric pitches, engaging audiences on emotional levels and fostering lasting relationships.
RoundMap’s consentric nature underscores its ability to align all elements of business in harmonious synchronization. From leadership roles to operational functions, each concentric layer reinforces the others, leading to a cohesive and effective organizational ecosystem.
The framework is augmentative, leveraging technology and innovation to amplify its impact. By embracing the potential of AI, data analytics, and emerging trends, RoundMap enables organizations to adapt to dynamic markets while remaining rooted in its core principles. In essence, RoundMap is a versatile and adaptable blueprint that thrives on its integrated principles, navigating businesses through complexity while ensuring sustained relevance and prosperity.
The RoundMap framework, a comprehensive and unified approach encompassing every facet of business, from strategic planning to client interaction, is an invaluable tool for organizations. RoundMap guides strategic decision-making by integrating customer insights, market analysis, and goal establishment. This fosters a holistic understanding of business operations, cultivating cross-functional collaboration, distributive leadership, and consent-based decision-making.
RoundMap’s Storycasting method ensures consistent and impactful messaging to stakeholders, while its delineation of leadership roles and responsibilities fuels leadership development and alignment with organizational goals.
Operational functions like marketing, sales, and customer service are streamlined within the framework, enhancing operational efficiency.
RoundMap encompasses change management and innovation strategies, assisting organizations in navigating transitions and uncovering growth opportunities. By furnishing measurement metrics and key performance indicators aligned with business goals, RoundMap empowers organizations to monitor progress and enact data-driven decisions. Its adaptive structure maintains relevance in dynamic markets, while its role in fostering organizational alignment cultivates collaboration and a shared sense of purpose across all organizational tiers.
Ultimately, RoundMap functions as a comprehensive roadmap, expertly guiding organizations through strategic, operational, and communicative pursuits with unwavering clarity and effectiveness.
Imagine navigating the intricate tapestry of modern business without a compass, a map, or even a guiding star. That’s how most organizations operate today: in fragmented silos, stumbling in the dark, detached from the holistic ecosystem they’re part of. We’ve crafted a suite of instruments to illuminate your path and orchestrate your journey toward an equitable, thriving future.
The Value Orchestration Blueprint is your strategic playbook, harmonizing all aspects of your organization into a cohesive, value-driven narrative. Think of it as your master score, where each department’s contributions are carefully arranged to create a Symphony of Strengths that resounds through the marketplace and society.
Our Customer Dynamics Lifecycle is the lifeblood pulsating through this symphony. It doesn’t just map out customer interactions; it delves into the emotional and transactional ebbs and flows, highlighting opportunities for meaningful connections. Every touchpoint becomes a note in a larger melody, elevating your brand and value proposition.
When challenges arise or transformations are needed, the Positive Inquiry Cycle serves as your philosophical cornerstone. This isn’t problem-solving; it’s possibility-enhancing. Inspired by the pioneering work in appreciative inquiry, this cycle invites your entire team to participate in creating affirmative visions of the future, grounded in your collective strengths and aspirations.
Finally, the Business Model Matrix acts as your navigational grid. Instead of boxing you into a single business model, it presents an expansive landscape of possibilities. This matrix encourages you to explore diverse revenue streams, stakeholder engagements, and value creation pathways, ensuring that your strategy is resilient, flexible, and aligned with your higher mission.
These instruments are not isolated tools but interconnected elements of the RoundMap™ framework. They come together to form a comprehensive guide for any organization aiming to navigate the complexities of the 21st-century business landscape. A new paradigm awaits—let these instruments be your guide.
Embarking on the RoundMap™ journey is akin to setting sail into uncharted waters. It promises discoveries that can redefine your organization, but such a voyage requires more than just intent; it demands precise navigation. Here’s where the rubber meets the road: the implementation of RoundMap™ is not a mere ‘project’ but a paradigm shift, a re-orchestration of your entire organization.
Phase One: Readiness Assessment
Before we hoist the sails, we assess the wind and currents—a thorough organizational readiness check. Leveraging a combination of stakeholder interviews, analytics, and readiness metrics, we ascertain how prepared your organization is to break down silos and embrace new ways of thinking.
Phase Two: Harmonizing Instruments
Now, we introduce you to the core elements of RoundMap™—the Value Orchestration Blueprint, Customer Dynamics Lifecycle, Positive Inquiry Cycle, and Business Model Matrix. Teams are trained, and pilot projects are launched to facilitate a smooth integration of these instruments into your organizational DNA.
Phase Three: The Ensemble
The Symphony of Strengths cannot exist without a harmonious ensemble. Here, we align your departments and teams to act in concert, focused on value creation, equity, and a higher purpose. We deploy tools like Value Circles to connect disparate functions and foster an all-around, human-centric approach.
Phase Four: Mastering the Score
With your ensemble in place and your instruments attuned, you’ll be ready to tackle complex compositions—enterprises, markets, and social ecosystems. We revisit your Value Orchestration Blueprint, refining it to mirror the evolving dynamics within your organization and the world.
Phase Five: A Living Symphony
RoundMap™ isn’t a one-off performance but a living, evolving symphony. Regular check-ins, adjustments and even course corrections keep the music flowing, ensuring your organization remains resilient, innovative, and equitable in an ever-changing landscape.
As you navigate through these phases, you’re not alone. Our coaches and consultants act as your seasoned navigators, lending expertise, offering critical feedback, and celebrating your milestones.
In implementing RoundMap™, you’re not just adopting a new strategy; you’re heralding a new era of business—an era of equitability, interconnectedness, and boundless potential. The voyage may be complex, but the rewards are immeasurable.
The All-Seeing Eye: Navigating the Panoptic of Modern Business
One of the instruments we created is the RoundMap® Panoptic. By putting on multiple Thinking Caps, you can obtain a panoptic view of your team, division, or business situation (panoptic is derived from the Greek panoptēs, meaning “all-seeing”).
https://roundmap.com/
четверг, 19 октября 2023 г.
Ситуационный контроллинг: работа с отклонениями
Контроллинг подразделяется на стратегический, оперативный и диспозитивный или ситуационный. Если стратегический контроллинг координирует функции стратегического планирования и контроля, оперативный — обеспечивает менеджеров методической и информационной поддержкой для достижения запланированных целевых показателей, то ситуационный контроллинг обосновывает причины отклонений и помогает менеджменту вырабатывать корректирующие действия.
Суть ситуационного контроллинга определяется фразой «что делать, если дело делается неправильно» и заключается в регулировании исполнения оперативного и стратегического планов. То есть, подготавливает и предоставляет информацию о сомнительном успехе запланированных и выполняемых мероприятий. Но в этом случае контроллинг решает постоянно две задачи — поставляет информацию менеджерам и непосредственно участвует в процессе менеджмента в качестве внутреннего консультанта (советника).
Цель ситуационного контроллинга — обоснование причин отклонений и совместно с менеджментом предприятия выработка корректирующих действий. Но анализ выявленных отклонений не может быть тотальным. Это нецелесообразно, поскольку процесс анализа отклонений может быть трудоемким, длительным по времени и затратным. Поэтому необходимо анализировать только существенные отклонения, критерии по которым устанавливает предприятие самостоятельно.
Таким образом, объектом ситуационного контроллинга являются релевантные отклонения, выданные как внутренними, так и внешними факторами, ставящие под сомнение достижение оперативных и стратегических целей предприятия. В этом и состоит отличие ситуационного контроллинга от стратегического и оперативного.
Факторный анализ
Анализ отклонений — основной инструмент оценки деятельности предприятия. Текущий контроль и анализ отклонений позволяют своевременно перенастроить систему управления: менеджер имеет возможность в любой момент воздействовать на протекающие процессы, не дожидаясь окончания периода, на который были разработаны цели и критерии, отражающие их.
Анализ отклонений и, в первую очередь, экономический анализ — это, прежде всего, факторный анализ Его цель — определение и детальная оценка каждой причины, каждого фактора, которые могут привести к возникновению отклонений.
Так, например, отклонения по затратам на производство продукции являются следствием изменения трех основных факторов: объема производства, цен на ресурсы и норм расхода ресурсов на единицу выпуска, причем обычно все факторы воздействуют одновременно.
Это можно объяснить следующим:
- не выдержаны запланированные объемы производства (вследствие изменения спроса на различные виды продукции или из-за различных трудностей, связанных с ее производством, как следствие – недостаток мощностей, нехватка оборотного капитала и пр.);
- изменились цены на сырье и материалы (в условиях нестабильности рынка чем глубже общеэкономический кризис, тем сложнее прогнозировать цены);
- произошли изменения норм расхода: их уменьшение (завышенные нормы были разработаны ранее для выполнения планов, спущенных «сверху») или увеличение (налицо перерасход материальных ресурсов — необходимо выявить причину и принять меры к ликвидации отклонений).
Для эффективного оперативного управления необходимо:
- выявить причины отклонений (определить, какие отклонения какими факторами вызваны;
- установить ответственность за произошедшее;
- принять решения, позволяющие избежать нежелательных отклонений в будущем).
Для этого на практике используют метод цепных подстановок.
Метод цепных подстановок
Метод цепных подстановок дает следующие формулы отклонений фактических переменных затрат от плановых:
О (объем) = (Qф — Qп) х Нп х Цп,
О (цена) = Оф х (Цф — Цп) х Нп,
О (норма) = Оф х Цф х (Нф — Нп),
где О — отклонение; Q — объем выпуска; Н — норма расхода ресурсов (материалов, энергии и т.п.) на единицу выпуска; Ц — цена единицы ресурсов; ф и п — индексы фактического или планового значений величин.Подстановка начинается с количественных факторов (объем) и заканчивается качественными (нормы и цены). Поскольку отклонения, вызванные совокупным влиянием факторов, при этом будут отнесены на счет качественных факторов, такой порядок подстановки увеличивает значимость качественных факторов.
Распределение отклонений между факторами можно представить в графическом виде (рис.).
Рис. Распределение отклонений между факторами
На основе расчета по методу цепных подстановок можно выявить виновников отклонений: например, начальник цеха фабрики отвечает за потери, вызванные отклонением фактического расхода ресурсов от нормы, но не несет ответственности за потери, вызванные удорожанием материалов.
Для постоянных затрат рассчитывают отклонение по общей сумме, причем каждый руководитель отвечает за ту часть постоянных расходов, на которую он реально может воздействовать:
Опз = Зф — Зп,
где Зф, Зп — фактические и плановые постоянные затраты.Отклонения по объему производства можно разбить на две большие группы: отклонения по мощности и по эффективности.
Отклонение по мощности:
Ом = (Сф — Сп) х Фп,
где Сф,п — стоимость (фактическая и плановая) основных фондов (количественный фактор);Ф — фондоотдача (качественный фактор).Отклонение по фондоотдаче:
О = Сф х (Фф — Фп).
Пример.
Предприятие, специализирующееся на производстве мебели, планировало выпустить и реализовать за месяц 100 шкафов по цене 100 тыс. руб. каждый (табл. 1). При этом, выручка должна была составить 10 млн руб.
Таблица 1. Нормы расхода основных материалов на изготовление одного шкафа и плановые цены на материалы
Наименование материала | Единица измерения | Норма расхода на один шкаф | Цена, руб. | Расход на выпуск шкафов | |
в натуральном выражении | в стоимостном выражении | ||||
Пиломатериалы | м3 | 0,4 | 110000 | 40 | 4 400 000 |
Лаки | л | 1,2 | 20 000 | 120 | 2 400 000 |
Итого:
- плановые переменные затраты составляют 6 800 000 руб. (4 400 000 + 2 400 000);
- постоянные затраты за тот же период планировались на уровне 2 000 000 руб.;
- плановая прибыль — 1 200 000 руб. (10 000 000 — 6 800 000 — 2 000 000).
Фактически предприятие произвело и реализовало 90 шкафов по плановым ценам. Фактическая выручка составила 9 000 000 руб. (90 х 100 000) (табл. 2)
Таблица 2. Фактический расход материалов на производство
Наименование материала | Ед. изм. | Цена, руб. | Расход на выпуск шкафов | |
в натуральном выражении | в стоимостном выражении | |||
Пиломатериал | м3 | 105000 | 40,5 | 4 252 500 |
Лак | л | 22 000 | 90 | 1 980 000 |
Итого:
- фактические переменные затраты — 6 232 500 руб. (4 252 500 + 1 980 000);
- постоянные затраты за тот же период составили 1 800 000 млн руб.;
- фактическая прибыль равна 967 500 руб. (9 000 000 - 6 232 500 — 1 800 000).
Расчет отклонений
Рассчитаем значения отклонений, вызванных различными факторами.
Отклонения по переменным затратам составили (-567 500 руб.):
- по объему производства (—680 000 руб.):
- пиломатериалы О = (90 - 100) х 0,4 х 110 000 = (—440 000 руб.);
- лаки О = (90 — 100) х 1,2 х 20 000 = (—240 000 Руб.);
- по ценам на материалы (+36 000 руб.):
- пиломатериалы О = 90 х (105 000 — 110 000)х 0,4 = (—180 000 руб.);
- лаки О = 90 х (22 000 — 20 000) х 1,2 = 216 000 руб.;
- по нормам расхода материалов (+ 76 500 руб.), в том числе, отклонения по прибыли:
- пиломатериалы О = 90 х 105000 (0,45 — 0,4) = 472 500 руб.;
- лаки О = 90 х 22 000 х (1 — 1,2) = (—396 000 руб.)
Отклонение по постоянным затратам (—200 000 руб. = 1 800 000 — 2 000 000)
Отклонение по прибыли (—232 500 руб. = 967 500 — 1 200 000).
Для контроля и анализа отклонений необходимо разработать классификатор (табл. 3) возможных причин и возможных виновников отклонений. Каждому отклонению присваивается пятизначный код; первые три цифры — код ответственного за проставление шифра причины, последние две цифры — код виновника отклонений
Таблица 3. Пример классификатора причин отклонений
Величина отклонения | Выявленные причины отклонения | Центр ответственности, определяющий причины отклонения | Код центра ответственности | Центр ответственности — виновник отклонения | Код центра ответственности — виновника |
Коды отклонений проставляются в дополнительных лимитно-заборных картах. Таким образом, появляется возможность контроля причин отклонений в момент их возникновения.
Задача контроллера — разъяснить менеджеру экономический смысл результатов сравнения плановых и фактических величин и оказать содействие ему в выработке корректирующих действий.
https://upr.ru/
6 Reasons Why Teams Fail
Written By The EBW Global Team
Over the past couple of decades, a cult has grown up around teams.
There is a strong belief that working in teams makes us more creative and productive and it is so widespread that when faced with a challenging new task, leaders are quick to assume that teams are the best way to get the job done.
I bet as you are reading this you are thinking the same…
Yet research (Hackman et al etc.) has consistently shows that teams, especially disruptive teams (teams that are made up of strong personalities, expertise and experience) often fail to deliver on their potential.
Here are the 6 common failure points that stop teams reaching their potential:
No compelling vision (or goals)
It is not that teams don't start with a vision or even objectives, it is just that organisations change and teams often don't. The vision is often no longer compelling enough to focus and drive the behaviour of the team to meet its goals.
Absence of Identity
For many being part of a team is seen as an addition to their day job or their work passion. They don't feel the level of attachment or accountability to their team or its objectives to truly make it successful. Or they are part of multiple teams, so their loyality and resources are stretched. leaving them confused about which which team goals do they prioritise...
Lack of Commitment
Whilst team members often have a strong belief in their own abilities to succeed this does not necessarily translate into the conviction (and the extra discretionary effort) that everybody on the team has the right skills and commitment to help the team achieve its goals.
Levels of Distrust
When you ask team members if they trust their colleagues, they will often say “of course” but ask them if they think team members look out for their best interests or the teams or their own, then you get a true indication of the level of trust within the team. Teams can fail to reach their potential because of the uncertainty that people feel about their team members, especially their ability to focus on the team goals.
Inadequate Communication
It may seem obvious that if you are in a team you need to communicate and collaborate, but many teams do not deliver on their potential because the team focuses on priorities that close down discussion, which results in people not speaking out, listening and sharing their ideas.
A failure to work together (Working in silos)
Teams on paper that should produce outstanding results (they have successful people in them, with great experience and expertise) fail because when things are difficult they don’t pull together as a team.
So here the thing, do you recognise some or all of these failure points?
Are you interested in knowing how to build Emotional Intelligent teams that will not succumb to these issues?
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