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May 30 2016


Basic Mobile does not work anymore! You need to innovate!!

Target CEO, Brian Cornell said during their gross annual investment community meeting, " Every single time we don't deliver, we're leaving sales on the table. By getting the fundamentals right in... technology, we... unlock incredible likelihood of growth. "

The fundamental conversation regarding mobile communication with consumers needs to change. It was once that having a mobile online strategy was "the non-negotiable. " However, due to consumer demand, having a personalized, tech-driven mobile occurrence to enhance the entire customer experience is "the new non-negotiable" that marketers need to embrace.

A dull, impersonal mobile strategy will not likely cut it. Comments including the following, from 15, 000+ hours of CRM research interviews we conducted, could be a wake-up call for marketers:

"I want easy gain access to your brand any place, any time, via every means, especially via mobile. "
"What they consider personalization is so old-fashioned. "
"With technology advances, I expect the activities to reflect my interests and preferences. very well

A company with a major personal, mobile software idea, is home-health care firm Residence Team which provides an iPad for every single home with an software that the caregiver uses to observe care and contact the family via texts, pictures and medical updates. While their internet site states, "We have an iPad in every home. The care-giver uses it to plan fun activities and keep you updated on precisely happening every day. You use your mobile mobile phone to deliver notes & ideas to the care-giver because you understand your parents best. "

Inside the Vibes 2016 Mobile Buyer Study from Amazon, it was reported that people are eager for their favorite brands to innovate and evolve as they do - and are going to prize brands that do there is certainly their loyalty and business.

And, other key items included:

Similar to other mobile marketing touch details, consumer with regard to personal mobile wallet content is nearly unanimous.
 60 per cent of consumers say that they had enhance their positive judgment of a retailer if they offered mobilized coupons and offers that could be saved to mobile devices and 62% would also have a more positive view of a retailer that provided digital loyalty cards

Target has been increasingly advancing their mobile capacities to provide ground breaking activities for shoppers. The retailers' mobile commitment includes the ability to check items' bar codes with the Cartwheel software to determine when there is a discount available. Additionally, the Cartwheel iphone app offers the capability to get push warns to be alerted to merchandise with offers in a shopper's immediate area within the store, as well as the new integration to get digital manufacture coupons within the CRM app.

The retailer's blog offers techniques for consumers needing to gain expert-level knowledge in mobile couponing. As well as, its mobile strategy also provides shoppers with in-store mobile maps to easily locate products. Target is also stepping into mobile wallet technology.

When talking about their mobile marketing, Shaun Jones, chief marketing police officer, Target, commented, "We are on a path to transform Target and build a differentiated shopping experience that caters to our guests' evolving expectations. inch
3 Mobile Marketing TakeAways:

1. Traditional generic mobile marketing is no much longer acceptable to consumers who now more personal mobile experience. Marketers need to analyze shopper behaviors to develop mobile capacities that enhance experience no subject where someone and their mobile device are really.

2. Mobile devices are being used by consumers to simplify and consolidate life. Companies must embrace the nature of mobile to know their consumer's use as a way to develop innovations that take the brand more easily into daily lifestyles.

3. Mobile communication is an all-encompassing dialogue that means more than a mobile version of a web or email. Marketers need to leveraging technology in order to open channels for discussion and engagement.

Per research, consumers, BtoB and BtoC, are asking for further levels of mobile romance with the brands they invite into their homes or workplaces. It is now up to marketers to take mobile to a higher level that taps into the exceptional opportunities, convenience and involvement which mobile provides.

Correlation between higher performance & EQ

The phrase "Emotional Intelligence" moved into our common vernacular in 1996, with the distribution of a book by the same name. Seeing that then look at Mental Intelligence, or EQ (emotional quotient), has become all-pervasive. Although we remain fascinated with the idea, and have even integrated it into our public education, few of us determine what psychological intelligence really is. In most cases EQ includes two distinct components: The first is an individual's convenience of identifying and understanding their own thoughts and those of the people around them, and the second reason is their capacity to use these details to guide thinking and tendencies.

The ability to use emotional information can be a key factor in the success of individuals and organizations. Being able to influence an discussion so that it leaves each participant with a good emotional experience is an indispensable skill, and it influences our work performance more than we might imagine. More than ever companies are concentrating on making a culture that encourages creativeness and output. Innovation guru, Tim Dark brown argues that empathy and emotional intelligence are simultaneously synchronically, together, unitedly, with one another linked to productivity and innovation. Employees that work well together are definitely more fruitful. Seeing things from the perspective of others is described to give a boost in creativity. A great organization that fosters a cooperative environment and makes an attempt to improve emotional intelligence will have an advantage over their competitors.

Emotional intelligence is important in a business internal communication as well as customer-experience activities. A recently available CRM survey shows that 89% of executives consider customer experience will become their key competitive differentiator in the next yr. Leading companies and Client experience analysts have found out that a customer's psychological experience of a company is the main component in developing a relationship. Truly according to noted customer experience expert Bruce Temkin's intensive research, customers who experience an interaction where a good emotional interconnection is developed are doze times more likely to recommend that company to a friend. Those good emotional connections are dependent after emotionally intelligent company representatives, employees that are able to effectively display empathy and build relationship with customers.

There is significant value in cultivating emotional intelligence within customer facing organizations. Customers that feel good about an interaction with a business are 5 times more likely to forgive a mistake, and 6 times more likely to buy additional services or goods. Accenture reports that 1 ) six trillion dollars can be purchased in the U. S alone from customers choosing to change providers each year. Just how can companies create the strong connections necessary to capitalize on this value?

To improve, companies must begin by acknowledging that psychological intelligence is a key component of a fruitful culture. Companies must then implement an approach to spreading emotional intelligence during their organization. They must measure if it is being adopted across the company of course, if it is delivering on targeted results. Co-workers and customers easily recognize thinking of empathy and empathy that are fostered during the organization. Empathy is infectious; when people are surrounded by other sincere, caring and compassionate people it raises the satisfaction level and output individuals and the group. Technology will play an important role if companies are to effectively foster mental intelligence, deliver empathy at scale and gauge the results.

The latest applications have progressed to the point where they are able to augment our emotional intelligence by comprehending our social signaling. Technology can help individuals become more aware of their behavior, and also to understand the impact with their habit on the emotional express of those they hook up to. It is especially helpful on phone telephone calls, the most typical channel for customer interactions, where there is not a physical framework of reference. Technology can now provide people who have the real-time emotional information they need to help guide their thinking and change their behavior, resulting in better outcomes for all those.

Psychological Intelligence is an idea with strong positive traction. It is proving critical in assisting companies meet and exceed their goals. Now is the time for companies to accept this idea, and do their finest to teach and improve emotional intelligence across their organization. Improving mental intelligence will lead to more collaborative business groups, higher employee engagement, increased productivity, and happier, more loyal customers. With a blend of focused effort and cutting edge technology, organizations can separate themselves from the pack and build emotional intelligence as their key differentiator.

May 17 2016


Allow customers to complain to win them over

The communication problem exists on many levels - between customers and company entry line representatives for sure - but also between advertising their customers, forward line and back collection operations, and due to inadequate communications and insurance plan training within call middle operations. Furthermore, consumers of all ages, especially old story-telling adults, have a hard time with evidently stating their problem and the expectation for a satisfactory resolution.
Many company executives with whom I actually speak, acknowledge that their complaint handling process comes into one of two categories:
- either, the organization technically tells its employees to "do whatever it requires to gratify the customer", often with some endorsement guidelines but without formal policies, procedures or marketing and sales communications training;
- or the company has prescriptive detailed problem handling guidelines, often with suggested verbal scripts. In the former case, companies leave the customer problem journey completely in the hands of newly trained employees or those who have not been trained in customer experience theory and practice.
Results rely upon who the customer gets - which is never optimal. In the other case, the complaint handling procedures or guidelines are often based on the particular company believes the customer wants, and is with the approval with their legal department. These types of procedures are often based on little if any first-person research as to what the customer would like and that would significantly improve brand loyalty. That is the revelation of the Rage Study. It provides a data-driven prescriptive platform for a Complaint Handling and Service Recovery System that actually increases specific brand loyalty and boosts recommendations advertising!
What can companies do to prevent customer rage?
Our advice for companies wishing to improve their complaint controlling process and Stop The Rage, is to consider these seven tactics:
one particular. Get real and stop measuring averages- the first step, understand your true FCR from your CRM application within the issue level by measuring the number of contacts for complaint resolution. Second step, is to measure product type complaint resolution. You can definitely find root cause to the problems reaches the marketing or operational level, and may have an possibility to stop the complaint totally - which is definitely more critical and beneficial than bettering the quality process.
2. Sincerely and personally apologize - 50 percent of executives confide to my opinion that they do not allow their employees to apologize, because they are often prohibited to do so by way of a legal department. Nevertheless, our Rage Study signifies that 75% of customers want an apology, but only 28% of customers say they receive an apology. Why is legal being so difficult? Mainly because consider by apologizing, the company is accepting responsibility. This is shortsighted thinking. In fact, studies show the alternative. Fewer legal activities are taken when an apology emerges, than when it is not. In addition, it is totally possible to deliver a "blameless apology". Many companies have figured out the right way to do this. The key is a truly empathetic, not sympathetic employee who individually apologizes. But this must be carefully trained and practiced - it may not be an "apology guideline" given to the front range staff.
3. Acquire and develop a common "answer database" - extracts of which are accessible by customers, front line and back line employees. Frequently we find that the front line employee properly handles the problem, though the backline employee either would not know the turnaround time quoted the customer, or does not understand current process or is not held accountable for the consumer commitment. This database is separate policy and method database and distinct from a case management system. It is not an "either or" scenario - you need both.
4. Develop internal language tutorials - they are essential, particularly if you are in an industry with a lot of jargon, like healthcare or technical services. These guides help you eliminate industry jargon from the front line employees and the marketing departments, by providing them substitute language easier understood by the customer (and the trainee for that matter).
5. Listen - Genuinely Listen - The amount one item the customers say they want when complaining (93%) - is usually to be treated with dignity. Nevertheless , only 37% of customers say they experienced this treatment. What do customers really want when they ask for dignity? In most cases, they want to be heard and treated as important to the company. Often, when hearing grievance calls, we hear the company representative "jump in", interrupting the customer, because they may have noticed the complaint frequently in the last week, and think they really know what the complaint is, what induced it, and how to fix it. The representatives' intentions are always good. They are really trying to quickly solve the situation, saving the customer time in the need to describe it, and the business money in conditions of their productivity. But this good intention usually backfires. Big time. Companies need to reset expectations with their front line associates, teaching them about what customers really want and translating that into activities that the representatives can take.
6. Make use of the Craze Study data - regarding what customers want, to formally design a grievance handling and service restoration program. Remember to include both monetary and non-monetary items from the set of 12 attributes that customers want in the grievance process. Adding both non-monetary and monetary remediation increases the brand loyalty from 23-37% (either monetary or non-monetary) to 73%, when both methods are applied.
7. Make it easy to complain - Get rid of tree prompts and create a team that can triage and handle problems. Publish a separate 800 number. Don't hide it deep down in the bowels of your website. Advertise that you want to hear the grievances. And then act on them. The current high level of rage among customers with complaint handling processes, may in the end reduce the real number of complaints. If most customers feel they get "nothing because of this of complaining" (63% of complainants), they will stop complaining.

April 29 2016


5 ways on how best you can use your crm data

Most effective marketing efforts discuss these common traits: They're targeted, thoughtful, cost effective and opportunistic.

In this respect, some of the most valuable information you already have got is housed within your customer relationship management (CRM) system. Whatever system you employ, chances are that it has a riches of customer and potential customer data that provides valuable insights for your program.

We think it's a smart idea to view your CRM by using a marketing lens and figure out how the data within it can strategically and tactically support your marketing efforts.

Listed below are five tricks for leveraging your CRM data:

1. Make targeted campaigns
By monitoring demographic and behavioral information in your CRM, you will gain more perception on your contacts and you will be more successful speaking to their needs. For illustration, if you know that construction industry companies in a specific region are more likely to buy your service, you should develop targeted campaigns for this audience.

2. Track client and prospect engagement
When you have the capabilities, map your marketing activities -- like website visits, premium content downloads available, and email interactions -- into your CRM so that when your team pulls up a record, they have an improved picture of how a given client or prospect interacts with your business.

3. Individualize messaging
This goes a step beyond just being able to merge they've name and/or company into a message. By developing the messaging to your audience, you will see better results. Don't have a "spray-and-pray" approach to releasing your articles and sales information. Instead, send it to segmented lists from your CRM to which it applies.

For illustration, if you're selling salaries services, then it's practical to deliver messages to titles which include HR, control mechanism or CFO. For payroll-specific messages, you most likely don't need to include sales and marketing titles.

4. Search for prospects
Use your CRM data on your best clients and build an account to identify similar companies in your database. You can use lead scoring (a process used to rank leads depending on their perceived value) to high-potential prospects in your database. By score your prospects, you can prioritize the top leads and allocate your resources in a more successful manner. Perhaps everyone on your target list gets an email communication, but your sales staff only calls in the top 20 percent.

5. Keep your data clean
We've all noticed the expression "garbage in, garbage out, " so don't fall victim to it. You can only go up to now with the tactics stated previously with bad data. Minus someone regularly monitoring your database, then consider getting a data cleanliness company at least one time a year. Info goes bad roughly at a rate of 2 percent a month. No longer let your marketing plans go through due to negligence.

No matter what your approach, ensure you power CRM data in etiquette that are targeted, innovative, cost effective and opportunistic, to optimize your marketing attempts.
Tags: CRM Data

April 25 2016


Marketing Lessons Learned from our Startup

The present day business landscape has made many advances when it comes to the use of technology. Online marketing has yielded positive results for virtual traders, wishing to capitalize on the reputation of the internet in corporate. For startups that give attention to inbound marketing, it can be a tough situation.

Given the rapid change in solutions and innovation, business owners may find it hard to perfectly keep up with the pace. In advance thinking businesses must have a number of guidelines, to help put in place an efficient marketing approach. With these, it is also possible to get more conversions, returns, and regular traffic. An incoming marketing blueprint revolves around getting noticed, appealing to clients to convert, and of course keeping the an eye on success. Here are some tips to help you understand inbound marketing.

 Products Happen to be Primary

Website marketing as a whole is one competitive business, and with incoming marketing, it doesnt indicate the results are intelligent. You will have to believe in your products to make progress, where the customer is concerned. At the same time, it is vital to be sure that your product features, package, messaging, and client support are successful. Idea will only bring desired results if the product can deliver what it promised respective customers.

 Relevance and Influence in SEO

Inbound marketing and content are inseparable. This kind of means that you should put lots of emphasis on content relevance, and exactly how it will perform with search engines like google. Users will be looking for valuable content on the best graded sites. You're going to be in an improved position if you know how to optimize your articles and the information structure. This is achieved by upgrading your interface experience. In return, search search engines will put it to use as a cue to lead your target audience to your improved site. Remember to integrate brand and domain name dominance over your competition, so that you are on top.

 Design Reliability and Usability

The internet is consistently changing. This kind of means other sites could be inventing ways of grabbing your client bottom and shifting them to their domains. The get here lies in inventing engaging and creative means of keeping your customers adhered to your internet site. The best approach here would be investing in website design. No-one wishes to interact across a mundane platform, while they can get the same product form another vibrant site.

If you are capable of sell as a brand to existing and prospecting clients, the returns will be soothing. Here, you can use inbound marketing as a priority concept to market your content and brand as an authority. With valuable info, the customer may wish to keep buying your products, backed by the assurance of such content. If you learn how to break new horizons with great content, your audience will be more inclined to stay along.

 Content is King

Online marketing and content paired up can make the difference for any business struggling to make conversions. The more you integrate interesting content, the better your incoming marketing results. An all-inclusive vacations content and brand project will rank well within leading search engine results. Once the people in your target market gets the valuable info combined with an engaging landing site, you are bound to get more traffic as well as get the customers to convert. Remember to include social media in all this. With the best available content, interactivity plus more leads are bound to be created.

March 08 2016


B2B Customer Experience and 4 myths

There is a major issue with regards to B2B client research. Furthermore, most B2B officials might be not able see or perceive the issue. The scarier thought is some may not know it exists. 

What is this enormous issue? 

As indicated by different studies throughout the years (by believable organizations, for example, Harvard) with respect to market and client research, roughly 80% or better of B2B client examination is led to fortify ebb and flow suppositions about clients. As opposed to, to investigate new ideas, speculations, reveal new open doors, increase uncovering experiences into issues, and look for new imaginative thoughts. 

In my years since propelling Buyer Persona Research, the best organizations using purchaser personas have made it about the last – not the previous. That is, making their purchaser personas about client look into and not affirming existing purchaser profiling suppositions. Nonetheless, a major issue exists in purchaser persona innovative work today. Which is, a lion's share of purchaser persona improvement endeavors are centered around strengthening mistaken suspicions about B2B purchasers. 

Through dormancy and hierarchical osmosis, B2B administrators can shape a base of suspicions about clients. These suppositions can then impede genuinely understanding their clients. Unwittingly, B2B officials can settle on essential choices with respect to showcasing and deals methodologies based upon legendary presumptions. Which, have been instilled into B2B thoroughly considering a time of decades. 

These legendary presumptions B2B administrators ought to leave behind: 

Myth 1: Buyers think and act in slick stage-gated direct procedures while assessing arrangements. 

The primary concern here is that purchasers don't act or think along these lines. What has happened in the most recent couple of years is B2B Marketing have taken the thought of clients having procedures and approaches they have to take after for buying and changed this idea into a legendary purchaser's adventure. Instead of a purchaser's attention on their situational situation. I as of late composed an article on the misuse of substance that is coming about because of this suspicion. Essentially from endeavors to make numerous bits of substance for each apparent stage. In this way, immersing clients with non-applicable substance. 

This presumption additionally accompanies another result myth. That is, as purchasers advancement through an expected stage-gated purchaser's excursion, they are assessing purchasing criteria and necessities exclusively. As we are taking in, the force of feelings and intangibles (and vital to include – frequently unquantifiable) other than rationale are turned out to be greater impacts on how purchasers choose. 

Myth 2: Buyers can clarify how they think, their late exercises, and practices to depict their purchasing choices. 

With regards to high-stakes purchasing choices in B2B markets, we can all concur there is a lot of speculation going on. A supposition frequently made and followed up on is purchasers can relate and clarify how they touched base at their manners of thinking and choices. In light of many years of studies in the sociologies, it is assessed that 95% of human speculation happens in the oblivious personalities of individuals. Significance individuals just have a 5% ability to review and justify their reasoning and conduct. 

The suggestion here is that purchasers for the most part can not clarify their reasoning and choices with precision. It is a major distinction. What they can do is legitimize their decisions. At the point when purchasers excuse, there is an inclination to legitimize and apply sensible thinking to their decisions and choices. Consequently, what B2B officials might get notification from purchasers might be totally not quite the same as what really happened. 

Another ramifications is purchasers will experience issues reviewing their encounters. Review and memory can be impacted by knowledge of the past and updates in view of circumstances they have experienced. (A focal issue regarding why win-misfortune meetings are improper for purchaser persona research.) 

Myth 3: Buyers settle on purchasing choices autonomously and totally unrelated from different circumstances and choices. 

Frequently, there is an inclination to have burrow vision that the purchaser's choice separate to an association's items or administrations is the stand out they are centering in on. This can apply to purchasing groups too. Where B2B officials can expect that purchasing groups are devoted to only one choice. 

Basic decisions and choices are impacted by cooperations with others – both individuals and associations. Different variables, for example, corporate and nation societies assume a part. The principle point is that decisions and choices are normally part of a coordinated web of different circumstances, situations, frameworks, decisions, and choices. Along these lines, burrow vision on this myth can bring about B2B associations to miss the bigger story. 

Myth 4: Buyers get and unmistakably comprehend existing showcasing and deals informing. 

Speculations are made every year to message to prospects and clients. Once these ventures are made, B2B administrators can work from assumptive points of view that messages got from their associations are gotten obviously. Accepting clients read them, retain them, and translate them as expected. 

In the event that this were genuinely the case, then for most B2B organizations' data and substance advertising would be a hammer dunk. What's more, the blast in substance showcasing consultancy, gatherings, and innovation would go away overnight. In my years of subjective examination around there straightforwardly with purchasers, it is apparent purchasers don't adsorb plainly as planned. They regularly reinterpret informing they get to fit the mental casing of what they are presently or have encountered. Yet numerous advertising and deals methodologies work on this supposition. 

(I can't let you know how often I have heard a B2B official shout to me, "that is not what that message should say" when figuring out how clients really translated or got data.) 

Prompts Mistaken Customer Understanding 

These four myths can bring about difficulties for B2B administrators and lead to blunders in comprehension clients. For example, 

To confound a dominance of information examination, for instance, that is centered around affirming current suspicions as "new" client understanding 

Inadequately built purchaser research, purchaser persona advancement, and purchaser venture mappings can lead B2B officials to concentrate on the wrong ranges of the general purchasing knowledge 

Regarding as "gospel understanding" the spellbinding, defending, thinking, and logical data assembled from clients 

To miss essential, regularly unstated, experiences on what really matters to clients 

In these ways specified, these four myths can keep B2B administrators from having genuine client understanding. Fundamentally, just empowering understanding clients at the surface level. Leaving the endless more profound comprehension of objective coordinated practices and imagining that impact purchasing choices left revealed.

CRM Consolidation

A typical test of huge and worldwide organizations is the combination of numerous different and siloed CRM frameworks into a solitary, undertaking wide CRM application. Ordinarily substantial or decentralized associations gather separate CRM frameworks through acquisitions or departmental activities. Sooner or later in time, the association yearnings to get everyone on the same application with a specific end goal to get a solitary perspective of the client, enhance cross-departmental procedures, offer data and accomplish economies of scale. 

Having as of late completed a CRM solidification venture, I needed to share a few suggestions and project administration measures that can help this advancement. 

Start with an expert outline and plan of action layouts. Decentralized associations ordinarily work divisions, offices, geologies or different lines of business of fluctuating scale and refinement. Endeavoring to drive fit a one size fits all CRM application will probably bring about needless excess for littler specialty units and test client reception. An administration system might rather lead with an expert plan of action which allows tyke inhabitants of diminished or option highlight sets. Another alternative is to offer little, medium or substantial plan of action formats so that every specialty unit works from a typical pattern yet can choose the operational model most appropriate for their surroundings. 

Consider Master Data Management (MDM). As per Gartner, "CRM pioneers must comprehend the advantages of the MDM order to CRM and make it a player in their CRM methodology. MDM is basic to empowering CRM pioneers to make the 360 degree perspective of the client required for an upgraded client encounter." The examiner firm goes ahead to exhort, "This single or 360 degree perspective of the client requires that all the operational expert information relating to the client — and frequently to item and administration too — be joined from the greater part of the information storehouses where it right now lives … This information is then checked and washed down for copies while selecting the most elevated quality qualities over all information hotspots for every expert information trait. The outcome is a solitary rendition of reality for the expert information that can then be incorporated in various routes with those remaining information components particular to exchanges and communications in the operational frameworks." 

Make a library and list of normal perspectives, work processes, dashboards, reports and perhaps mixes and customizations. The objective here is twofold. Initially, to quicken organization undertakings, and second, to accomplish economies connected with repurposing the same exertion numerous times. This later objective will keep on conveying cost funds in the types of enhanced bolster administrations, diminished framework organization and quicker overhauls. Making your library social – by means of client remarks, rankings and evaluations – will democratize the library resources and accomplish enhanced group interest. 

Consider a Center of Competency (COC) approach for the conveyance of key administrations. For instance, work process robotization and business knowledge are two territories which can convey enormous results. Notwithstanding, these regions require centered experts, solid business examiners and profound specialized learning. These elements might be reasons why so few CRM adopters benefit from these open doors. 

Apply a mutual administrations model for specialized administrations, for example, engineering structures, framework incorporation and programming customization. These administrations require careful guidelines and profoundly specialized staff. A focal gathering can classify norms, best practices and bolster forms into an administration program in a way that repurposes these endeavors and guarantees the advantages achieve the most extreme number of clients. For instance, no requirement for each division to put resources into security staffing, reviews, instruments and remediation rehearses. Give one focal a chance to group make this speculation and give this administration over the endeavor. 

A CRM administration body is expected to give organization course, adjust conceivably clashing CRM targets and apply restrained assessment criteria all together impartially discover the harmony between line of business and endeavor objectives. While this gathering will vet specialized suggestions from various constituents, their choice criteria depend on choice trees which consider present and future business results for both the asking for specialty unit and the association. Commonly these administration gatherings are advisory groups made out of official administration and departmental pioneers.
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