Feb 192020
 

… What is the difference between Sales and Marketing? My last post discussed Social Selling and Marketing.

Well, what is the difference between Sales and Marketing? Most have a fairly good gut feeling regarding the difference between sales and the marketing fields, but defining the demarcation line is somewhat trickier. Most know, for example, that Marketing is a degree at universities and colleges while Sales is not (link to courses) and, perhaps just by sheer force of practice at this stage, Sales has become defined as customer facing while Marketing has managed itself into a back office role, but where does one end and the other begin? Is there a clearly defined border? Why do they often speak about the departments and professionals as separate and distinct? In order to contrast the two we can draw a distinction.

 

Think of Marketing and Sales as a linear process with Marketing at the beginning and Sales picking up in the middle. Marketing’s job is to create interest, obtain leads and turn these into prospects for the said goods and services. Sales has to take the baton of these leads and prospects and turn them into paying customers. Defined as such, salespeople running goods, services or territory campaigns are marketing. By extension, Marketing is focused on a market comprised of a larger audience than Sales focuses on. It is a funnel and Marketing is the top and Sales is the narrow bottom part. One can see how Sales is more intimate and closer to the customer, but reliant on Marketing.

Marketing and Sales have one goal, are the continuation of one another and cannot be successful without one another and yet it is amusing and amazing that at many companies they are separated, segregated and do not even know one another. A friend of mine who works at the Marketing department of a bigger company cannot even name a single salesperson at her company.

Marketing should bring prospects to Sales, which in turn, assists the lead to a transaction.

Both should measure and track their activities, but that is a different post.

The two share a common goal: to sell the organization’s goods or services and complement and complete each other, but they are two disciplines clearly practiced by two sets of people with differing skills and temperaments.

Photograph Credit: Domeckopol

Things That Should Go Away: Sales And Marketing Employees Being Like Two Planets Orbiting One Another Without Ever Relating

Be Sociable, Share!
Feb 092020
 

 

The problem is many salespersons, or their managers, see the word ‘selling’ and mechanically assume certain behaviour has to follow. Social selling begins with social marketing and should be implemented as such. One cannot skip Baltic to get to Boardwalk. Social selling is undeniably a sales technique and one of the tools at the disposal of the modern sales organization; however, for it to function it should be treated as relationship building with a long tail. Given the tools of social media, the seller learns about the habits, likes and lives of the prospect and gets to work being helpful and relevant. For example, if the prospect is ‘liking’ a certain type of charitable action online then the seller can bring opportunities to be involved and help with the cause to the prospect’s attention. Perhaps the prospect shows a keen interest in a certain vertical or industry. Then it makes sense to share insights or experiences within that industry with the prospect. It is about bonding with the person. The salesperson can be on the lookout for questions the prospect poses and bring answers to the table. In other words, one is not selling a good or service initially; one is selling a relationship and connection by being relevant and helpful. It is by giving value that one hopes to elicit value. It is by showing expertise that one hopes to elicit a favourable picture of oneself as a worthwhile advisor.

 

Photograph Credit: Helloquence

The key here is that knowledge of the needs and wants of customers is finally available in such a way that the keen and observant salesperson can micro-target his or her efforts in a relevant way. It takes consistency of course, but customers are typically advanced in their buying cycles before contacting sales nowadays and, as such, their social activity may be providing an early view of their buying intentions. Listening and reading is learning and gaining a tactical advantage. It is a spectacular method of researching one’s prospects, targeting customers and customizing the approach to leads and potentially even monitoring prospects’ and competitors’ interactions.

Contrast this approach with what often passes as social selling: someone connects with or follows a prospect on social media. Then soon enough comes the request for a conversation or a demo or a meeting and that after one ‘like’ or whatever and nothing more. The sales pitch is crude and not taking advantage of the facilities of social media.

 

Things That Need To Go Away: The New LinkedIn Contact From Yesterday Has A Demo For You

Be Sociable, Share!
Dec 032019
 

We have often spoken about how closing a sale is less about closing techniques employed by the salesperson and more about doing the right things in a process-oriented fashion to move the buying journey along.

In this context, are you as a salesperson planning ahead hand-in-hand with the customer to move from speaking to finalizing the deal? Here is an article on this from one angle. It is natural for a buyer to covet the item being purchased as soon as possible when a sales process is advanced. The customer would like to take possession and begin enjoying the fruits of the purchase. The salesperson would also like to make the sale for revenue, for profit and for the satisfaction that comes with assisting.

However, time-lines and urgency are often not aligned.

Professional salespersons know that they need to anticipate and plan for the each of the next and final steps towards a sale and they need to do this with their customers. Planning alone is fine, but it is not as impactful without the participation of the customer and it being aligned to the customer’s real or perceived benefit.

Understand how you can help the customer buy and then what the itinerary is.

Things That Need To Go Away: Wishful Thinking

Photograph Credit: Nik Macmillan

 

Be Sociable, Share!
May 192019
 

Several years ago I wrote about customers asking for information. This is often a way to blow off salespeople.

The post refers to the concept of activity versus result. We in sales can show activity, but it should always point to a result. Salespeople ought to want to move forward with their process, with their quota and with sales. Salespeople do not want to have activity for its own sake.

 

Collateral, documentation, etc. have their place. They bring a prospect to an educated point, they raise customer awareness and bring customers to salespeople. If the customer is already speaking to sales then it is time to move forward with our process. Collateral here makes sense only if it is in conjunction with a bona fide sales process, next steps that are time-bound (i.e. exactly when?) and speak to a comprehension of pain and issues.

Otherwise, a customer saying “send me a pdf” is akin to their saying “let me give you something to do so I avoid actually speaking with you or taking action.” Let us be frank. How many times is “send me information” a polite way to say “I am dismissing you.”

 

Customer: “send me information.”

Salesperson Good: “Great! Customer is interested. I will send them information.” Most of the time this leads to a customer disappearing on salesperson.

Salesperson Better: “Thanks for requesting information. However, what exactly are you looking to find out? I want to make sure it is exactly relevant to your need. I may also be able to answer it right now.” Most of the time this either leads to a serious sales prospect (because Better salesperson will dig out pain and make the information relevant and personalized) or disqualifying a false prospect.

 

Salespersons should ask themselves honestly: how many times have you sent “information” to customers and it has not only not resulted in sales, but also there has not even been a follow-through?

 

Sales happen when customers have a reason to act. The Salesperson has tallied the ROI, spoken to the decision-maker and made them know why they need the solution. In such cases, the very least one could do is couple the sending of the information with a Calendar to discuss it. Although, again, why send information that the customer can discuss with their Account Manager/Regional Sales Manager?

 

*Things that need to go away: Confusing activity with actually selling something

Photograph Credit: Geralt

 

 

 

Be Sociable, Share!
May 052019
 

Many salespersons have heard the term ‘value proposition.’ What does it mean? Why don’t two people agree on the meaning and definition of the term? Is it because no one has bothered to define it? Is it because it means different things at different times? Is it that due to laziness everyone wants to think what they are doing in the name of ‘proposing value’ to customers is the way to do ‘value proposition’? Perhaps others believe it is all irrelevant.

In this instance and for the purpose of modern selling we are speaking about showing that the TCO (Total Cost Of Ownership) is less than the benefits gained. Let us think of TCO in terms of simple cost (the cost of the air conditioner, software, apparatus, whatever). As such, if we can prove to the customer that owning a solution saves them money (and maybe time and maybe number of errors and other factors) the salesperson has a decent shot at making the sale.

Photograph Credit: Lukas

For this to happen the salesperson must:

Have access to the customer and its processes and workflows. Incidentally, not being given access is a good indicator of where the sales process, and its likelihood of success, resides.
Be able to leverage this access to count, calculate and put a figure (value) against how things are happening now pre-automation, pre-efficiency gained, pre-effectiveness garnered. With me so far?
The mathematics begins now. The seller must quantify the existing workflow and contrast it with the (hopefully) lesser cost of the solution. In other words, if the solution costs $100,000 and the value gained is $200,000 then there is a net ROI of $100,000 or 100%.

Here is an example I shared elsewhere recently that I paste here to demonstrate the sample math:

 

  • Our software module costs $20,000. However, to take the minimum and smallest possible scenario, they have 1 person spending 2 hours/day doing something manually or inefficiently (say shuffling paper from the warehouse to the desk, reviewing it, approving it and then delivering it to their finance department…).
  • This person is paid $40/hour. That is $80/day, which is $1,760/month, which in turn is $21,120/year. So in one year they have broken even with our software (and we didn’t even place a value against the person doing other work once freed from this task or the elimination of potential human errors).
  • Over the 5 years they run this solution they could realize a 400% ROI!

 

This is but an example, but it should apply to any enterprise sale.
The above is important, but sellers need to remember that no matter what humans buy based on emotion and only justify against logic with either a formal process or against a set of data later.

 

*Things that need to go away: Thinking of selling as asking customers questions like ‘Is this a good time to move forward with project ABC’?

Be Sociable, Share!
Feb 042019
 

Aha! Clickbait. Well, not intentionally, but it looked like it as soon as I typed it.

Someone asked ‘What would it be if there is one thing you would do or suggest in sales?’ Search these pages and you would see an emphasis on hard work, process and sympathy for customers. Otherwise, there are none no matter how many articles, books or advisors scream about the magical silver bullet.

With that said, the best answer this writer would come up with is to cross the t’s, dot the i’s and have a process. Notice that each of the below is several items in one.

1- Do a meticulous job of conducting discovery. There is no solution for a customer without one.

2- Put yourself in the customer’s shoes and think in their terms.

3- Make sure that both internally (manager, salesperson and the supporting team) and externally (buyer and seller) the languages are the same and the lexicon is shared. Otherwise, the results of the questions asked from the customer and shared and thought about internally are not necessarily translated correctly.

4- Create a TCO

Is this as close to a silver bullet as sales could get? What do you think?

 

*Things that need to go away: Articles about that one top thing that accomplishes it all.

Photograph Credit: Viergacht

Be Sociable, Share!
Dec 282018
 

Photograph Credit: Geralt

 

Cold calling for an enterprise product or service is not the same as cold calling for a low cost item. A high value cold call is not a hit and run. It is not a quickie. Respectfully, it is not B2C. It is not to sell the product or service. Sellers should internalize the difference.

 

Let’s assume that sellers understand that a cold call should never be a cold call by now. So what is it for if enterprise prospecting is not to close a sale? It is to start a process. It is to understand the process. It is to go from cold to lukewarm. It is about a human connecting with a human and to lay the foundation for a relationship. Hard selling will not work.

 

This is not an easy process, which is why sellers must take the time to not make it any harder for both sides. The caller needs to garner enough interest to begin a conversation and a process. That is all. Let’s compare the process to a marriage (OK don’t get excited). No one begins the process by proposing and getting a ‘yes’ on the first date or meeting. With the obvious said how does the dance, which is the process to gain interest, show industry and role-based relevance and prove merit begin?

 

  • It begins with the above-mentioned research and relevance factors. Why and how can you be relatable to them because it is never about the caller. It is about the prospect.
  • Armed with those then comes the short, open-ended questions to obtain guidance for the next steps. Prospects are not stupid and do not need to be spoon-fed or have their time wasted. They are actively assessing if there is a reason they should stay on a call (or e-mail chain) with you.
  • It is up to the caller to set parameters however. Ask and be guided, but also have a reason for your call because you are the expert. As the publisher, creator, vendor or seller you have knowledge of what you can do for them and how it has tangibly helped persons and companies like them. This requires the caller to be confident and convey the same.
  • Stay away from jargon and product names. Assuming they mean something to someone will either lead to putting people off or asking them to potentially admit they are ignorant.
  • Know where you are going with it. To state the obvious the point is not to feel good about reaching somebody, adding connections on LinkedIn or following someone on Twitter. These are all means to an end. The point is to begin a relationship.

Bonus: Measure, Review, Track. Assess your success rate by number of ‘touches’ and over specific lengths of time to know what works and what does not, how you are doing over a comparable measure of time and adopt what works and change what does not. This includes not only assessing the first touch, but also the continuous process of working with prospects no matter which stage of the process and relationship one is in. Bottom-line: if the first approach content does not work it needs to be changed.

Photograph Credit: Mohamed Hassan

 

Practice and know the reason behind the cold call and prospecting. One never knows when the connection is the one and only opportunity to begin the process. As always, the fundamentals apply. The foundation for success is asking, doing and doing both more and often.

 

PS: And for goodness’ sake if you cannot feel genuinely good about your product or service, cannot stand behind it or know it is not helpful to the potential customer run, don’t walk, to your boss/engineering/manufacturing/programming/whatever department to get the item changed and improved or a new job or back to school.

 

*Things That Need to go away: Cold Calling And Not Knowing Target Industry And Role

Be Sociable, Share!
Jul 252018
 

Photograph Credit: Jarmoluk

 

Which senior salesperson has not attended an interview only to be asked a variation of the “do you have contacts/do you know anyone in industry X/at company Y?”

 

It is a common interview question for candidates for sales positions. The hiring manager wants to know whether the candidate for the open sales position is going to be able to do what he or she is being hired to do, which is maintain and expand the business, and preferably to do so rapidly. In that context it makes sense to ask the question with a genuine interest in the answer. After all, companies and their sales managers likely see a salesperson who starts there and soon books business as something akin to a birthday present.

Photo Credit: Robin Higgins

While the question makes sense for the short term, the answer for employers is more complicated in the medium and long term. Studies show that the best marker of a salesperson’s success is nothing more complicated than (a) hard work. Aside from that, what will create a winning condition for the salesperson and the company is going to be (b) having a proven sales process that includes alignment of goods and services with the buyers’ stated or latent needs or pains. This includes studying and understanding the account base’s needs and verticals. Moreover, (c) the company’s sales enablement will play a critical role in the success or failure of the sales process.

Even in the short term any buyer is unlikely to purchase something just because he or she is on the seller’s rolodex. Again, the question is valid. Also again, assuming a salesperson A is better than salesperson B because A knows someone and B does not is short-sighted. Sales leaders should look at the salesperson’s knowledge and commitment to the aforementioned (a), (b) and (c) first and foremost.

As an aside, a few sales leaders may identify with me when I recall seeing sales candidates being emphatic and positive during their interview regarding the many contacts they possesses. The thing is that while it is very likely true, it sometimes is not. It goes without saying that a candidate should never fabricate answers at an interview. It is clear why this is done on the hopefully very rare occasion, but it is important that honesty and integrity be the hallmarks of an interviewer and interviewee. A salesperson joins a company and the contacts do not materialize and everybody feels disappointed. It does not have to be. As said, the name dropping and close contacts are not leading indicators of success to begin with.

The last time I was interviewed for an individual contributor role I was subsequently given a surprise vertical and account base and did well bringing in large enterprises as customers without knowing anyone there to start. We have all met sales folk who knew everyone and everybody and things were not going smoothly for them. These are not blanket statements of course, but rather cautionary tales in the world of sales. As a sales manager one has to be sympathetic to the needs of the company and the sales team.

 

Photograph Credit: Tumisu

 

With that said, what should candidates do when faced with the question? After all, senior sales candidates who are asked who they know and how many contacts they bring with them may feel the same way a new or junior salesperson at the dawn of his or her career feels when every job requires a minimum three years of selling experience.

 

The answer firstly is to rationally explain that the candidate believes in and practices the aforementioned qualities of hard work, implementing a sales process and leveraging the sales enablement processes at their disposals. That is not enough however. Candidates should not stop there. They should proceed with citing examples yielding success based on their personal work experience and additionally delving into how their methodology works, how they will apply it and within which time frame. The salesperson has to explain to the interviewer’s satisfaction how a lack of contacts will be overcome. It is the job of the salesperson to persuade the interviewers that he or she can successfully get around the lack of a ready network. The salesperson has to ‘sell’ a methodology for messaging, prospecting, closing and keeping customers at the interview.

So what is your strategy?

 

*Things That Need to go away: Enterprise sales with an exclusive focus on the very short term only

 

Be Sociable, Share!
Jun 282018
 

 

 

 

Dave Brock is a California, USA-based author, coach and consultant who founded and acts as the president of Partners In Excellence. He focuses on the sales, management and corporate culture domains. Given his activities he has a busy schedule and it was pleasantly fortuitous to sit down with him for a chat and pick his brain about the aforementioned topics. The questions were posed both based on professional interest and his area of expertise and his answers were additionally appreciated because he took them spontaneously and answered without advance preparation.

 

Dave, thank-you for your time and allowing me to pose several questions. Could you please introduce yourself and tell our readers what makes you an expert in sales and management.

I am the CEO of Partners In EXCELLENCE, a consulting company focused on business strategy, strategic alliance, sales and marketing.  I am also the author of Sales Manager Survival Guide. I am a theoretical physicist by training. I got into selling after being Chief Product Officer at a failed start-up. I realized there is more to business than great products. I started selling mainframe computers to money centre banks in New York City. I went up the food chain with increasing managerial and executive responsibilities at IBM and then went on to do turnarounds of several tech companies as EVP of sales or CEO.

 

Could you tell us more about Partners In EXCELLENCE. What do you do and how long has it been around?

I started the company in 1991.  We have fifteen partners scattered around the world today.  We focus primarily on helping Global 750 organizations improve performance and execute their business strategies at the highest levels.  About fifty percent of our clients are in technology and industrial products, about twenty-five percent are in professional services and the rest are in the not-for-profit, retail, CPG, basic materials, et cetra.

 

Could you speak about the book Sales Manager Survival Guide? Which topic does it zoom in on?

The book focuses on the role of the Front Line Sales Managers. For all the literature on sales out there there is very little that helps sales managers. It’s a practical guide on how to maximize the performance of their teams.  This fall I am following it with the Sales Executive Survival Guide, which focuses on the top executive and how to achieve overall organizational excellence.

 

In cases where the sales numbers disappoint, is it sales managers who fail more often or is it their teams which fail? I know the goals are one and the same, but where do the fault lines lie?

The right answer is, it depends. If there is a failure at an individual level it is both the sales manager and the individual.  The sales managers may have hired the wrong person or may not be coaching and helping the person achieve the highest levels of performance. It is usually a systemic failure attributable to the sales manager or higher up in the organization If the whole team fails.

 

 

One thing I want to ask you about is regarding sales managers who sell without having a personal quota – as opposed to helping their teams sell. You write about this topic. The sales manager often sees no choice and is faced with quarterly and annual deadlines and pressure, as you know.

The only way the manager achieves his numbers is if everyone on the team achieves their goals. If the manager dives in to try to do all the deals himself he will ultimately fail.  The sheer volume of the deals will kill him, he loses the respect of his team, et cetra.  His job is to maximize the performance of the team period. He doesn’t do that if he takes away the selling responsibility.

 

I believe this may be a manager self-consoling and rationalizing, but what about managers’ feeling that by doing they are also coaching? That is, his or her team members can see them in action, learn and emulate them in the future.

There is a certain amount of showing that is helpful, particularly if you are looking at new capabilities, but at some point the salesperson has to practice, execute and be coached about how to improve. More importantly, the manager has to help the salesperson learn how to think and figure things out themselves.

 

This is quite true and we agree, Dave. I have seen the power of what you say in action with my teams and it is a near-universal truth. One of my favourite topics is sales enablement. Could you give us your definition of this concept and expand on what you see as the most important elements that companies and managers need to provide their sales teams in this regard?

Sales enablement is a very broad topic and not just limited to the sales enablement function. In a very real sense, the entire company must enable sales. For example, develop great products, serve customers well, and create great customer experiences, et cetra. The manager is really at the lead of enabling his team.  The sales enablement function supports sales with training, tools, programs and content. I disagree with the trend of many sales enablement organizations which are trying to displace the sales manager in doing those things.

 

Another perennial favourite of mine: it seems to me that often companies trip themselves up and get in their own way through rivalries, politics, jealousy and people not wanting to look bad and the C-level doesn’t seems to care enough to put an end to these distractions and to focus the team on the mission or is powerless to do so. How do you see this issue within the corporate and selling department context?

There are many organizations that are covertly or overtly anti sales. This is an attitude driven from the top and ultimately leads the organization to perform at a level far below its potential. There are other organizations that have terrible cultures that don’t promote collaboration, team work, accountability; they perform below their potential. There are organizations that inadvertently ‘love their sales people to death.’  By this I mean they try to be so helpful they actually detract from time that salespeople spend selling. This relates to one of the biggest issues we see in organizations which is internal complexity creating a huge sales burden. It’s well intended, but it detracts from sales productivity.

We recently worked with a Global 50 organization. Their salespeople had nine percent time available for selling! The rest was spent getting things done on behalf of the customer or deals internally. They didn’t realize this happened and figured out how to be helpful but free up the salesperson to sell. Large sales organizations have complexities in selling. People do their jobs, but the internal complexities detract.

 

That nine-percent statistic is astounding. I have often had to go to argue and make a case in my own career for either my team or my own ability to be able to sell efficiently, but still nine-percent is such an extreme. With that said, when you write covertly or overtly do you mean unintentionally or intentionally?

Perhaps that’s another way to do that. No organization will ever say they are anti sales, but when you look at behaviours, priorities, et cetra they are anti sales. Too often, they think it’s their “hot product” that is driving success, not realizing that hot products aren’t sustainable and don’t drive growth.

 

As a follow-up let’s talk about how companies, in my experience, understand that commissions, bonuses and other incentives are motivating, but do not understand how aforementioned issues and corporate challenges are demotivating. I have seen one too many eager and energetic folks enter the sales department and end up becoming jaded. Is this something you think about? How do sales leaders or organizations take positive individuals and turn them upside down? Or perhaps you like to put the responsibility back on the shoulder of the individual salesperson?

I think non salespeople, as well as many sales managers, get distracted by compensation and what sales people earn. They need to look at what salespeople produce and assess how they would be able to do the same without salespeople.  If they can achieve the same results, with a lower cost of selling, then they need to do that. But too often it’s an irrational emotional reaction. For example, I’ve encountered CEOs who refuse to let a salesperson be paid more than they are. They are just cutting their nose off to spite their face and limiting the company’s ability to grow and succeed – assuming the compensation plan has been well constructed in the first place.

Most non sale executives have little experience or empathy with what it takes to be very successful in selling. They tend to think of it as transactional whereas in most B2B cases we see it is far different than that perception.

 

I am fully aware that it is an unfair question perhaps that doesn’t do the topic justice, but when you go into companies with these “anti sales,” as you put it, challenges what would be the one thing you first and foremost suggest as a Band-Aid?

It depends. Often, the companies I go into with this anti sales attitude are in a turnaround mode and I’ve been brought in by the board. In many cases, those execs are the problem and I replace them. In some it’s a culture issue and you have to get management to commit to a cultural change. Again, usually they get to this point because they are troubled and failing. Cultural change takes a long time and deep commitment from the top. Some just don’t have the time.

This is a bad answer, but often I won’t waste my time, if they have the wrong attitude, the wrong culture and won’t change it. I’ll deal with the management team that replaces them. There is no silver bullet or a magic solution however.

 

Dave, it was a pleasure chatting and discussing these topics. Why don’t you say a few words about Sales Executive Survival Guide?

Yes, the book will come out in the fall. It’s targeted at CEOs and Top Sales Execs. Where SMSG (Sales Manager Survival Guide) focused on individual and team performance, SESG focuses on organizational excellence. It will address issues like culture, people and talent, complexity, frameworks and systems’ thinking, organizational-growth oriented mindsets, creating a culture of relentless obsessive learning and relentless execution.

 

 

 

 

Partners in EXCELLENCE’s website is at www.partnersinexcellenceblog.com.

Be Sociable, Share!
Jun 262018
 

I have written about objections and red flags in the past. They are not bad events. Since a red flag suggests sudden death perhaps a better name for them is ‘amber flags.’ Red flags are not fatal blows in the course of a sales process, but they are markers and a sign that a sales professional is doing his or her job. Rather salespersons need to think of them as signposts that should be interpreted as the means to help them identify what they do not know and should, what they have not addressed and should, who they have not met and should, et cetra. Red flags are like road constructions signage that guides the driver to not crash or burn or to meet a pothole. Red flags are like the poles on the slope for the slalom skier to know where to go and where to avoid. Looked at this way, they are actually handy because the alternative may be sticking one’s head in the sand and no ostrich has ever made an enterprise sale*.

 

Salespersons need to actively look for red flags, recognize them as such and proactively react to them where they have not been pre-empted. In my experience, salespersons who cannot identify red flags are in as a precarious position vis-à-vis their sale as those who either do not know how to react to them or, worse, choose to do nothing.

 

There is a myriad of examples my teams and myself have come across over the years, but here is one example of a red flag to paint a picture. A new executive/technical person/user of what is being sold has been hired and his point-of-view is unclear. His or her opinion is important and valid and should be known and considered. Sales needs to communicate with the person.

 

*That is to the best of my knowledge. Let me know if you understand otherwise.

*Things That Need to go away: managers who are unhappy when a salesperson steps forward to discuss a red flag he or she has discovered.

Photograph Credit: terimakasih0

 

Be Sociable, Share!