Strategic Marketing Week 10
Lecturer: Dr. Tengku Ezni Balqiah
Formulating the Strategies: Building
Relationship with Customers in Digital Era
Group 2:
Agus Winarta 1906329606
I Gusti Ayu Mirah A. S. 1906420231
Tigor Hamonangan 1906330646
Table of Content
WM Ch. 11
Marketing Strategies for Digitally Networked World
HPNR Ch. 13
Competing through Superior Service and Customer Relationship
Case Studies:
WeWork – Service Excellence through Business Model Innovation
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Marketing Strategies for a
Digitally Networked World
Opportunities in The App Economy
• These days, one of the hottest software markets is the market for
Apps such as Apple’s App Store, Android Play Store, etc.
• How can they make money? Business Model Changes
• What are the strategic to make that Business Model and challenge
ahead?
Strategic Challenges for apps market and social networking sites
• The quest for new, marketable ideas in today’s digitally networked
world hasn’t run out of fuel.
• Does every company need a digital or social media strategy?
• Do recent technological advances represent threats or
opportunities?
• What marketing roles can the internet, social networking, and other
recent and future technological developments play, and to which of
these should significant resources be allocated?
DOES EVERY COMPANY NEED A DIGITAL
OR SOCIAL MEDIA STRATEGY?
• Like it or not, despite the scepticism of some early observers, the
digital revolution and social networks like Facebook, LinkedIn, and
some not yet conceived as we write in mid-2012, are here to stay.
THREATS OR OPPORTUNITIES? THE INHERENT ADVANTAGES AND
DISADVANTAGES OF THE DIGITALLY NETWORKED WORLD FOR MARKETERS
• There are 8 potentially elements that characterize the advantages
the new internet, telecommunications.
• These elements lie at the heart of viral marketing, wherein those
who see something they like on the web or on their mobile phones
share it with others.
The Ability to Optimize
• In many aspects of marketing practice, it can be difficult for
marketers to understand what is working, what’s not, and why.
• The digital landscape changes so fast, new companies with new
metrics and techniques are fueling rapid innovation in the digital
marketing and big data arenas, and attracting considerable amount
of venture capital as well.
The Syndication of Information
• Syndication involves the sale of the same good (typically an informational good) to many
customers, who may then combine it with information from other sources and distribute it.
• Why is syndication important? First, because syndication delivers informational goods (digitized
text, audio, music, photos, CAD/CAM files, even digital sweet potato seeds), rather than
tangible goods.
• Second, the syndication process can be automated and digitized, enabling syndicated
networks to be created, expanded, and flexibly adapted far more quickly than would be
possible in the physical world. By using technology called Really Simple Syndication (RSS).
• Example of Syndication of Information:
Increasing Returns to Scale of Network Products
• This characteristic of informational networks (a product becomes more valuable as the number
of users increases) is often called a positive network effect, or network externality.
• When combined with the syndication of informational products, this characteristic has led to
the seemingly crazy strategy of giving one’s product away for free, often a strategy of choice
for marketers.
• Facebook and other social networks offer potential value for advertisers and others in the large
network that they have created, though Facebook users pay nothing to participate in the
network.
• Today, the potential for social media like Facebook to deliver word of mouth conversations
about a brand has moved to a front-and-center position in brand managers’ deliberations
about how to deliver truly integrated and cost-effective marketing campaigns.
The Ability to Efficiently Personalize and Customize Market
Offerings
• Collaborative filtering is but one way of personalizing a market offering to each customer. In
addition, when formal decision rules can be identified in the way customers behave (for
example, reminding customers of, or making special offers for, upcoming birthdays or offering
supplementary items based on past purchases),
• Mass-customization techniques, which are user-driven instead of marketer-driven (as we have
seen for personalization approaches), allow customers to specify the nature of what is offered
to them, from T-shirts to coffee mugs and more.
Disintermediation and Restructuring of Distribution Channels
• Many goods and services are sold through distribution channels. The internet makes it possible
for marketers to reach customers directly, without the expense or complication of distribution
channels, a phenomenon known as disintermediation.
Global Reach, 24/7 Access, and Instantaneous Delivery
• With the internet, typically there is no extra cost entailed in making information, digital goods,
or services available anywhere one can gain access to the web (literally, global reach), making
the offering available 24 hours per day, seven days per week, 52 weeks per year and, in some
cases, providing instantaneous delivery.
• Despite the web’s advantage of global reach, local logistical and other issues make doing
business on the web a different cup of tea from one place to the other. In places like Vietnam
and India, developing a system for collecting cash on delivery is essential, due to a paucity of
credit cards and a reluctance to use them online.
Are These Digital World Fundamentals Opportunities or
Threats?
• Most marketers can choose to take advantage of one or more of the fundamental attributes
and benefits offered by today’s digital and social networking technologies, including those we
have identified above.
• First, the fact that the variable cost for syndicated goods approaches zero sounds like a good
thing, until one realizes that for most products, price, over the long run, usually is not far from
variable cost.
• Secondly, Manufacturers that want to maintain the ability of brick-and-mortar retailers to
achieve the gross margins they need to stay in business may start offering slightly different
models to their online and offline retailers to make such comparisons more difficult.
• Another threat to today’s digital technologies is that there are few barriers to entry, and many
internet strategies are easily imitated.
• Other threats include privacy and security issues, which can drive away customers rather than
attract them if they are not handled with care
First-Mover Advantage: Fact or Fiction?
• Being the first mover can bring some potential advantages, but not all first movers are able to
capitalize on those advantages.
• One thing a pioneer must do to hold on to its early leadership position is to continue to
innovate in order to maintain a differential advantage over the many imitators likely to arrive
late to the party but eager to get in. Easy to say, not so easy to do.
• Secondly, Manufacturers that want to maintain the ability of brick-and-mortar retailers to
achieve the gross margins they need to stay in business may start offering slightly different
models to their online and offline retailers to make such comparisons more difficult.
DEVELOPING A STRATEGY FOR A DIGITALLY NETWORKED WORLD: A
DECISION FRAMEWORK
Marketing Applications for a Digitally Networked World
• Retaining that customer for future transactions adds additional
activities, such as providing effective and responsive customer
service after the sale. From the customer’s point of view,
• These necessary activities can be summarized in a six-stage
consumer experience process that begins with communicating one’s
wants and needs to prospective sellers; moving through the
awareness, purchase, and delivery processes; obtaining any
necessary service or support after the purchase to support its use or
consumption; and ultimately sometimes returning or disposing of
the product
Customer Experience Model for Marketing Decision Making
Applications for Customer Insight
• Marketers rely on a flow of information from customers or prospective customers about their
wants and needs, however latent these may sometimes be, to generate the insight essential to
the development of compelling new products. How might today’s digital and social networking
technologies facilitate this process?
• Regardless of its limitations, however, web-based research, for customer insight, both for
qualitative studies and for large-scale quantitative studies, is here to stay and will undoubtedly
grow.
Applications for Product Promotion, Customer Acquisition, and Brand Building
• The basic tools for these activities have grown extensively over the past few years. The “if we
build it they will come” mind-set that allowed companies to perceive their website as a mere
marketing tool as opposed to a channel that required its own, specific marketing efforts has
become obsolete.
• The tools that today’s au courant web marketers use comprise a variety of time-tested tactics
like banner ads, search engine marketing (SEM), search engine optimization (SEO), e-mail
marketing, blogs, and promotional websites.
Applications for Conducting
Transactions
o If promotional activities do their jobs, the hoped-for consequence
is that some customers will decide to buy. The transaction can
occur in the website via kiosk, or mobile telephones. Some such
systems now allow companies to engage in dynamic pricing, a
controversial system that gauges a customer’s desire to buy,
measures his means, and sets the price accordingly.
o With near field technology (NFT), there’s no more swiping a credit
card or scrawling your name at the terminal. Just touch and go. If
such systems become more widespread, plastic cards and wallets
may become relics of the past
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Applications for Delivering
Digital Products
o In digital age, increasing array of goods and services can be
digitized and thereby delivered to customers via any digital
medium, example : video, audio, lessons, etc.
o Delivering products digitally is not confined to consumer
marketing, of course. An entire industry, software-as-a-service
(SaaS) has sprung up to deliver the benefits of software without
the hassle involved in owning and maintaining the software itself
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Applications for Customer
Service and Support
o An increasingly important application on the internet is for various
sorts of customer service, replacing more costly—and sometimes
more inconsistent and error prone—human support.
o Customer retention is a competitive necessity. In nearly every
industry, some company will soon figure out new ways to exploit
the potential of today’s digital data to create value for customers.
Without the ability to retain those customers, however, even the
best-conceived business model on the web will collapse.
o One myth some companies have bought into is that the internet is
a self-service medium. They assume that they can let customers do
all the work, but most customers really don’t want to do more.
One solution is coproduction, in which companies carefully
consider which burdens they can remove from the customer, using
digital technologies, and which customers can perform, assessing
costs and benefits to both parties.
Applications for Product Return
and Disposal
o Customers’ experiences with goods and some services do not
end until the products are consumed, returned, or disposed
of. Some companies have found ways to use digital
technologies to facilitate these processes
Developing Digital World Marketing Strategies:
The Critical Questions
o Setting out the opportunities that new digitally networked
technologies provide—for almost any company, of any size,
in any industry, anywhere—and the fundamental principles
and forces driving these technologies is easy, relatively
speaking, as is providing conceptual frameworks for thinking
about the issues and trade-offs involved.
MANAGING DIGITALLY
NETWORKED STRATEGIES o A much more difficult challenge is finding the people to
manage and lead the necessary efforts and initiatives in this
complex and rapidly changing arena, especially when it
THE TALENT GAP comes to marketing, rather than purely technological issues.
o The good news in all of this is that today’s web-savvy, well-
educated marketing graduates have much to bring to the
table in the companies they join.
o Understanding one’s revenue model and being willing to
change it as market and technological conditions warrant are
essential.
o entrepreneurs must ask not what can I sell but what do
DEVELOPING STRATEGIES today’s and tomorrow’s customers need, and how and where
TO SERVE DIGITAL might they want to consume what I have to offer?
AND SOCIAL NETWORKING o Finally, would-be entrepreneurs must realize that barriers to
MARKETS entry are incredibly low. For everyone who has the next latest
and greatest web-based or social networking idea, there are
dozens of other prospective entrepreneurs likely to be
exploring similar ideas concurrently.
o What matters is the team that will execute an idea to deliver
the performance and value that customers, whether
businesses or consumers, or even potential acquirers of the
nascent business want and will pay for
Competing through
Superior
Service and Customer
Relationships
HPNR Ch 13
Introduction
• To build customer retention, anticipating the major
financial benefits it brings, let alone longer-term
customer loyalty, requires companies to invest in
strategies focused on these goals, not just on sales
volume.
• a company faces an important strategic decision
about the level of service and relational investment
it should make in a given market or customer
group, compared to the value of that market and
its service delivery capabilities. Low-service
strategies are a viable option where non-service
benefits such as low price are key value drivers for
some customer groups.
The goods and services spectrum
• The line between tangible and intangible elements
is becoming blurred and moving downwards, so
that the intangible elements like service are
becoming increasingly important across the whole
spectrum.
Service and competitive positioning
• A critical starting point in building a strategy is the
issue of what level of service provision is to be
offered and how this defines a company’s
positioning in the market or market segment in
question
Low service strategy
• Low service strategy is a component of the
positioning of budget hotels or services. By
stripping out the services typically provided by a
company, company focus on delivering what
consumer’s want.
Under- and over-servicing traps
• Increasingly, in harsh economic conditions and with
more demanding customers, the conclusion is that
we should think in terms of appropriate service and
quality strategies, that match the most important
needs of our target customers but also our ability
to deliver
• Dealing effectively with the service/competitive
positioning issue rests on understanding what
aspects of customer service are important to the
customers who are important to us, and aligning
service capabilities with these priorities.
Relationship Marketing
• The focus of relationship marketing is on building bonds
and ties between the organization and its customers to
improve feedback and ultimately enhance the prospects of
customer loyalty.
• The ladder shows a number of identifiable stages in
relationship building. At the bottom of the ladder is the
prospect, or the target customer. The initial emphasis will
be to secure the prospect as a customer.
• To achieve this, marketing effort is concentrated on
customer catching. Once the customer has been caught,
shifts to securing a longer-term, ongoing relationship.
Relationship Marketing
• The focus of relationship marketing is moving customers up the
ladder, finding ways of enhancing the value both parties get from the
relationship.
• Narayanda (2005) suggests four types of customers depending on
their location on the loyalty ladder and the sellers’ costs of serving
them.
• Commodity buyers are only interested in obtaining the lowest price
and are unlikely to be worth investments to move them up the
relationship ladder.
• Under-performers should not be allowed to remain in that position
as they have low loyalty and are expensive to service.
• Partners are expensive to run but high on the ladder and normally
rewarding financially.
• Most valuable customers (normally accounting for less than 10 per
cent of revenues) are as loyal as partners but cheaper to service
Building Relationship with Customers
• Building enhanced benefits of loyalty
Financial benefits give the customer a financial reason to enter into a longer-term
relationship and remain loyal to the supplier. Social benefits might include the
establishment of regular social groupings, Internet-based blog sites and specialised social
networks, corporate hospitality, or social events.
• Creating structural ties and bonds
Through offering enhanced benefits companies may create structural ties with their
clients, which then make it difficult, or costly, for their clients to defect. When structural
ties are strong even dissatisfied clients may stay loyal due to the high switching costs
involved.
• Creating delighted customers
One view is that the most fundamental basis for establishing a lasting relationship with
clients, and moving them up the ladder to become supporters, advocates or even
partners is by ensuring that customers get more from the relationship than they were
originally looking for.
Customer Service
• Where customer service is seen as key to competing effectively, these
have been called the ‘three S’s of service’: strategy, systems and staff.
1. First, there is a need to have a clear service strategy that is
communicated throughout the organization, so that everyone
knows their role in providing service to customers and clients.
2. Second, not only do firms need to be committed to superior
service in their strategies, but they need to put in place the
systems to enable their staff to deliver service to their clients.
3. Third, and perhaps most important of all, the staff must
recognize the importance of customer service and be
committed to providing it. That means recruiting, training and
empowering employees to provide the levels of service that
will create customer delight and then rewarding them
appropriately
Providing Superior Service
• If superior service is an important element of
competitive positioning, accepting this is not
always the case, then understanding the
requirements for providing better service becomes
an important management concern.
• Much of the literature on customer satisfaction
measurement (e.g. Berry and Parasuraman, 1991)
concludes that customers measure their
experiences against a benchmark of the service
they expect to receive. The quality of service
provision, and subsequently the level of
satisfaction of the customer, is directly related to
the difference (or ‘gap’) between expectations and
experiences.
Expectations
• First, there are expectations of what customers believe will occur in
a service encounter. These they call predictive expectations.
• Second, there are what customers want from the service encounter
– their desires. These two levels indicate adequate and desired
levels of service. Between these two levels suggest there is a ‘zone
of tolerance’. A performance level above the zone of tolerance will
pleasantly surprise the customer and strengthen loyalty, while
performance below the zone of tolerance will create customer
dissatisfaction, frustration and may ultimately lead to decreased
customer loyalty.
• Several factors have been found to influence expectations, ranging
from the personal needs of the customer, through to the
alternative services considered, and to the specific promises made
by service providers in their bid to win business in the first place.
Word of-mouth communications with influencers and the
customers’ past experiences also affect service level expectations.
Managing and exceeding customer expectation
• In order to create delighted customers, organizations need to
exceed customer expectations. There are two main ways to achieve
this: provide an excellent service or manage customer expectations
downwards so that they can be exceeded.
• Ensure promises reflect reality: explicit and implicit promises are
directly within the control of the organization, yet many
promise what they can never deliver in the desire to win
business.
• Place a premium on reliability: A key aspect of most services is
reliability: doing what you say you will do when you say you will
do it.
• Communicate with customers: keeping in touch with customers
to understand their expectations and to explain the limits of
service possibilities can be a powerful way of managing their
expectations.
Evaluation
• Customers evaluate the performance of a service provider against
expectations. Again, there are a number of factors that customers
typically take into account when evaluating the service they have
received.
• Reliability is the ability of the provider to perform the promised
service dependably and accurately.
• Assurance stems from the knowledge and courtesy of employees
and their facility to convey trust and confidence in their technical
abilities.
• Tangibles are the appearance of physical features: equipment,
personnel, reports, communications materials, and so on.
• Empathy is the provision of caring, individualized attention to
customers.
• Responsiveness is the ability of the organization to react positively
and in time to customer requests and requirement.
Customer Relationship Management
• CRM is better understood as a cross-functional core business process concerned
with achieving improved shareholder value through the development of effective
relationships with key customers and customer segments (Payne and Frow, 2005).
• Generally, the successful implementation of CRM is linked to the following factors:
• A front office that integrates sales, marketing, and service functions
across all media (call centres, people, retail outlets, value chain
members, Internet).
• A data warehouse that stores customer information and the
appropriate analytical tools with which to analyse that data and
learn about customer behaviour.
• Business rules developed from the data analysis to ensure the front
office benefits from the firm’s learning about its customers.
• Measures of performance that enable customer relationships to
continually improve.
• Integration into the firm’s operational support (or ‘back office’
systems), ensuring the front office’s promises are delivered (Knox et
al., 2003).
E-service quality
• Online versus offline: two major differences emerge in comparing online to offline service: the company–
customer interface becomes technologically-mediated and the role of trust is accentuated as the service
provider is more separated from the customer.
• The continuing importance of service fulfillment: accurately displaying and describing products, the required
items being in stock, delivery of what is ordered when promised, and accurate billing. When problems occur,
responding to customer issues effectively is also increasingly important.
• Change at the customer-company interface: The clearest difference in online versus offline service is the
technology-mediated nature of the customer–company interface. the website plays a crucial role in online
service but remains only one part of the broader service bundle.
• An increased role for trust and assurance: trust in the online environment is multi-faceted and complex. Three
key trust issues appear in online retail: that the company will deliver products as promised; that the company
will respect customer privacy, company will securely handle financial information.
Measuring and monitoring customer satisfaction
1. Identify the factors that are important to customers.
These are not necessarily the same as the factors
that managers think are important.
2. Assess the relative importance of the factors
identified and measure customer expectations on
those factors.
3. Assess performance of the service provider on the
factors important to the clients. Did performance live
up to, fall short of, or exceed expectations?
4. Analyse the differences between expectations and
performance through gap analysis. For important
factors, where there is a significant gap, there is a
need to identify the reasons behind it and identify
suitable remedial action
Gap Analysis
• The market intelligence gap is the difference between
customer expectations and supplier understanding, or
perception, of those expectations.
• The design gap is the difference between what the supplier
believes the customers expect and the service specification.
• The design gap is the difference between what the supplier
believes the customers expect and the service specification.
• The final gap that can lead to a satisfaction gap is the
perceptual gap. it may be that the service has been delivered
to specification and that the specification was in tune with
customer expectations, but that the client, for one reason or
another, does not believe the service has been delivered as
expected.
WeWork – Service Excellence
through Business Model
Innovation: Creating Outstanding
Customer Experiences by
Leveraging Data, Analytics and
Digital Technologies
Case Studies
Overview of the WeWork
• WeWork was a global service provider of shared workspaces for
freelancers, startups, small businesses and a growing number of
large enterprises, from Facebook to IBM.
• As of January 2019, the company had more than 425 locations in 27
countries (90 cities) worldwide, where over 400.000 members pad
from $45 per mon for as you go access, $190 for a rotating hot
desk, $450 for a private office, to thousand of dollars for multi-floor
offices.
• WeWork has been a technology company, providing data more
than 400000 points, and using advanced technology such as
machine learning, 3D modeling, etc.
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THREATS OR OPPORTUNITIES? THE INHERENT ADVANTAGES AND
DISADVANTAGES OF THE DIGITALLY NETWORKED WORLD FOR MARKETERS
• The Ability to Optimize : We Work has the ability to optimize the market of a
co-working space lease where many of the generations that are working today
are millennials that are looking to work for startups, and the startups are usually
looking for an affordable yet good office space to rent, this can be stated as a
opportunities for future business, since We Work are making a growth
substantially.
• The Syndication of Information: We Work was able to delivers informational
goods such as Office building location, photos, health protocols, and also the
price of the monthly lease fee, it is also can either be a threat (since competitor
will know the interior designs of the co-working space) or Opportunities (since
they are currently experiencing a growth with the current facilities they offer).
THREATS OR OPPORTUNITIES? THE INHERENT ADVANTAGES AND
DISADVANTAGES OF THE DIGITALLY NETWORKED WORLD FOR MARKETERS
• Increasing Returns to Scale of Network Products: We Work are
currently combining the syndication information with the increasing
returns to scale of the products they offer.
• Disintermediation and Restructuring of Distribution Channels: We
Work business model was to lease an office space, decorate it with
furnishing and eye-catching appliances, then will subleasing it at a
double price, and to view gallery of workspace can be done also by
looking at their website, it is restructuring the Distribution channel
of a rent arbitrage system.
THREATS OR OPPORTUNITIES? THE INHERENT ADVANTAGES AND
DISADVANTAGES OF THE DIGITALLY NETWORKED WORLD FOR MARKETERS
• First-Mover Advantage: Fact or Fiction?: We Work aren’t the
pioneer of the co-working space leasing company, there was a UK
based regus called IWG, they are the first mover of the “serviced
office market” but this is not they’re advantage since they are
bankrupt in the 2003, however WeWork can be referred as
“winners”, Being first may help attract investors and may make some
founders and venture capitalists rich, but it’s hardly a recipe for
building a great company.
Case WeWork :Developing Digital World Marketing Strategies: The Critical Questions
• Can we digitize?
• WeWork was able to digitize their operations, from booking,
membership, designing using machine learning and 3D modelling to
erase the customers’ hassle
• Can we do so first?
• WeWork was said to be the first to be able to do so, with aggressive
acquisitions and cutting edge technology, wework able to keep their
competitive advantage ahead
• How Valuable and How Time Critical Are What Kinds of
Information to the Recipient?
• Wework provide Both company and customer various kind of data, for
customers they provide informations such as locations, and
networking. For company they able to design a room using machine
learning to maximize efficiency
Case WeWork :Developing Digital World Marketing Strategies: The Critical Questions
• Can Digital and Social Networking Tools Reach and Build
Relationships with Customers in the Target Market?
• WeWork is focusing in its customers and have designing their rooms/office
to accommodate customers’ comfort, from lighting, desk positions, etc.
Although their relations with their customers is not completely digital,
WeWork has their managers in each of its locations to supervise and keep
relations with their customers, even engaging events or solving conflict
• Are Digital Tools Measurably Effective and Efficient Compared to
Other Solutions?
• WeWork has various data that can be analyzed using tools, increasing their
efficiency and effectiveness to achieve their goals. E.g they are able to bring
down their cost of adding desk 45%.
Competing Through Superior Service and Customer Relationships : The goods and services
spectrum
• We work is company that able to
blur the intangible and tangible
line, while providing tangible
physical goods such as room,
desks, chair, etc, they are also
providing superior customer
experience through their
innovative design. They was able
to provide values that was highly
appreciated by customers.
Competing Through Superior Service and Customer Relationships : Service and competitive
positioning
• WeWork need to position
themselves on the high service
strategy. They are focusing on
the customers to eliminate
customers’ hassle as much as
possible. From negotiation,
internet service, etc.
E.g with collaborations with trinet,
they are also able to provide
service such as payroll &
healthcare.
Competing Through Superior Service and Customer Relationships : Relationship Marketing
• Community Manager job was business
development, they conduct tours to prospective
members and managed and maintained
relationship with landlords and vendors.
• WeWork target market are entrepreneurs, start-
ups, and small to medium size business. WeWork
also have big customers, and provided them with
services called “”Powered by We”
• WeWork has 400,000+ members submitted to
be target markets for fellow members’ products
or services, they also surrendered data which
drove the company’s valuation into the billions
and giving it the allure of a tech company.
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Competing Through Superior Service and Customer Relationships : Building Relationship
with Customers
• WeWork Community Manager Team
alerts customers if there is an event or
problems. Social benefits from WeWork
such as social events: office warming
party, corporate hospitality such as sport
events.
• Managers are not only responsible for
overseeing the physical facility, but they
are also charged with supervising
community management and events that
create connections between members to
identifying members’ needs and
matching them with opportunity.
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Competing Through Superior Service and Customer Relationships : Customer Service
• As McKelvey emphasized “We need
to pay attention to the whole space-
every room, chair, and table so It
feels uplifting and inspirational. We
have to train our team members to
run the space and promote
community. If we do all that, we
create this positive energy that
inspires people.”
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Competing Through Superior Service and Customer Relationships :
Managing and Exceeding customer expectation
• WeWork was able to ensure the customer needs, by providing the
best solution of workingspace. WeWork’s way of communicating to
customer by community event. WeWork is able to exceed the
customer expectation and make customer feel delighted.
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SUMMARY
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CONSECTETUER ADIPISCING ELIT
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Maecenas porttitor congue massa. Fusce posuere,
magna sed pulvinar ultricies, purus lectus malesuada
libero, sit amet commodo magna eros quis urna.
o Nunc viverra imperdiet enim. Fusce est. Vivamus a tellus.
o Pellentesque habitant morbi tristique senectus et netus
et malesuada fames ac turpis egestas. Proin pharetra
nonummy pede. Mauris et orci.
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TERIMAKASIH
