UNIVERSITY

SCHOOL OF BUSINESS

A SUMMER INTERNSHIP PROJECT

REPORT ON

INTRODUCTION TO COGNITICAI

CONSULTANCY AND PROBLEM

IDENTIFICATION

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIRMENTS FOR THE DEGREE IN
MASTER OF BUSINESS ADMINISTRATION (MBA)

SUBMITTED TO: SUBMITTED BY:

Name: Dr Honoria Samson STUDENT NAME: Prakhar Mishra

Designation: Asst. Professor UID: 21MBA3177
Chandigarh University MBA-Batch 2021-2023
Location: Gharuan, Mohali

UNIVERSITY SCHOOL OF BUSINESS

CHANDIGARH UNIVERSITY GHARUAN,

MOHALI (PUNJAB)
 INTRODUCTION TO THE SECTOR

What is consulting?

For professionals working in the professional services, the terms ‘consultant’ and advisor’ are often

used interchangeably. What exactly do these terms mean? Consultancy.in zooms in on this field to

get a closer look at the origins of the consulting industry, and also provides insights into the main

features of consultancy and the ecosystem in which consultants operate.

Consulting is defined as the practise of providing a third party with expertise on a matter in exchange for a

fee. The service may involve either advisory or implementation services. For the consultant, taking an

independent and unbiased stance on an issue is central to his/her role. A consultant can, in principle, service

any sector. Over the past few decades, however, the term has become synonymous with business advisory –

which focuses mostly on business strategy, management, organisation, operational processes and

technology.

One key feature of the industry is the so-called 'knowledge advantage’ that consultancy firms hold in

relation to their clients. Consultancy firms are hired to help their clients with a dilemma, for which specialist

expertise or knowledge is needed which is otherwise lacking on the clients’ end. Another feature is that

consultancy firms form an independent party, which can give the clients an objective perspective on the

problems that their organisation struggles with, and can offer them solutions toward the problem. Involving

a consultancy firm can also, in some cases, be more cost effective than if an organisation were to hire

experts themselves. Furthermore, an organisation often simply does not have sufficient capacity to manage

its change portfolio, which can be done by hiring an external consultancy firm instead.

Professionals working within the consultancy industry are generally called ‘consultant’ or ‘advisor’. Often,

specific titles are used referring to their knowledge of a certain advisory area or their respective sector of

expertise (e.g. strategy consultant, healthcare consultant, procurement consultant, etc.)

Even though the term consultant is not a protected title – in essence anyone could ascribe themselves the

title of consultant from one day to the next – the consultants active within the industry are mostly highly

educated professionals. They have gained their expertise in a particular field, or within a specific sector,

after years of studying, training as well as by building work experience. From within their organisation,

consultants are deemed to work with a professional demeanour, holding the right qualifications and capable

of providing a high standard of service to clients. Consultants can work at a consultancy firm, operate as an

independent consultant (freelance), or work as a consultant within an organisation outside the consulting

industry (‘internal consultant’).

The current trend in the market is a clear segmentation of Management Consulting firms by function.

Major/Strategy-Focused firms such as Bain, BCG and McKinsey retain their dominant global brand in

strategy-oriented projects, with smaller, more specialized firms such as L.E.K. and Oliver Wyman

competing effectively in the high-end market for specific projects in which they have a competitive

advantage. Many other generalist Management Consultancies are broadening their offering include higher

volume, lower margin projects such as IT deployment and retail sales analysis. There has always been a bit

of an unclear dividing line between Management Consulting and other Consulting practices, such as

Information Technology Consulting and Human Resources Consulting, and this line continues to be blurred.

Management Consulting also continues to branch out more and more into non-business related fields as well

—specifically, working with governments, quasi-government agencies, and not-for-profit organizations. As

the need for professional and specialized advice in these areas grows, these other institutions are relying

more and more on the same strategic and analytical principles that have helped corporations for decades.

Fields of expertise

The consulting industry consists of six main functional areas: Strategy

Consulting, Management Consulting, Operations Consulting, HR

Consulting, Financial Advisory and IT Consulting. In total, these six advisory

areas combine with other service areas to create more than 200 different fields of

expertise and propositions

 HISTORY OF CONSULTING INDUSTRY

The history of the consulting industry commences in the late nineteenth century with the founding of the

world’s first modern consulting organisations, also known as business advisory firms. In the early days of

the consulting industry (starting in the US and later crossing over to Europe and the rest of the world) the

first consultancies focused their advisory services mainly on solving technical and financial concerns.

Today, there are over 6000 consulting firms in India alone, set to grow up to 9000 firms worth

approximately 27,000 crores by 2020. These firms offer all sorts of different services, spanning across

countless fields, disciplines and sectors.

The first pure Management Consulting company was McKinsey & Company. McKinsey was founded in

Chicago during 1926 by James O. McKinsey (known as Mac to most people), an accounting professor from

the University of Chicago. Marvin Bower, hired in the late 1930s as a partner, ran the company for 30 years

and crafted the firm into what it is today. He believed that Management Consultancies should adhere to the

same high professional standards as lawyers and doctors. Thus McKinsey, under Brower, is generally

credited with developing into the first Management Consulting firm in the modern sense.

McKinsey is also credited with being the first firm to make it a practice to hire newly graduated MBAs from

top schools to staff its projects (as opposed to hiring experienced personnel from industry). It should be

noted that Andrew T. Kearney was McKinsey’s first partner, and he left the firm to found A.T. Kearney in

1937.

In the 1960s, a number of new management consulting firms formed, most notably Roland Berger and the

Boston Consulting Group (BCG). These firms helped bring a rigorous analytical approach to the study of

management and strategy. During the 1960s and 70s, firms such as BCG, Roland Berger, Booz Allen

Hamilton, McKinsey and the newly-formed Bain & Co (1973), as well as Harvard Business School,

pioneered many of the analytical tools and approaches that would define the new field of strategic
management. The publication of these concepts has set the groundwork for many Consulting firms to

follow.

Bain & Company in particular set an early focus on the concept of shareholder wealth, which set it apart

from other firms and has become the model used frequently across the industry today. Bain has also “put its

money where its mouth is,” developing and branching off its Private Equity business based on these

principles. Its Private Equity arm has been wildly successful and is considered a leader in the space.

In the late 1990s, the Consulting industry blossomed, driven by a broad array of factors (a strong global

economy, increases in computing power, penetration of emerging markets, privatization, globalization, and

the new Information Technology Consulting practice). Many established firms  were growing revenue at

rates of 20% annually or more, and new firms were popping up all over the place. There was thus a huge

demand for Undergraduates and MBAs alike, and firms were recruiting extremely aggressively on campus.

After this boom period, the growth stalled for a couple of years in the early 2000s. the dot-com bubble burst;

there was a painful recession, and many corporate clients began contracting their Consulting budgets for the

first time in decades due to the  uncertainty generated by the recessionary economy of 2001 and 2002. As a

result, many young/small firms had to downsize or withdraw from the market entirely, and larger firms

sharply reduced their recruiting efforts.

Company Information; Address. New York, NY, Company Size is Small and Founded in 2017

Type of Company - Private; Industry. Software Publishing Companies ...

At CognoticAI LLC, we understand that change is not always easy. Over a Decade, we've been helping

companies of all sizes respond to industry transitions in order to stay competitive. Our years of experience
have taught us to always make your business success our priority. Our team of experts is ready to help you

develop strategies for not only surviving, but thriving in the future . Give us a call today to set up your first

consultation.

PRODUCT AND SERVICES OF THE COMPANY

HELPING ORGANIZATIONS WITH GREAT OPPORTUNITY TO MATCH

THE BEST TALENT.

 Our staffing and recruiting company provides best-in-class staffing services to you. We have the

ability to attract and retain great talent and support your needs to find the best people for achieving

organizational goals. As a trusted partner, we invest ourselves in the long-term success of your

business and are committed to delivering value beyond expectations.

 In-depth, hands-on exposure to data sciences, machine learning, and big data with experience in

developing and deploying solutions in this space, we are able to deliver the highest quality data with

our experienced staff at a low cost affordable for your business.

 APLICATION SERVICES

 PRODUCT DEVELOPMENT

 TECHNOLOGY AUTOMATION CONSULTING

 CLOUD INFRASTRUCTURE MANAGEMENT

 DATA MANAGEMENT

 TESTING

 WORKFORCE FULFILL
 At CognoticAI LLC, we understand that change is not always easy. Over a Decade, we’ve been

helping companies of all sizes respond to industry transitions to stay competitive. Our years of

experience have taught us always to make your business success our priority.

 We help companies worldwide looking for the perfect person for their company or any particular

project. Our mission is to build our relationships with the client, candidates, and companies. We care

about people/candidates who are struggling to get the right job for them. We focus on providing the

perfect placement for each individual according to their knowledge, skills, and experience. We aim

to provide continuous support and helping the companies and clients throughout the project across

the world. CognoticAI helps place talented professionals at the best companies with the best work

culture and helps them grow.

 At CognoticAI we provide corporate staffing solutions and services in diverse industry types. Over

the years of managing and executing successful projects, we are experienced in many software

development processes to meet each project requirement.

 CognoticAI offers consulting services in many areas executing projects by following industry-

standard and other development processes. Whether you’re a recent graduate or an experienced

candidate, reach out to us; we’re here to help.

 We offer consulting services in many areas executing projects by following industry-standard and

other development processes.

 We provide corporate staffing solutions and services in diverse industry types.

 We are experienced in many software development processes to meet each project requirement.
 We aim to provide continuous support and helping the companies and clients throughout the project

across the world.

OUR CLIENTS
 OBJECTIVE

With a consulting report, your clients will have the solutions to their problems without batting an eyelid. Not

only that, a consulting report:

 Provides clarity to your client by focusing on defining the key issues related to their problem without

using unnecessary jargon or terms.

 Offers an accurate analysis of your clients’ business-related problems through facts and figures

 Presents an array of effective and diverse recommendations and solutions for their problems

 Helps in the decision-making process of their business

 Acts as a valuable and reliable source of information for future reference

As a consultant, you provide your expertise to help solve problems and issues faced by your clients’

business, for which they neither have the time nor knowledge to solve on their own.

A consulting report usually contains the descriptions of the problems that your client is facing, an

examination or study of those problems from the perspective of your perspective, and finally, a set of

recommendations or solutions to their problems.

This could be related to any problems or issues for which they possess little to no knowledge. That’s why

there are different types of consulting reports, such as competitor analysis reports, cybersecurity reports,

social media reports, industry reports and many more.

MARKET ANALYSIS

Over the Years, the Indian consulting industry has seen a substantial growth, not only in terms of size, but

also in terms of the service offerings. In recent years, the demand of specialist consulting services is being

immensely sought by customers in India, which has eventually opened the opportunity for a large number of

consultants to help businesses with expert knowledge base and resources. Due to constantly increasing

demand, the industry is estimated to grow at a compounded annual growth rate of 30 percent to become a Rs

27,000 crores industry by 2020, as per the reports of The Associated Chambers of Commerce and Industry

of India (Assocham).

As of now, there are about 6000 consultancy firms in metropolitan cities including Delhi (25.7 percent)

followed by, Mumbai (25.5 percent), Chennai (12.1 percent) and Kolkata (9.1 percent). Moreover, service

sector contributes more than 50 percent to nation’s GDP. Besides, there are around 2000 R&D institutions

and laboratories supporting several domestic consultancy organizations directly or indirectly at a reasonable

cost.

This fast growth of this sector in India is largely attributable to improved investment activities because of

low-cost structure, entry of many big players into the Indian market, relaxation of previous FDI restrictions,

and strong capabilities in areas like IT, management, civil engineering, telecommunication, petrochemicals,

power and metallurgy. The steady growth will ultimately lead to expected rise in hiring activities.

The president of Assocham, Venugopal Dhoot, said that the countries worldwide including the United States

of America, the United Kingdom, China, Japan, Saudi Arabia, and Gulf nations acknowledge the
competency of Indian consultancy firms, with their ever growing demand in the EU as well. He further

mentioned the demand growth of Indian consultancy firms in view of their competitive edge over their

counterparts in the ASEAN countries that include Germany, Italy and France.

Management consulting is referred to the practice of helping businesses to improve their performance,

mainly through the analysis of existing organizational challenges as well as competitive environment. It also

involves the development of detailed plan of action for improvement. Organizations may seek the consulting

services for a number of reasons which includes gaining external advice and access to the consultants’

specialized expertise. Management consultants add value to organizations (including governments and

public sector undertakings) by providing them with unique expertise not easily available within the

organizations and/or in cases where the organizations were slow to respond to the environment. This

combination of lack of diagnostic expertise with lack of innovation/speed of response in clients provides a

rich opportunity for consulting firms to add value to their clients through their problem-solving skills.

Therefore, the landscape of the management consulting industry is characterized by consultants who are (a)

external to the organization; (b) hired on a temporary basis; (c) valued for their specialized experience and

expertise that is not easily available within the client organization; and (d) compensated for their advice on

improving the organization's performance and educating the client on handling similar problems in the

future.

For long, consultants have attracted significant criticism from large corporate houses as well as management

scholars. Management consultants are mainly criticized for stating the obvious, overuse of buzzwords and

failure to develop plans that are executable by the client. Of late; diversified corporations have employed

corporate staff with titles that include “consultant” as full-time exclusive resources. While such internal

consultants provide firms with specialized expertise, they would be an integral part of the organization and

not necessarily bring in the “outside” perspective that clients most often seek. Three key characteristics of

management consulting are: (1) consultants provide support in diagnosing and/or dealing with management

problems; (2) such consultants are external to the problem that is being addressed, with no implementation

responsibilities; and (3) such support is provided on a temporary basis. Based on these characteristics, they

define management consulting as including “any activity that has as its apparent justification the provision
of some kind of support in identifying or dealing with management problems, provided by individuals,

groups, or organizations that are external to the particular management domain and which are contracted by

the management on a temporary basis”.

The significance of management consulting in India can’t be undervalued. In India Management consulting

is estimated to be a Rs. 30,000 crore industry, which is growing at a CAGR of 30 percent. Consulting firms

are also aware about industry “Best Practices” due to its relationships with several organizations. They also

provide services like change management assistance, technology implementation, strategy development,

operational improvement services and development of coaching skills.

MARKET SIZE

At the end of the Cold War, American and other Western corporations employed consultants from Asian

nations, including India, before venturing to explore these new markets.

In India, after the liberalisation of the economy, consultants were hired by Indian companies that wanted to

expand their operations abroad. Now, Indian consultants, particularly those in the IT world, are most sought

after, not only in India but also by world powers, for developing their global businesses.

Today, TCS, Infosys, Wipro have offices all over the world, and they give US and European consultancies a

run for their money. Among other major IT consulting and outsourcing companies in India are Tech

Mahindra, HCL Technologies, Genpact, Mphasis, and Mindtree.

The Indian consulting story began in the 1990s when C. K. Birla requested McKinsey to devise a turnaround

project for Hindustan Motors. Soon, McKinsey opened an office in Delhi, employing about 100 consultants.

According to an estimate, there are now over 10,000 big and small consulting firms in India, 6,000 of them

in the four metros of Delhi, Mumbai, Chennai, and Kolkata.

According to the Associated Chambers of Commerce and Industry, the Indian consulting industry is

expected to record revenues of Rs. 27,000 crore by 2020. One estimate says that between 500 and 600 high-
value consulting contracts, worth $250 million to $300 million, are awarded every year by Indian

companies, including 30 or 40 projects worth over $2 million each.

As in many other sectors, low cost was the first major initial advantage of Indian consulting companies and

consultants. But their major clients and their partners abroad have found that Indian consultants have other

advantages, such as professionalism, industriousness, willingness to learn, and adaptability to technology.

Their competitors have started to view them as worthy equals.

However, they suffer from shortcomings, too. Among them are poor brand equity, experience in foreign

markets, ability to maintain quality, and low level of R&D. But they can overcome these difficulties and

emerge more powerful in the global scenario if they adopt the best practices in the industry and improve

their knowledge resources and data warehousing.

Value of security consulting market in India in 2019, with

estimates until 2025(in billion Indian rupees)
 

MARKET SHARE

According to research from two different analyst firms, the Indian management consulting segment is

continuing to grow at a rapid pace, following pro-business reforms from the Modi government. The market

is presently valued between $1.4 and $2.1 billion, according to the way the management consultancy

industry is defined and sized.

Analysis from research firm Statista finds that the Indian management consulting market is worth up to $1.4

billion. The sector has grown by 9% over the past year, ramping up from 5%, in an increase that has been

broadly attributed to Prime Minister Modi’s pro-business policies.

In the year approaching Modi’s election, rates were even higher, according to Statista, reaching 17%. The

slowdown might have suggested that the market was reaching its point of maximum expansion. However,

Modi’s liberalisation policies have opened up new business avenues for domestic and overseas clients, who

in turn have sought external expertise in rising numbers. With Modi’s policy of privatisation continuing in

earnest, analysts also expect the meteoric rise of the market to continue over the coming months, at a further

9% growth. By the end of 2017, the researchers expect that the market will be sized at $1.5 billion.

The differences in sizing of the market between the two firms can likely be attributed to how

management consulting is defined. The segment features a cross-over in many functions from business

consulting, a larger portion of which seems to have been attributed to management consulting by Source

than by Statista. Growth rates also vary between the two firms, with Source data showing an unfaltering

increase in growth within the industry, while Statista indicates a slowdown followed by an increase. This

may relate to the varieties of activity considered by the two firms.

Further, Source typically focuses on what is known as ‘big consulting’, excluding data from firms with

under 50 members of staff, and engagements under a certain value in their studies. This means growth levels

are less weighted by smaller market actors, who may be struggling to establish themselves against the

reputations of the likes of the consulting industry’s Big Four. Regardless of the definition, however, both

analyst firms provide data which suggests India’s consulting sector can expect further healthy levels of

growth over the coming years.

According to Source Global Research, meanwhile, 2016 was a very good year for India’s management

consulting market, with 13.9% growth leading to a total market value of $2.13 billion. As India’s economy

as a whole continues to witness growth that rivals that of economic superpower China, India’s management

consulting sector has seen a significant increase on last year’s already-strong 11% growth.

Last year, Source reported that despite the double digit growth of 2015 seeing the market hit a value of

$1.87 billion, and the expectation for the consulting segment to breach the $2 billion landmark in 2016,

consultants were frustrated with the Modi government, who they perceived as acting too slowly on a host of

promised reforms. While Source’s figures suggest an 11% increase in that period, it highlights industry

figures had expected even better economic conditions. However, the effects of Modi’s reforms now seem to

finally be kicking in, with the accelerating growth indicating a positive outlook for the coming year.

INDUSTRY GROWTH
As the Indian economy strives to achieve its vision of $5 trillion GDP by 2022, all the sectors are expected

to experience unprecedented growth. The consulting industry reached $11.5 billion by the end of 2017,

averaging an annual increase of just 7% from 2013. Since then, the industry has been compounding a

whopping 30% annual growth rate and is set to become a $3.8 billion industry by the end of 2020.Let us try

to understand the reasons for such tremendous growth of the consulting industry in India as well as the

challenges it will face in the next few years to come.

Reasons for the growth of consultancy in India

1. Relaxation in FDI restrictions: The reduction in foreign direct investment restrictions and

improved structuring of tax laws helped attract investment from international players to India. This,

in turn, created a higher demand for consultancy services to understand India’s market.

2. Increasing Industrialization: Heavy investment of the government and private players in the

petrochemical, power, and metallurgical industries creates a demand for consultancy services to

provide adequate knowledge for the smooth establishment and operations of such sectors.

3. Growth of sector: The rapid growth in the industry of information technology creates a massive

demand for IT consultants with a good grasp of the latest technologies. Increasing digitization

requires businesses to adapt to the digital market for long-term growth. IT consultants provide

companies with digital solutions in the form of software, applications, web solutions, and

cybersecurity.

4. Government Initiatives: The initiatives of the government for economic growth and sustainability

such as smart city projects, greenfield projects, and several such initiatives calls for strategy and

operations consulting services for smooth launching and progress of these initiatives.

5. Increasing start up culture: Shift in the mindset of the youth from being a job seeker to an

entrepreneur has created a growing start up culture in the economy.

.
 CHALLENGES

Keeping in mind the differences of the domestic market in India with respect to the Global market, the major

challenges Indian Consultants usually face in India are:

Competition and differentiation: The biggest challenge for the Indian consulting firms is to compete

with the global players in the market. There is need for Indian consultancy sectors to define their

specializations and differentiate themselves from their competitors.

Adoption of New Organizational design: With increasing globalization of consulting firms, Indian

consultancy sectors need to adopt new organizational design that best suit their contexts and identities.

Outsourcing to India acts as a challenge as well as driver:  Though outsourcing assists

development and globalization, many Indian consulting firms find that it restrains their growth in the

outsourced regions.

Managing the Knowledge Flows: The firms have a challenge to leverage the organizational

knowledge efficiently so that there would be a proper balance between utilization of existing knowledge and

creating new knowledge.

SOLUTIONS

Planning is just a phase in any technical or business environments. However, effective planning is the much

needed criteria for hassle-free execution and high performance. On the other hand, solution execution

illuminates on the unresolved criteria, and advancements to be made in the services and processes. As is the

industry, the solutions must be uniquely tailored to industrial categories and their processes.
 SWOT ANALYSIS

Swot Analysis of HR Consulting Industry

HR Consulting Industry

A human resources consultant marketing plan also needs to be developed in order to be able to target

companies that are needed the services right away. Many people enter this field have already established

significant contacts among small businesses, medium-size companies, and large-scale corporations that

outsource certain core and non-core human resources functions to third parties. As such, an entrepreneur that

is looking to get into this field can call on their existing contacts in order to develop initial contract will

relationships.

STRENGTHS : Human resources consultants are able to generate highly recurring streams of revenue

on a monthly basis from rendering outsourced management as well as specialized projects. The barriers to

entry are considered to be moderate given that most people that start their own firm have already had

extensive experience in this field.

 Strong Compliance.
 Effective Candidate Screening.
 Loyal Customers.

WEAKNESSES : Human resources consulting is a competitive industry. There are entire large-scale

corporations that are dedicated to the outsourced management of human resource issues. As such, these

firms must find ways in order to differentiate themselves from major competitors in the market.

 Slow Processes.
 Small Client List.
 Limited Services.
 .

OPPORTUNITIES : These businesses can expand by simply hiring additional staff consultants that can

increase the per month and per our billings of the business. Specialized consultants can also be hired on a

subcontracted basis especially when specific restructuring projects or related activities are required by the

client.

 New Industries.
 Training.
 Employee Development.

THREATS :  There’s really nothing that is going to impact the way the human resources consultant

business conducts operations. All necessary legislation and regulation of these businesses is pretty much

cemented, and only a major economic recession could have an impact on this type of business. However,

even during times of economic recession – human resources consultants tend to do well given the fact that

companies will often outsource non-core activities to these companies in order to reduce costs. Once

established, these types of businesses are considered to be moderately low risk.

 Changing Laws.
 Larger Competitors.
 Less Demand in Certain Industries.

 After conducting a SWOT analysis, you will want to consider a few additional things. Consider

how you can focus more on your strengths, including applying those strengths into other areas of

business. Consider whether you should directly fix a weakness or delegate it to someone else.

Sometimes it is more beneficial to delegate to people who are strong where you may have a

weakness.

 Finally, always consider the impact and likelihood of threats and opportunities. A high impact

threat may not be likely, but you will want to be prepared all the same. It only takes one

catastrophic threat to seriously damage a business.

 CONCLUSION

The Consulting Industry in India is growing at fast pace and soaring new heights all across the world. This

time, it is required to make an action plan to exploit the tremendous potential available for growth of

consulting market. Also, there is a need to strengthen the framework of Indian consulting industry by

embracing innovation, nurturing talent, improving the quality of consulting services, and enhancing

consulting skills. 

With over 8000 organizations, the Indian consulting industry is one of the fastest-growing sectors in India.

The industry is growing at a steady rate and is creating more than 2.2 lakh jobs per year. Consulting jobs are

highly demanded these days owing to the plenty of growth opportunities they provide, besides a good pay.

Every market is dynamic and cannot remain same for a very long time. This is because market behaves

freely based on demands and supply of products and the inflation rate and price level of an economy.

Currently, in India, there are many changes that are taking place in the entrepreneurship world. The

consulting firms need to improvise on their strategies and plans so that they can attract the consumers in

market. It is right that the consultants make various suggestions and help others in preparing a business

plan. It is equally correct that they need to have their own business plan too. After all, they too are

functioning as a profit making enterprise with other competing firms and a set of employees who need to

be paid.

Turbulent times generate tremendous change, and this is precisely the reality that management consulting

firms are facing today. To adapt to rising marketplace pressures, to get ahead and stay there, they will have

to adopt an array of marketing techniques. But in adversity lies opportunity — to build resilient and robust

brands.

THANKYOU