MODULE - III

Strategy
Formulation
MODULE 3

Strategy Formulation
Module Description

This module deals with the corporate level, business and functional strategies. Chapter 3.1
describes how different corporate level strategies such as expansion, integration and
diversification provide direction to the organisations. Chapter 3.2 outlines the various business
level strategies which help them achieve and sustain competitive advantage. It also explains the
various functional strategies formulated from the corporate and business strategies and how
they help in achieving the objectives of the various functional areas and achieve operational
effectiveness.

By the end of this module, students will be able to analyse how organisations maximise
shareholders using corporate level strategies, maximise customer satisfaction using business
level and how functional strategies help in achieving the higher level strategies.

Chapter 3.1
Concentration, Integration and Diversification Strategies

Chapter 3.2
Business and Functional Level Strategies
Chapter Table of Contents
Chapter 3.1

Concentration, Integration and Diversification Strategies

Aim ....................................................................................................................................................... 91
Instructional Objectives..................................................................................................................... 91
Learning Outcomes ............................................................................................................................ 91
Introduction ........................................................................................................................................ 92
3.1.1 Strategic Move by the Café Coffee Day ................................................................................. 92
3.1.2 Corporate-level Strategies ....................................................................................................... 93
3.1.3 Concentration Strategies ......................................................................................................... 96
Self-assessment Questions ....................................................................................................... 99
3.1.4 Integration Strategies ............................................................................................................. 100
3.1.5 Diversification Strategies....................................................................................................... 102
(i) Reasons for Adopting various Strategies ........................................................................ 103
(ii) Risks of Diversification.................................................................................................... 103
(iii) Diversification Strategies – Indian Context................................................................. 104
Self-assessment Questions ..................................................................................................... 104
Summary ........................................................................................................................................... 106
Terminal Questions.......................................................................................................................... 108
Answer Keys...................................................................................................................................... 109
Activity............................................................................................................................................... 110
Bibliography ...................................................................................................................................... 111
e-References ...................................................................................................................................... 111
External Resources ........................................................................................................................... 111
Video Links ....................................................................................................................................... 111
Aim
To provide basic knowledge about concentration, integration and diversification
strategies in modern business environment

Instructional Objectives
After completing this chapter, you should be able to:

• Explain strategic alternatives used by organisations

• List the major reasons for adopting different levels of strategy

• Elaborate concentration, integration and diversification strategies

Learning Outcomes
At the end of this chapter, you are expected to:

• Analyse the effective use of strategic alternatives in organisations

• Examine the reasons behind implementation of different levels of strategies

with live examples

• Determine the best strategy suitable at different scenario

91
Introduction
Environmental appraisal generates ways for alternative strategic alternatives. It is used to find
business opportunities and risks. It also analyses the factors that affect a business. Strategic
managers are interested in assessing the environmental opportunities and threats for the
organisation so that effective strategy can be formulated. Let us see an example of Café Coffee
Day to understand how organisations use environmental appraisal for their advantage.

3.1.1 Strategic Move by the Café Coffee Day

Café Coffee Day, often known as CCD, took its inception 19 years ago. Its unique selling
proposition was home-made coffee produced in the coffee gardens of India. CCD is also
famous for introducing coffee-shop culture in India. But now, Café Coffee Day has to face the
deluge of competition from various international and local chains such as Starbucks, Costa
Coffee, Barista, Mr. Beans and many more. Even McDonald, Mad over Donuts, Chai Point and
brands like Chayaas are also present in the coffee-led segment. Therefore, from the brand point
of view, the biggest challenge for Café Coffee Day is to stay fresh and unique. As the opportunity
is huge for coffee-led segments, Café Coffee Day would not leave any stone unturned.

Let us discuss about some of the strategies adopted by Café Coffee Day. To take the maximum
advantage as a first mover in the market, Café Coffee Day has gone beyond its obvious choice
of food menu. It is the market leader in terms of retail footprints with around 1586 cafes at 220
cities and 600 value express kiosks. But just a presence is not enough in a hypercompetitive
segment. Hence, Café Coffee Day started home-delivery service too, which was contrary to the
concept of a coffee house where people come for the experience. This led Café Coffee Day to
reform their home-delivery menu with items such as filter coffee and brewed tea flasks, hot
dogs, Afghani chicken biryani, tawa pizza and many more. Currently, Café Coffee Day has tied
up with Swiggy, a third-party vendor to serve home-delivery needs. It also plans to associate
with B2B delivery players like Grab and Roadrunner through an app-based platform. Café
Coffee Day is also concentrating on providing the right experience to its customers. Recently,
it has launched its customer-feedback app which is also helpful in personalising offers,
promotions and other discounts to the customers. With the advent of cashless drive in India,
Café Coffee Day started free charge to facilitate the customers for easy payment of their
transactions. But expert says that any company should not go far from their core product as
Café Coffee Day would have to concentrate more on the coffee service than anything else.

92
This is not only the story of the Café Coffee Day; every company has the same scenario. All the
companies just focus on improving their product line, business processes and customer
experience to earn more revenues. But have you ever wondered about the ways that a company
adapts to achieve their set goals. Yes, the answer is to strategise timely and effectively.

In this chapter, we will study about various strategies that a company adopts so that they
manufacture high-value products and services, products move off the shelves quickly and saves
manufacturer’s time.

3.1.2 Corporate-level Strategies

Corporate level strategies are related to the strategic decisions of a business that affects the
entire organisation. Some examples are financial performance, mergers and acquisitions,
human resource management and the allocation of resources. A strategist has to take many
decisions that are related to corporate strategies.

Some of them are as follows:

• Allocation of resources among different businesses of the firm.

• Transfer of resources from one business to another.

• Development and management of the organisation’s portfolio of businesses.

Corporate level strategy includes strategic scope of the organisation as a whole. The process of
formulating corporate strategies is known as corporate strategic planning or corporate
planning. The outputs from corporate level strategy are usually in the form of performance
targets for the divisions. It also includes guidance on market definition as well as geographic
scope. For example, the subsidiaries of a multinational bank may be defined by the country in
which they operate. In this case, the corporate business strategy would set profit targets for each
country bank. The corporate strategy would yield to the country banks as to the strategies they
pursue in generating these profits. The country-level banks would have their own business unit
level strategies.

Let us discuss the different types of corporate strategies.

1. Expansion Strategies

Expansion strategy is usually adopted by an organisation when it thinks of attempting to attain

higher growth as compared with its past results. This involves a growth strategy being adopted

93
by the firm where it thinks of adopting its business line. This expansion can happen in terms
of customer groups, customer functions and technology alternatives. However, one question
arises here that states why the firm needs to adopt the expansion? Let us see the reasons behind
the adoption of expansion strategy. It could be survival, higher profits, increased prestige,
economies of scale, larger market share and social benefits. It is also important for the managers
to have high degree of achievement and recognition which helps organisations to achieve their
desired results.

Ways through which Expansion is possible:

• Expansion through Concentration

• Expansion through Diversification

• Expansion through Integration

• Expansion through Cooperation

• Expansion through Internationalisation

Let us discuss a few examples of how companies have managed to do expansion of their
organisations strategically.

a) Let us say a diaper company expands the product line by offering their range of diapers
to the old-age people.

b) A stock-broking agent starts offering customised services at home to the small investors
who were earlier not catered by his organisation.

Reasons for adopting expansion strategies:

Expansion strategy is adopted because of the following reasons:

• It becomes important for the organisation when marketing environment demands a

change of product line.

• Higher management in the organisation feels satisfied with the expansion as it shows
them powerful in the industry.

• Increased market size leads to increased control over the industry.

94
2. Stability Strategies

A stability strategy involves a non-expansion strategy where the organisation does not spend
on expansion and thinks of stabilising at a point. This means an organisation does not enter
into a new venture or introduce new products but works on improving the existing products.

Reasons for adopting stability strategy:

• When an organisation plans to merge its position in the industry where it is operating.

• When an organisation is in the recession phase and interprets slowdown in the industry
where it operates. It is also possible to that an organisation wants more cash in their
accounts than investing on the capital.

• When an organisation has more debt in the balance sheet, they want to seek more
money in the form of cash and thus the only option left is the stability strategy.

• When a product or industry has reached its maturity phase, it is important for the
organisation to concentrate on the stability strategy.

• When the gains from the past are less than the costs involved.

Types of Stability Strategy

There are three types of stability strategies as given below:

• No change Strategy: It involves not bringing any new change to the firm owing to the
losses or no income from the current ventures.

• Profit Strategy: It involves concentrating on earning profits from the existing product
line.

• Proceed with Caution Strategy: It involves expansion but with extreme less amount so
that any loss, if incurred, can be managed.

Examples of Stability Strategy

• Let us suppose that an electronic company has started offering after sales service to
improve its quality.

• A cake manufacturing company has improved its technology to provide same cake but
with better taste.

95
3. Retrenchment Strategy

Retrenchment strategy involves reducing the number of product lines or business operations
so that expenses can be controlled. This strategy is adopted to reach a more stable financial
position in the market. It allows firm to eliminate its activities through a significant diminution
in its business operations. Thus, an organisation can either restructure its business operations
or discontinue it, so as to invigorate its financial position. There are three types of
Retrenchment Strategies:

• Turnaround Strategy: This strategy helps an organisation to realise that the decision
made earlier was wrong and has to be discarded before it further affects the profitability
of the company.

• Divestment Strategy: It is a strategy used by businesses when they reduce the scope of
their business activities. Divestment involves eliminating a portion of any business
organisation. Firms have to select to sell or close or spin-off any business unit.

• Liquidation Strategy: This is the last strategy adopted by the organisations when they
sell off their assets and final closure of the organisation.

The following are the indicators that necessitate a firm to follow this strategy:

• Failure of corporate strategy

• Continuous losses

• Obsolete technology

• Outdated products/processes

• Business becoming unprofitable

• Poor management

• Lack of integration between the divisions

3.1.3 Concentration Strategies

Concentration strategic approach focuses mainly on a single market or a single product. This
allows the company to invest more number of resources in one area rather than all the areas of
the organisation. The advantage of applying concentration strategies is to divide the significant
risks among various areas. Concentration strategies involve investment of resources in a
product line for an identified market with a proven technology.

96
Concentration strategies are divided into three types which can be better understood with the
help of Ansoff’s Product Market Matrix. The Ansoff’s Matrix was developed by H. Igor Ansoff’s
and was published in Harvard Business Review in 1957 in an article named as, ‘Strategies for
diversification’.

Let us analyse the Matrix as shown in Figure 3.1.1 given below.

Figure 3.1.1: Ansoff’s Product Market Matrix

Based on the aforementioned figure, concentration strategies are divided into three
categories.

1. Market Penetration: It involves selling more products to the same market. The
organisation can also concentrate on existing markets and available products. Besides,
market penetration also focuses on increasing market share of existing products,
restructuring the existing market and making it compatible to the business, establishing
supremacy in the existing and new markets.

2. Market Development: It involves selling same products to new markets. It also involves
creating new customers with the same existing products. It is not necessary to sell the
products in the new geographical market. Sometimes, it is sold to demographic
segments where a new customer base is created.

97
 3. Product Development: It involves selling new products to the same market. This
strategy concentrates on developing a new class of products that are never introduced
to any segment earlier. A very good example is selling the space-saving foldable
furniture in India by IKEA.

Some good examples of concentration marketing include Rolls Royce and Volkswagen who
have always concentrated on a few upper-class segments of consumers only.

Advantages of Concentration Strategies

Let us now discuss some of the advantages of using concentration strategies.

• Concentration strategy involves less supervision by the managers because the

organisation relies only on one or two segments rather than all. Thus, manager’s
efficiency is saved for other tasks.

• This strategy improves the skills of any organisation in one sector and thus it becomes
specialised in the area.

• Passionate focus on the resources helps organisation to create competitive advantage.

• Systems and processes are kept simple because of fewer complications and thus the
workforce is familiar with them.

Disadvantages of Concentration Strategies

Let us also discuss about the disadvantages of concentration strategies.

• Concentration strategies rely on only one area or industry. The potential for industry
growth, attractiveness and maturity are the variable factors. If an industry becomes too
packed with competitors, its charisma reduces with existing players.

• Any organisation who has heavily invested in only one domain faces product
obsolescence, market uncertainty and coping with latest technologies.

• Concentration strategy also faces cash-flow issues. A business needs a large cash flow
for its expansion; whereas a cash surplus is seen when business becomes settled.

98
 Self-assessment Questions
1) Which strategy is known as the growth or intensification strategy?
a) Stability b) Expansion
c) Retrenchment d) Concentration

2) Which of the following is the reason for adopting an expansion strategy?

a) Decreasing the size and more control
b) Disadvantages from the learning curve
c) Environment demands the increase in pace of activity
d) Dissatisfaction from growth

3) Which of the following is the reason for adopting a stability strategy?

a) Environment is relatively unstable
b) When it is more risky and involves more changes
c) Expansion is perceived as daunting
d) Expansion is sought after consolidation

4) Which of the following is the reason for adopting the retrenchment strategy?
a) Organisation becomes unviable b) Expansion followed by consolidation
c) Advantages from experience curve d) Environment is stable

5) Which of the concentration strategies given by Ansoff’s Product-Market Matrix

involves selling more products to the same market?
a) Market development b) Product development
c) Market penetration d) Diversification

6) Which of the concentration strategies given by Ansoff’s Product-Market Matrix

involves selling new products to the same market?
a) Market development b) Product development
c) Market penetration d) Diversification

7) Which of followings is an advantage of concentration strategy?

a) Minimal organisation change b) Heavily dependent on one industry
c) Product obsolescence d) Cash-flow problems

99
3.1.4 Integration Strategies
Integration strategies involve in combining two strategies of an organisation. It occurs when
two companies are merged or one company buys another company. It takes place when two
companies of different levels on the distribution merge. An organisation may move in any
direction in a value chain, upwards or downwards. It is difficult to achieve integration among
two different companies because there is more number of levels. There are many activities that
are to be integrated such as project planning, project management, design and implementation
of application programming interfaces, web services and more.

Why do firms adopt integration strategies?

The major reason behind opting integration strategy is the transaction cost economics. It is a
branch of economics that explains the relationship between transactions and their costs. It
helps an organisation to decide whether it should ‘make or buy’ a particular product. If the cost
of acquiring the product from the supplier is less, then it should be acquired from the supplier
else company should manufacture the product. In such cases, firm adopts integration strategies.
Ansoff had given another matrix that explained different types of integration. According to
him, any firm operates on two dimensions namely products and new functions. Based on these
dimensions, integration strategy is divided into two types. Let us discuss the types of
Integration strategies.

1. Horizontal Integration

It is a company’s acquisition of a similar or related or competitive business which is either

acquired or merged or take-over to strengthen it. It helps the existing company to grow in size,
achieve economies of scale and product uniqueness, increase market share and enter new
market. A very good example of horizontal expansion is Standard Oil’s and Arcelor Mittal.

A horizontal integration is considered lucrative for business because of the following

reasons:

• Growing industry

• Lack of expertise with the competitors

• Achieving economies of scale

100
 Let us discuss some advantages of horizontal integration.

• Economies of Scale: An organisation can produce more quantity if there are more
resources at lower cost.

• Increased Differentiation: With horizontal integration any organisation would be able

to offer more product features to its customers.

• Ability to enter new markets: Organisation acquiring other companies would be able
to acquire foreign market as well related to the acquired company.

Let us now discuss some disadvantages of horizontal integration.

• There are many legal obligations from the other company’s side which needs to be
studied. The management of the newly formed company should be able to manage the
acquired company more efficiently.

2. Vertical Integration

A vertical integration is a competitive strategy where the organisation takes a complete control
over one or more stages in the production or sometimes distribution of a product. This
competitive strategy is adopted to ensure a control over the supply chain of the products. It
integrates an organisation in two ways that is either with units supplying raw material which is
known as backward integration or with distribution channels that carry the products to the
final user which is known as front integration. A good example of vertical integration may be
a super market who acquires control of a few farms of fresh vegetables which is known as
backward integration or like Flipkart who have their own distribution channel, e-Kart which is
front integration.

There are many reasons given below because of which a company can opt vertical
integration:

• Unreliability among the current supplier or distributor of the raw material.

• High prices being charged by the distributor or supplier.

• High margins earned by the distributor or the supplier.

• The new business is controlled by the supplier or distributors.

• Expectation of higher growth in the industry.

101
 Advantages of Vertical Integration

• Vertical Integration helps the company to work on its supply chain.

• Builds up the distribution and after-sales service more efficient.

• Helps organisations to collect overall profit that otherwise goes to the distributors and
retailers.

• Increases entry barriers for new entrants.

Disadvantages of Vertical Integration

• Lack of competition leads to deterioration of quality of goods.

• Flexibility to increase or decrease production is reduced because of economies of scale.

3.1.5 Diversification Strategies

Diversification strategies are brought into picture when a new product is introduced in the
market. It reduces the risk of losses by dividing different categories of products in different
markets geographically. Diversification focuses on expanding business activity which is why it
is also known as growth strategy. It is used to expand organisation’s product line and operate
business activity in different areas. It helps to improve the flexibility and profits during the
phase of recession. The main diversification strategies are concentric, horizontal and
conglomerate. Each of the type of strategy focuses on a specific method of diversification.

Let us discuss about the types of diversification strategies.

1. Concentric Diversification: This strategy allows an organisation to add more but similar
products in the existing product line. A good example is when HP started selling laptop
with twisted screens along with the original laptops. This strategy is used in technical and
fast-moving good category. For example, a Jam manufacturer also manufactures salsa sauce
by using its existing facility. Strategists also follow certain guidelines while adopting
concentric diversification. These are as follows:

• It is considered good for the organisations to enter in a slow-growth industry.

• New and related products should be offered at competitive rates.

• Sale of current products should be increased by adding new products in the portfolio.

102
 • The management team of the organisation should be efficient enough.

2. Conglomerate Diversification: This strategy promotes organisation to enter into an

untapped market. It is achieved with the help of mergers and acquisitions. As moving into
a new industry is often considered dangerous, it is always preferred to enter with existing
giants. This strategy advocates increase in the flexibility of reaching new economic markets.
A good example is of an automobile company who also enters into a toy manufacturing
domain. The guidelines that are followed while applying conglomerate diversification are
given below:

• Check when the sales and profits are declining on annual basis.

• Organisation should have sufficient managerial talent to compete in the new industry.

• Both the acquired and the acquiring firm should have financial synergy.

(i) Reasons for Adopting various Strategies

• Minimisation of risks: When an organisation invests in several businesses, risks are
minimised. For example, Tata Group’s TCS, a software company, is doing well as its
industry environment is conducive for growth, whereas Tata Steel has been facing a lot
of issues such as ban on mining, rising ore prices and competition. But, the group as a
whole is doing well because the performance of one company is offset by another.

• Enhancement of organisational Trends: Diversification promotes an organisation to

use its strengths to the best and work on its weaknesses. For example, an organisation
can exploit its expertise in after-sales service by offering it to other organisations.

(ii) Risks of Diversification

• Unrelated diversification strategies are complex to formulate and implement.

• Need diverse skills to manage various businesses.

• Disparity in commitment by the top management to various businesses may lead to

non-realisation of maximising shareholder value.

• Increases operational and administrative costs and negates the synergies realised
through related diversification.

103
(iii) Diversification Strategies – Indian Context
The bigger organisations in Indian industry comprise public and private sectors.
Diversification is usually used by the large corporation sectors to adapt themselves to the rapid
changes in the business environment. It helps them to grow and improve their performance
strategically. As diversification means entry of firms into new markets with new products, it
requires change in managerial and technical competence.

In India, organisations adopt diversification to provide stability to their business owing to

political and economic instabilities. Indian manufacturing industries take diversification
strategy to revive them from risk, help them to achieve synergy, growth and capture value.
Diversification has also helped to great extent in controlling supply chain and distribution
channels. In India, diversification has helped poor performing firms to perform well.

With this, we have studied various strategies that are applied in different business situations.
The current scenario of the businesses involves rapid expansion by taking advantage of the
progressing Indian economy. However, in Indian scenario, organisations rely more on
integration and diversification than concentration to quench their thirst of growth. There is
possibility to see such trends in the coming years as well in India.

Self-assessment Questions
8) A hospital acquiring another hospital is an example of which type of integration?
a) Concentric b) Horizontal
c) Vertical d) Merged

9) Apple designed the software and hardware including the processor for iPhone. This is
an example of __________type of integration.
a) Concentric b) Horizontal
c) Vertical d) Merged

104
10) Which of the following is a pitfall of vertical integration?
a) Reduced cost of coordination
b) Technological obsolescence
c) Decreased exit barriers
d) Availability of information from suppliers

11) Johnson and Johnson started as a surgical dressing company and today is a healthcare
company producing consumer products, medical devices and pharmaceuticals. This is
an example of ____________ type of diversification?
a) Related b) Unrelated
c) Semi-related d) Not allied

12) Samsung produces televisions, tablets, smart phones, apartments, military hardware,
ships and other products. Which type of diversification does it follow?
a) Related b) Unrelated
c) Semi-related d) Allied

13) Which of the followings is the reason for adopting diversification strategies?
a) To maximise risk
b) To capitalise on its capabilities
c) To maximise weaknesses
d) To minimise organisational strengths

14) Which of the companies given below follows e-Portal pattern for digitalisation?
a) Landmark books b) Paper exchange
c) Yahoo d) Vertical Net

105
 Summary
o The four strategic alternatives that a firm can consider are stability, expansion,
retrenchment and combination.

o Corporate level strategies are basically about the choice of direction that the firm
adopts in order to achieve its objectives.

o A stability strategy is adopted by an organisation when it attempts at incremental

improvement of its functional performance.

o An expansion strategy is followed when an organisation aims at high growth.

o A retrenchment strategy is followed when an organisation aims at contraction of its

activities.

o Concentration is a simple, first level type of expansion strategy and involves

converging resources in one or more of a firm’s businesses in terms of customer
needs, customer functions or alternative technologies.

o Various concentration strategies are market penetration, market development and

product development.

o Integration means combining activities related to the present activity of a firm.

When an organisation takes up the same type of products at the same level of
production or marketing process, it is said to follow a strategy of horizontal
integration. When an organisation starts making new products that serve its own
needs, then to follow vertical integration strategy.

o Diversification involves a substantial change in business definition – singly or

jointly – in terms of customer functions, customer groups or alternative
technologies of one or more of a firm’s businesses.

o Diversification strategies whether related or unrelated carry risk. Related

diversification is of three types – Marketing-related concentric diversification,
Technology-related concentric diversification and Marketing and Technology-
related concentric diversification.

106
o Related diversification enables diversification of the organisation from its original
business as well as keeps it close to it in terms of relatedness.

o When an organisation adopts a strategy that requires taking up those activities

which are unrelated to the existing business definition of any of its businesses, either
in terms of their respective customer groups, customer functions or alternative
technologies– it is known as conglomerate diversification.

107
 Terminal Questions
1. Explain the four strategic alternatives available for an organisation.

2. List the major reasons for adopting corporate level strategies.

3. Explain the various concentration strategies.

4. What are the reasons for adopting diversification strategies?

5. Explain the integration strategies and its types.

108
Answer Keys

Self-assessment Questions
Question No. Answer

1 b
2 c
3 c
4 a
5 c
6 b
7 a
8 b
9 c
10 b
11 a
12 b
13 b
14 c

109
 Activity

Activity Type: Group Activity (team size: 5)/online Duration: 60 minutes

Description:

Browse the internet to find Concentration, Integration and Diversification Strategies followed
by the Reliance Conglomerate.

1. List the strategies.

2. List the reasons why these strategies were adopted?

3. What were the advantages and limitations of using these strategies?

4. Prepare PPTs to present the findings.

110
 Bibliography
e-References

• (n.d). Retrieved from http://smallbusiness.chron.com/examples-strategic-

alternatives-77129.html

• (n.d). Retrieved from http://www.strategy-formulation.24xls.com/en405

• (n.d). Retrieved from http://www.strategy-formulation.24xls.com/en424

• (n.d). Retrieved from

https://opentextbc.ca/strategicmanagement/chapter/concentration-strategies/

External Resources
• AzharKazmi. Strategic Management and Business Policy. Tata McGraw Hill
Education Private Limited. 2008

• Thomas L. Wheelen, J. David Hunger. Concepts in Strategic Management and

Business Policy. Dorling Kindersley (India) Pvt. Ltd. 2010

• B. Hiriyappa. Strategic Management and Business Policy. Wordclay. 2010

• Vipin Gupta, Kamala Gollakoa, R. Srinivasan. Business Policy and Strategic

Management – Concepts and Applications. Prentice-Hall of India Pvt Ltd. 2008

Video Links

Topic Link
Strategy Formulation: Concentration,
https://www.youtube.com/watch?v=GH44C5OPuMA
Integration, Diversification (COM)

Horizontal and Vertical Integration https://www.youtube.com/watch?v=X4G4yUYqEVU

Ansoff Matrix https://www.youtube.com/watch?v=4dKliWrCywM

111
 Notes:

112