Strategy squared

By Tara Dipalma

I know you’ve heard it time and time again, in order to manage your finances you need a budget. Everybody knows this is true and still not everybody budgets, knows how budget or knows exactly where to start.

First things first, a budget is a tool it can be as simple or as complex as you want it to be but the end result is the same. It takes away the guess work, eliminates the worry and puts you in control of your money.

I’ve seen people shudder and sometimes run for the door at the sound of the word Budget and yet their finances are in a shambles. The amount of effort needed to set up and maintain a budget is minimal which is why it is so surprising to see so many people go to great lengths to avoid doing it. Once put into place, the rewards of being able to predict whether or not you can afford your latest desire (without worrying about it after the purchase) are considerable.

The steps to setting up a basic budget are as follows:

Step 1.

Decide which type of budget fits best with your situation.

” Weekly
” Fortnightly
” Monthly

If you receive most of your income on a monthly basis it may be easier to set up a monthly budget. If you receive other income on a weekly/fortnightly basis, you will have to calculate what it would be on a monthly basis in order for the budget to work correctly.
E.g: Weekly amount x 52 / 12 the result is your monthly income from that source.

Step 2

Calculate your Total income from all sources.

Step 3

List all of your expenses (everything that you spend your money on) and total it.

Step 4

Deduct your Expenses from your income, don’t panic! This isn’t the time to go into shock or to tear up the sheet and go into denial; it is time to take action. Think about it you can now see exactly how you stand financially as scary as it may be, all hope is not lost. You have the opportunity to take charge and gain control of your finances possibly for the first time!!

Step 5

Time to be brutally honest:

• How many of the things on your list are an absolute necessity?

• How many things can be modified?

You don’t need to cut out everything in one fell swoop, that sort of change would be too drastic although in some situations, it could very well be necessary.

This is where you need to take stock of your spending and evaluate the things on your list. See which items could be modified to some degree. It won’t make a noticeable difference to your lifestyle but it can be surprising how even the slightest change could have quite a dramatic effect on your budget.

After a few (hopefully minor) adjustments, you now have your new Budget sitting in front of you, you have worked hard on it and are absolutely astounded by the results of your efforts, you can see that although at the outset, things were looking pretty grim, you now have a plan in place that is workable and accurate. You can see where you are going and how you are going to get there so what’s next?

Step 6

You MUST adhere to it! Update your budget as you spend your money, no matter how small the amount, include it, EVERYTHING needs to be accounted for.

For more information, useful tips and advice go to: Building a Budget

A budget is an extremely valuable tool but for some people it can be an overwhelming task. We decided to put up a blog to help people to set up and manage a simple budget of their own.http://budgets-made-ezia.blogspot.com/

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By Joel Christopher

Having a purpose is the first step in the marketing process, as stated by Jav Conrad Levinson. Many people have tried to define purpose in its purest from. Some people find their purpose handed over to them in a silver platter. Others had to go through much of the years of their lives just to find out. There are many truths to consider about purpose and its relation to your business.

Your business purpose must be aligned with your personal purpose.
There will be that generic conflict of interest in your business if it is not aligned with your personal purpose. You must first be able to get an idea of what you want to do with you life before you actually get to do something else that will benefit other people. The more linked and consistent they are with each other, the less adjustments and conflicts you will encounter.

Your purpose for your business is what will sustain you.
Your purpose will help you get through the ups and downs of your business. If you have a purpose, you will have a target destination, and all means by which you travel will be in accordance to getting to that purpose you had in mind.

The purpose is very important in the sense that it will give you a clear idea of where you are headed and will consequently intuitively lead you to the easiest way to accomplish it.

A business without a purpose is a business that will get nowhere.
If you are putting up a business out of whim or fancy, you cannot expect it to go somewhere. That purpose will keep you grounded. As you go about your business, you will find opportunities to deviate.

There will be so many offers, so many things that will demand your attention. The sense of purpose in your business will help you discern which of these things are worth investing your time upon, and you will do better with such a clutter-free mindset.

It is best to simplify your purpose and take it from there.
The problem with most people is that they complicate their purpose from the very beginning. When they are not getting there, they get frustrated and give up the purpose altogether.

Spreading yourself too thin is a common occurrence among the idealistic, and they end up at the end of the game because they are not well able to manage through the frustrations that come with impossibly high standards.

Writing Down your Purpose Increases Its Likelihood of Being Successful. Your purpose is three times more likely to be accomplished when you write it down. That way, you won’t be able to forget it quickly.

When you merely a mental note of it, there is little chance that you will be driven to work on it. But if you write it down and place the phrase in places that you see on a daily basis, you will be less likely to do things that are contrary to your purpose.

Joel Christopher is a best-selling author, speaker and mentor, known worldwide as The Masterlistbuilder. To find out more on how you can triple your leads, sales and profits.
Go to http://www.Masterlistbuilder.com

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By Alexander Gordon

It seems like everything has been taken into account: the importance of an efficient marketing plan has been fully recognized; the search for a suitable marketing planner or software has already begun; the concerned resources are in place. The time frames have been worked out and competition analysis is already taking shape. Target identification, product dimensions, campaign management and communication planning are all in place. However, has anything been left out? Well, yes. A clear pricing strategy has been sidelined. The enthusiasm and positive energy directed toward the success of your marketing plan could be all for nothing due to the lack of careful price management.

The price or marketing retail price (MRP) or sales price, whatever you want to call it, is the sum of money you get when you sell a product. This sole factor, along with its result, i.e. profit, determines your survival. Charity is great, but business and management is no place for altruism. At no stage should your long-term expenses exceed the firm’s earning capacity. The only way to survive in business is by earning a profit. This fact implies a diligent look into the pricing strategy while designing the marketing plan.

Pricing and Marketing:

The link between the two terms is quite strong. The price of your offerings decides the level, type and scope of your marketing initiatives. The prices in and of themselves are dependent on various factors, the lower end being your cost and the upper end being the consumer’s willingness to pay.

Setting up a price acts as an important indicator of the firm’s marketing objectives. For instance, setting prices equal to your competitors, referred to as competitive pricing, is a part of the overall marketing strategy to curb competition. Similarly, an exceptionally low price in a specific area or segment to capture the bulk of the market share is a key component of a penetration strategy. A reliable and an economical product calls for less marketing attention, while a high-end, high-priced product meant for a niche market demands a carefully designed marketing plan to back it up.

The correlation among the two terms, though not directly visible, is so strong that any decision in one department can not be isolated from any other. Budgeting, an important component in devising the marketing plan, also takes into account the earnings and eventual profits earned by a firm, which in turn depend upon the pricing strategy.

Wrap up:

Pricing strategy and marketing planning go hand in hand in any organization. Neither can be devised or revised in isolation. A minor change in one implies a corresponding change in the other. It is impossible to ignore the pricing aspect while implementing a marketing plan, and vice- versa. A clear price definition and cost estimation assist in making more practical marketing plans, which in turn help achieve the planned profits for a firm.

Alexander Gordon is a writer for http://www.smallbusinessconsulting.com - The Small Business Consulting Community. Sign-up for the free success steps newsletter and get our booklet valued at $24.95 for free as a special bonus. The newsletter provides daily strategies on starting and significantly growing a business.

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What one question, if answered, could provide your business with enough information that it could see a dramatic increase in sales, revenue and performance? The answer is “What one thing is your prospective customers looking for in relationship to your products or services?” Today, like never before, it is easy to obtain this information using surveys.

The problem most companies have is they are trapped in old offline means of communication with customers, and phoning or mailing surveys is both ineffective and costly. But with the internet, surveying both customers and prospects is simple and cheap.

Like everything else, there is a right way and a wrong way to proceed with a survey that get’s the results you need. Let’s look at both.

First the “wrong way” or how to throw money down the drain. I received a mailing from my bank the other day asking me to please go online and complete a short customer service survey. In the letter there was a web address. Think about this for a minute; they want me to take time out of my day to physically transfer a web address from a letter to a web browser, and then answer however many questions they have on the survey. The reason I say “however many questions” is simple; I didn’t take the survey. Neither did a vast majority of the people they sent that letter to. They just wasted thousands of dollars. And you wonder why your banking fees are so high.

Now let’s look at this from the “right way” perspective. I get an email from my bank, thanking me for being a valued customer. There also is a link on the email to click to be taken directly to an online survey form. There is no work on my part to get to the survey other than a click of the mouse. The survey is mostly multiple choice questions, with space available for comments, if I so desire. Once the survey is completed, I simply click a button, send it off and exit. The bank gets the information it needs at a much lower cost; I don’t waste a lot of time and get a “thank you” from a vendor. A WIN-WIN situation for all involved.

There are numerous online survey services, some even will allow you to sign up for free and send a minimal number of monthly surveys out at no charge. One of the most popular is Survey Monkey. I have found that they are both easy to navigate, set up forms and send. They also offer a free service.

You have no better source of information than your customers, because they and they alone can inform you what they are looking for and what you can improve on with your business. Like anything else, once you center your business on the needs of your customers, it will forever change your life.

The author, Michael Simmons, owned his own business for 27 years before going into web marketing. He now specializes in optimizing the web presence for local businesses through website development. You can visit his website at http://www.gmsimmons.com He also utilizes video, developing web video ads thru http://www.proweb-video.com He can be emailed at mike@gmsimmons.com

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There is no shortage of marketing programs, many with great profit potential. The challenge is to sift through and choose the ones that are right for your situation — the ones that have the greatest potential to grow your business.

One key to knowing which marketing programs to choose involves thoroughly understanding how to leverage the 4 Ps of marketing — price, product, promotion, and place — to reach and appeal to your target audience(s). When you have addressed these strategic issues, you are better able to choose marketing programs with the most potential to increase your business.

4 Ps of Marketing - Price, Product, Place, and Promotion

Too often, we focus on “promotion” to the detriment of other Ps in the marketing mix. When choosing programs for your marketing plan, consider each of the marketing 4 Ps — price, product, place (distribution), and promotion. You are likely to find the results much better than if you include promotions alone.

The opportunities for incorporating all 4 Ps into your plan are numerous. You may find after studying the competition that increasing or decreasing your price is likely to result in better profits for your business, for example. Perhaps there is a distribution channel, such as electronic delivery or mail order, you haven’t fully integrated into your business. With respect to products, developing a new product or giving an existing product a facelift are examples of business-building programs.

Target Your Audience Using Marketing’s 4 Ps

You probably have several potential target customer groups. Choose which to focus on by considering the 4 Ps. Which audience will you be able to offer an attractive product to while also charging a competitive price and earning acceptable margins? Will one audience respond better to promotions? Are you able to reach some more easily with existing distribution channels than others?

By answering these and other questions related to the 4 Ps you will be better able to make marketing decisions and choose effective programs for your marketing plan.

Bobette Kyle draws upon 15+ years of Marketing/Executive experience, online marketing experience, and a marketing MBA as inspiration for her writing. She is proprietor at the marketing plan and Website promotion site http://www.WebsiteMarketingPlan.com, where you can find more marketing and management articles at: http://www.websitemarketingplan.com/marketing_management

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Now you don’t need to shell out $4000 a day just to get an idea of how Jay Conrad Levinson’s Seven Step Marketing Plan works. This is a must-have for every budding Internet marketer. These are things you have to think over and write down before you go about your business.

Purpose

What is the purpose of your business? This will be your guiding star when it comes to building your business. Your purpose is very important so that you will be able to anchor yourself effectively in the business. Most businesses are created to fill a need. What particular need will your business fill in this big world where purchases are being made left and right?

Benefits

What benefits will the people have in your business? If you were to put yourself in the place of your customer, what will he see from your business that will be most useful to him? Remember, you cannot expect to get people’s attention unless they get to benefit from you.

Target Audience

This is also another important question you must ask yourself. Who is your target audience? You cannot just aim your arrows without the right target. In order to be very efficient in what you do, you need to focus your attention somewhere specific. You will not be able to get too many subscribers if your business is too general.

Marketing Weapons

What will you be using to be able to achieve your ends? Will it be heavily on affiliate marketing techniques, display ads, Ezine ads or the like? You can’t have everything, especially when you are starting out. So the best way to maximize your resources is by means of naming which of the techniques you would choose to focus on for your business.

Niche or Sub-target

A target audience is a general group of people you want to give your services to. A sub-target or niche are the particular sub-group within the wide group you have chosen to cater to.

Identity

You are not the only one in the world who chose to aim your services at that particular target market you have pre-selected. So if you really want to stand out, you must have that trademark by which the people will remember you by. What will be your business identity? What will you be best known for in the business you have chosen to put up?

Budget

This caps off the seven steps to marketing. The budget aspect is the border which sets the scope of your marketing capabilities. How much are you willing to shell out for your marketing venture? If you are to market with higher degrees of scale and technology, you will be expected to give out as much.

Joel Christopher is a best-selling author, speaker and mentor, known worldwide as The Masterlistbuilder. To find out more on how you can triple your leads, sales and profits. Go to http://www.Masterlistbuilder.com

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By Ian RoeBuck

Your market techniques can be improved with a little work. Learn from your mistakes and move on.

In order for you to have a business you must have customers, and in order to have customers you must market. Marketing effectively means more customers. The best way to have no customers is not to market.

To market effectively, keep your message consistent. While being consistent bear in mind your target audience.

A consistent message repeated on line and off is important. The message you give may be the only one the customer ever gets to hear about your business, so you want to make it count. This is why test marketing the message is so important.there is no one universal message that will sell your product to others. Not only that, but what message works now may not work later, what works for one audience doesn’t for another. Testing and continuing to test is all important. The only mistake that can really be made in testing is not to test at all.

Don’t become a victim of testeritis. Don’t try to over analysis your results. Any message is better than no message.

Use more than on message and means of delivery. Writing out your marketing plan, what you intend to do, and how you intend to do it is a helpful tool for getting into the action frame of mind.Keep a record of your messages, means of delivery and how well they worked. Write out some goals and ways you can measure their success.

Ideas by themselves do not market a program or product. Your marketing goals and plan will help you to take action and know when you succeed and when you fail and why, so that you can increase your success and eliminate your failures.

Again, as I stated the old adage “Learn from your mistakes.”

So you make errors in marketing, you can correct them, test your market, your message, your delivery, and you will surely improve.

Copyright 2007 by Ian RoeBuck Permission is granted to reprint this article provided there is no change to the content and the authors box at the bottom is included with the article.

Ian RoeBuck is a multiple streams of income marketer and consultant whose business includes the following sites, http://www.iansbreakthroughbiz.com and http://businesssolutions.thebreakthroughsite.com

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This is for those who experience finished budgets before the project delivery.

This happens when you fall from one situation into the other. Especially with maintenance. You start with a simple remodeling and you see more and more things to improve and change.

Making a planning is a first step in protecting your budget. But a plan requires a scope. The scope tells you what is “in” and what out of scope.

The planning is a summery of activities. The scope requires a study of CONTENT: what and how are we going to do? This is especially needed when activities are inter-woven or linked.

How do you do this if you have not even started the project? Project scoping is part of a preliminary phase in which the manager makes an inventory of what needs to be done. It is also a study of the complexity in which possible risks are uncovered.

A few steps are needed to do this:

take a piece of paper or a blackboard.
invite a few people Or talk with people on an individual basis
write down al activities that you can think of
add time, costs and duration to each of the activities
isolate those activities that seem prone to more risks

the longer you do this the more detail you come up with, but if you continue you will execute the project in an operational environment. The idea is to do this upfront.

Scoping is than about finding the best fit between what is possible and what is wanted. Wanted are often the more simple features that can be done (delivered) after initial investment in more risky parts of the project.

Hans Bool writes articles about management, culture and change. If you are interested to read or experience more about these topics have a look at: Astor White or sign-up for our newsletter.

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When you discover a great new idea for your organization — a faster process, a better method, something that leads to higher quality products, enhanced customer service, or lower costs — you can’t wait to get the whole company to use the new approach. The benefits of adopting the new practice throughout your company or institution may be so obvious, and so appealing, to management that suddenly a major “initiative” is launched to implement the practice among all employees as quickly as possible.

As quickly as possible . . . I can’t tell you how many times I and my colleagues have seen companies lose most of the advantages of the new procedure, method, or process in their haste to make it the accepted practice everywhere.

If only management would keep these two observations in mind:

No matter how great the potential return on investment, no matter how striking an improvement the new practice may offer, it is not likely to transform the entire organization overnight. New practices take time to be mastered and to yield their benefits, and rushing to implement them will rarely produce significant immediate returns.
The bigger the change, and the more important that change to the success of your organization, the greater the benefit of stepping back and planning a series of steps to bring people along.
Getting it done quickly often means not getting it done at all. After the big push, with hastily pulled together materials and poorly thought out explanations, employees aren’t sure what they’re supposed to do, or how to do it.

So they go back to the way things worked before. Employees get used to waiting out these “fads”, knowing that things will return to business as usual before long. The organization invests a lot of time, energy, and resources — probably diverting them from other activities that were already planned — and the return is zilch.

Overreacting to a great new idea, even out of enthusiasm, is just a form of panic. Taking more time up front will save time and money, down the road. But most importantly, it will greatly enhance the impact of your message on your employees, and boost your chances that change will take root, that new practices will be implemented not just in the minds of management, but in behaviors on the front lines.

To spread the next great idea in your organization:

Step back and analyze who needs the new practice, and how it might be adapted to different functions, regions, and environments. Even the best methods and procedures rarely work as “one size fits all” solutions, with no consideration for differing needs and resources.
Rather than set an implementation deadline based on when you want the change implemented, develop your communication and training plan as if you had all the time in the world — and then try to compress it a little. An implementation plan based on a sound training design will have much more impact than a training plan based on an arbitrary implementation date.
Communicate more often, in smaller chunks. Give employees time to get familiar with the process and the benefits it brings, before expecting everyone to come up to speed. Instead of sending employees to an urgent half-day or all-day session next week, send them to several one-hour sessions over several weeks.
Follow up. If employees hear little about the new practice once the “initiative” has been rolled out, they’ll go back to their old ways. Lasting change is much more likely with long term contact.
It can be hard to resist the cries to “fix it right now,” but if you prepare the ground, and work through the new best practices step by step, you’re much more likely to produce lasting change.

Will Kenny, owner of Best Training Practices, has spent the last couple of decades helping organizations reach their audiences with messages that make a difference — whether leading internal audiences to perform better, or awakening external audiences to the benefits of products and services. Will has helped companies large and small, in a wide variety of industries, apply best training practices to spread their best business practices. Visit http://www.besttrainingpractices.com/ for free articles and case studies, and sign up for the free bi-weekly e-zine, The Training Tipsheet.

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Benjamin Franklin is attributed as the first person who said, “Time is money.” Well, that was over 200 years ago and you know, for Service Managers, it couldn’t be any more true today than it was back then. That is the essence of what Service Managers do everyday. They turn a technician’s time into labor revenue. For a service department to be profitable they have to turn the time paid to technicians into dollars and do it efficiently.

Many dealerships are not paying enough attention to the relationship between time and money. And that one area represents one of the greatest opportunities we have in improving service departmental profits. So let’s see how we can improve this situation and start returning the profits we need and deserve.

We will start at the really basic level. What does a Service Department do to make money? They hire technicians who work on equipment and they charge the customers for doing that. In other words they hire techs and bill out their time one way or another. Sure there can, and should be, other income streams such as outside labor and materials, sublets, shop supplies, vehicles etc, but the basis of any service department is to sell time. They buy time from their employees and the sell it to their customers, and hopefully at a profit.

OK, so now that we all agree that the function of a service department is to sell time can we also agree that the service manager has to manage this resource efficiently so that at the end of the day he produced a profit? We all know that the way we measure time is in years, months, days, hours, minutes, seconds, nanoseconds etc. The most common measurement for service departments is in hours; that is the one we are most accustomed to. We pay technicians by the hour; we have a labor rate by the hour, our reports account for billing hours, etc. But I propose and strongly believe that hours are not the best measurement for managing a service department. A much better way is to manage by minutes and to measure those minutes every day.

We will soon see examples of how minutes can add up to make the difference between making a profit and losing money for a service department. At $80 per hour, one minute per day per tech is about $2,700 in a year! Did you ever think that one drop from a leaking faucet can fill a swimming pool in a year! You don’t need a calculator to imagine how many dollars are going out the door when you think that just one minute per day for just one tech represents that much potential revenue.

Now if the product that our service departments sells is time and we measure it in minutes let’s see what a typical day might look like. For our hypothetical service department on a typical day for the sake of simplicity we have 6 technicians working an 8 hour day. Each tech has 8 hours or 480 minutes to work that day and for the service manager to sell that day. Our six techs have a total of 2,880 minutes available that typical day which the service manager can try to sell.

Every morning your service manager starts the day with a fresh inventory of 2,880 minutes and he has to do the best he can to utilize those 2,880 minutes wisely. At the end of that day he has no carry-over of those minutes; the minutes that were not sold are gone forever and he has to start off the next morning with another fresh inventory of 2,880 minutes. His inventory has a shelf like of exactly one day before it goes bad. If you think a meat market has a perishable product just think of what your service manager has. His product is gone every night, never to be sold again. That is why it is so important for him to manage those minutes everyday so that he is not wasting his available inventory of minutes.

Accounting for all those 2,880 minutes for our 6 techs is so important that the success of your whole service department depends on it. The way we measure and how efficiently we bill out those minutes is usually called Revenue Recovery. The percentage of minutes each day that can be charged to revenue jobs compared to the lost minutes to non-revenue is called Revenue Recovery; in other words how many of our available minutes are we charging to paying customers ?

There are service departments who are consistently charging out 90% of the available minutes every day; that means they are achieving a 90% Revenue Recovery. Those managers are watching the details and paying close attention to all their available minutes every day. But there are many service departments far below that number, some as low as 50% Revenue Recovery. Those who have revenue recovery rates less than 85% have opportunities to improve the profitability of their department and in a dramatic way. Here is an example of what it looks like to have a revenue recovery rate from a high of 90% to a low of 50%, knowing we have a total of 2,880 possible minutes to sell:

Sold Minutes Lost Minutes Recovery
2,592 288 90%
2,304 576 80%
2,016 864 70%
1,728 1,152 60%
1,440 1,440 50%

So in the first instance the service manager who really has a handle on his workload and his technicians billed out 2,592 minutes for his 6 technicians that day had only 288 minutes that went to non-revenue. That is excellent and is being done today by some departments. But on the other end is the manager who is only able to bill out 50% of the available minutes and is losing 1,440 minutes each day!

That is a huge swing and makes all the difference in the ability to make a profit for the department. If we can assume the labor rate for our typical department is $80.00 per hour this is what our example looks like:

Gross Revenue Lost Revenue Recovery
$3,456 $384 90%
$3,072 $768 80%
$2,688 $1,152 70%
$2,304 $1,536 60%
$1,920 $1,920 50%

The gross revenue difference from our 90% Revenue Recovery to our 50% Revenue Recovery departments for just one day is $1,536! For a 5 day week that would be a difference of $7,680 for a week. For a 4 week month that would be $30,720. And for a 52 week year our two departments will have a difference in gross revenue of $399,360. Now remember that doesn’t change your expenses at all. What would an additional $400K do to the bottom line of the non-performing 50% Revenue Recovery department where the minutes are not being managed!

This is one area that the service manager can control and have influence over the productivity of their department. By diligently managing his available minutes he can improve the revenue recovery. The net effect of doing that is to move minutes from a non-revenue account to a revenue account. That increases revenue without increasing costs.

When our company conducts a thorough analysis of a service operation we often find many areas that cause a loss of revenue by minutes being billed to a non-revenue job. Some of the biggest culprits are techs not having a new job to post their time to, time spent waiting for parts, time spent doing paperwork, and time spent diagnosing problems on the phone. There are many others that we see, but those are the predominate ones. And in many cases these minutes can be turned into revenue minutes.

Can this be done? Is it even possible? The answer to both of these is yes. There are dealerships who have achieved this success, but it takes a tremendous commitment from the entire management team. That includes the dealer principal, the service manager, the service writer, the service secretary and the shop foreman. And a properly designed incentive program can be a help in moving these lost minutes into revenue minutes.

This is probably one of the easiest areas of a service department to fix. Once these numbers are communicated to the service management team and the goals are properly set this area can see an overnight turn-around. There are many ways to accomplish this change of operations and attitudes. The dynamics, strengths and weaknesses of each dealership are different and require different solutions. The improvement plan for each dealership is different but they all have the same affect on the bottom line.

Minutes can make all the difference. It is not enough to measure the hours that are available everyday. At our $80 labor rate our customers are paying $1.33 for every minute we charge to their jobs. We owe it to our customers and to our departments to spend those minutes wisely.

Watch Those Minutes!

Steve Uible is the President of Time Service Consulting, LLC, a firm that specializes in training and consulting industrial equipment dealerships to maximize the efficiency, productivity and profitability of their service departments. Steve has 30 years of international experience of managing and advising companies to develop their service departments to become the leaders in their marketplace. He can be reached through his website: http://www.TimeServiceConsulting.com

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