The Benefits of B2B Exchanges :B2B-links

Business-to-business (B2B) exchanges or marketplaces provide dramatic opportunities to automate collaborative business processes with customers and suppliers, generate internal efficiencies, and reach new markets at minimal cost. The landscape is littered with hundreds of B2B exchanges that have failed, demonstrating that success is far from automatic. But many are still operating. They have learned how to take advantage of the opportunities and avoid the pitfalls of this dynamic new marketing channel.
B2B exchanges are online marketplaces for businesses to buy and sell good and services from other businesses. Automated business-to-business transactions are not an entirely new concept. Large organizations have been using automated systems for a number of years, and some have been programmed to exchange business transactions with other automated systems as far back as the early nineties. For example, General Electric's Aircraft Engines division had a system with which a customer could order a part, initiate the shipping process, be invoiced, and pay for the part, all without a single piece of paper and within a span of 45 minutes. However, these systems needed dedicated, expensive data communication facilities and required significant investments in large, complex software to be developed from the ground up before they even started working. The Internet brought down the cost and the technological barriers.

The simpler business-to-consumer (B2C) model beat B2B to the punch in wide availability and visibility. Business based on the B2C model, in which the customer browses through an electronic catalog to select items for purchase, is well established at this time. Yet, the potential in terms of dollar volume and number of transactions, however, is far higher for B2B even than B2C. This is because a chain of transactions involving material suppliers and service providers lies behind every product that reaches the consumer. B2B transactions typically involve long, complex processes including searching for vendors, requests for quotation, evaluating different proposals, negotiation, supply chain planning, shared product design, document exchange, billing, payment and extensive data analysis. As a result, B2B exchanges can go far beyond simply streamlining buying and selling: They can create customer-driven value chains that substantially reduce costs for both buyer and seller, better align the entire supply chain with the customer's needs. They can also make it possible to enter new global markets at minimal cost and substantially reduce the time required to respond to changes in demand patterns.

Types of exchanges

B2B exchanges can generally be divided into three basic categories. Consortia are typically formed by a group of leading vendors in a particular industry, like Global Food Exchange. Public exchanges such as Commerce One are run by a third party, and are open to all companies that meet the standards defined by the exchange. Private marketplaces are run by a single company and its key suppliers, such those sponsored by Walmart and Dell. Another way to classify exchanges is as either vertical--which specialize in serving one particular industry -- or horizontal -- servicing a broad range of industries, like PurchasePro. Most of the first generation of B2B exchanges were open, public marketplaces whose business model was based on a small percentage fee on all transactions conducted. Wall Street did the math, noting that the total B2B marketplace is perhaps 10 times larger than the consumer marketplace because of all the intermediate transactions that are involved in bringing products to market. The result was that money from venture capital and even initial public offerings flowed freely--resulting in a large number of start-ups.

But many of these companies quickly failed because they were not able to attract paying suppliers and customers. The research firm IDC says that of the approximately 1,000 B2B marketplaces that were launched only about 700 are currently active. There are two main reasons. First, the adoption of e-commerce has generally been somewhat slower than expected. Even more important, major players in most industries have formed their own exchanges rather than giving up a percentage of their sales. The exchanges that have been successful have largely been private exchanges that gain their revenues through a variety of different means. Transaction fees are still a factor, but they are usually at a much lower rate than originally expected and are often in effect paid by companies to themselves as the owners of the exchange. Other revenue sources include membership fees paid for access to the marketplace's members and fees paid for the software that is necessary to connect to some of the exchanges.

Basic development options

The ideal development strategy is deeply influenced by whether the exchange is started by a new company or to serve an established firm. A start-up company does not inherit any business rules and complex processes; some of these may exist more for historical than purely business reasons. It is able to develop the application in a cleaner fashion, and implement it on a single, most effective platform. A start-up is also under heavy pressure to bring its offering to the market quickly to gain the first-mover advantage. The clean slate that it starts with also means that the knowledge of the intricacies of the business process of the industry is not available for the company to build on. In the B2B space, no application can stand entirely on its own: it must exchange data and transactions with other, related systems. A start-up does not have such a base of interrelated systems to count on. It must therefore build the application in such a way that it can interface with a wide variety of existing systems. While the application is built on a clean business model, it must also build generalized interfacing capabilities. Building a generalized interfacing capability turns out to be a more difficult task than one that is aimed at interfacing with a known set of systems with known requirements.

An existing business, however, must start with a complex set of business practices and processes. The decision as to its preferred strategic platform has probably already been made in the past; the new system must be designed fit this platform. It can draw on its knowledge of the target business and processes. Also, because it can bring more financial and marketing muscle to bear, it is not under the same degree of time-to-market pressure as a start-up.

Based on our experience, a start-up company should usually plan on successive versions of the application, each new version being more sophisticated and stronger than the one it succeeds. The first version is probably best implemented with all the core functionality in place, but slim in terms of the sophistication and customization capabilities that it offers. It will serve to prove the concept on which the business is based, and can be limited in the volume of transactions it can handle. This version lets the business gain traction and start generating revenues. The start-up can then build the second version based on the knowledge gained in the process of operating the first version. This version will be able to handle large volumes of data and large numbers of users, and will be able to interface with a larger variety of surrounding systems. The first version can then be thrown away. This strategy has been adopted successfully by several start-ups. For example, SkillBay, a B2B marketplace for buying and selling professional services such as IT and engineering skills, was launched on an inexpensive server running an application developed with Allaire's ColdFusion development environment. SkillBay could provide an almost-complete service that was developed very quickly and needed limited resources to launch, but still handles the relatively small number of transactions and users very effectively.

Exchanges built to serve established businesses have a different set of requirements. They generally have a strong need for integration with legacy systems and must be capable of handling higher traffic volumes. As a compensating factor, more funding is generally available for development. In this case it makes sense to a more scalable development environment such as Java that can inherently be scaled to handle considerably larger transaction volumes. Such an environment also typically provides many more options in terms of integration tools; this makes it a better choice for a company with many legacy systems that must communicate with the exchange.

An alternative to developing a custom application involves buying and customizing a packaged exchange such as those provided by Commerce One and Ariba. The advantage of this approach is that you begin with, in most cases, considerable built-in functionality as well as a platform that has already been proven in operation and can be easily evaluated. While the packaged approach appears to offer cost and time-to-market advantages, a limiting factor in their use is that most every organization has peculiarities in its business process that are critical to its success. The result is that packaged solutions typically require a considerable amount of customization in order to optimize their performance.

Integration with legacy systems

The ideal business model for exchanges is to accept orders and have the information immediately transmitted throughout their own and their suppliers' organizations. The basic idea is that everyone immediately knows what they have to do to fulfill the order, reducing the risk of errors and wasting little time in communication. But this is easier said than done. Typically, the order must pass through a multitude of disconnected systems, such as order entry, inventory, production, purchasing, invoicing, shipping, and financial accounting. The challenge is communicating with these legacy applications, many of which are running on mainframes or midrange computers. They may have been developed decades ago and have been continually refined and upgraded over the years. A number of technical solutions exist to address these challenges.

A good example is the new generation of enterprise application integration (EAI) solutions that create a middle tier layer between the legacy application and the user interface. This layer makes it possible to link multiple e-business and legacy systems allowing a sharing of information without changing the participating applications or data. While solutions of this type help make large e-business applications manageable, tremendous technical challenges remain. These include upgrading legacy systems, developing new Web applications and integrating everything so it works seamlessly together. Since these applications typically involve a wide range of technologies, including both leading edge and legacy systems, they require a wide range of skills. One critical requirement is for strong architectural capabilities in order to develop a coherent strategy for making all of the different pieces mesh together. Another major need is for strong development experience in both legacy and leading edge technologies which are involved in the great majority of applications.

Security considerations

B2B exchanges implement a large volume of high-value transactions. This aspect requires that security be provided at several levels. First, a B2B exchange requires a sophisticated system of access control. Only those users who have been registered with the application should be able to access the operating part of it. A user must identify himself to the application by supplying a correct name/password combination. In addition, the application must be built in such a way that only a limited number of all identified users can access sensitive functionality such as approving large purchases or initiating money transfers. Small start-ups can design their own security processes. Larger set-ups must, however, deploy stronger and more sophisticated security processes that integrate access control across an entire organization. Typical tools that such set-ups would use include LDAP (Lightweight Directory Access Protocol) and ADS (Active Directory Structure). These set-ups must also interface with existing processes and tools such as mainframe-based RACF (Resource Access Control Facility).

Business data traveling over a public network such as the Internet can be intercepted on the way. To secure the data against such theft, it is coded before transmission and decoded when received. The encryption/decryption is implemented with public key systems in which each party has a pair of related keys -- a public key that is published to all partners and a private key that is kept secret. The public and private keys are mathematically related to each other in such a way that computing the private key from the public key requires so much computing power as to make it impossible for all practical purposes. One approach is to establish a secure communications channel by using one of several protocols such as secure sockets layer (SSL) that operate as a layer above the standard Internet TCP protocol. Another approach to ensuring the privacy of communications, which can be used in place of or in combination with a secure protocol, involves transmitting a message in a secure form so that it cannot be opened or read by another party. Public key infrastructures (PKIs) provide the supporting services that are needed when public-key-based technologies are used on a large scale. A PKI deployment might typically consist of a certificate authority that creates the certificates and a certificate repository to provide distributed access to certificates.

An innovative example

Another example of an innovative e-business exchange initiative is TexYard.com, the online sourcing solution for the European apparel industry. TexYard.com brings buyers and suppliers together in a neutral trading environment to make the process of apparel sourcing easier, faster and more efficient. Buyers can put their complete sourcing process online to lower their administrative costs, obtain the best possible price and accelerate the time to market. Buyers can also use a comprehensive database to find, investigate, and start working with new suppliers from around the world. Suppliers can gain access to major European retailers, expand their customer base, and increase their business opportunities. Suppliers can market their services and products, and lower their cost of doing business. Accommodating both forward and reverse auctions, the exchange allows buyers to define full details of an upcoming production contract--from technical specifications and quality measures, through to shipping and delivery instructions--and get bids on these contracts. The time spent communicating requests, comparing quotes, and negotiating prices is drastically reduced.

The team that developed TexYard.com used Cold Fusion with an Oracle database to develop the application. This application is believed to provide the most sophisticated RFQ (Request For Quotation) process ever created by a trading exchange. It was needed to account for the many complexities involved in purchasing textiles. The project was managed and developed by a global team in five locations with 35 members including a project manager, six business and systems analysts, two XML developers, 25 application programmers and a test and a production support professional. This arrangement allowed for an around-the-clock project schedule that dramatically reduced time to value. The developers in India handed off the code for testing at the end of their day and, by the time they came in the next morning, the testing group had a new set of issues for them to address. As a result, the exchange got to market early with relatively low development costs. It has been successful in attracting customers and suppliers and recently obtained a new round of financing.

What is the future of B2B exchanges? We foresee an environment in which buyers and sellers are interconnected by exchanges that provide instantaneous information to decision-makers in enterprises as well as consumers. Consider the potential impact on the economy. Most recessions are caused by inventory buildups that in turn are caused by lack of information about the intentions of purchasers as well as the time lag involved in passing information up and down the decision supply. In a surprisingly short period of time, we will begin to witness the emergence of the real-time organization in which every bit of information, from time cards to financial statements, is updated in real time. The benefits will be enormous, as will be the competitive advantages that accrue to the companies that are first to put them into effect.

Case Study: marketingsherpa.com

How to Impress Conservative Fortune 100 Business Prospects by Allying With Academia

SUMMARY:
Are you in charge of demand generation campaigns targeting top execs at very big companies? This Case Study is for you.

Learn how a previously little-known software company became a trusted and admired brand in a couple of short years. The trick? Alliances with nuts-and-bolts professors in America's heartland.

Includes creative samples, and tips on partnering with academics:

CHALLENGE
Executives at giant manufacturing companies in the Fortune 100 are exceptionally careful when they pick new enterprise software. Part of it's due to the industry having been burned during the gung-ho days of the not too distant past.

"People were a little embarrassed stuff didn't live up to hype," explains Glen Margolis, who founded Steelwedge Software five years ago to provide more reliable alternatives.

His problem -- how do you gain the trust of conservative prospects in huge companies, especially when you're a new company? And then, how do you turn trust into demand?

CAMPAIGN
Margolis didn't want to wait the years (or even decades) it could take to get Steelwedge established as a highly trusted brand on its own. He needed a demand generation campaign that got him a foothold more quickly.

Why not latch the Steelwedge brand onto an already-trusted expert, such as a leading professor and academic researcher in the field?

Thing is, US-based manufacturing executives don't tend to trust advice from Ivy League academics. "It's pretty ivory towerish." Instead, Margolis looked for professors in "heartland places where they're very practical, focused on the nuts and bolts, such as the Universities of Wisconsin and Tennessee as well as Missouri State."

The goal was to find professors who would be willing to conduct research in partnership with Steelwedge into best practices, ROI forecasting, and financial benchmarks related to Steelwedge's field. Steelwedge would provide access to customers and prospects, ideas for research topics, and -- key -- a publishing platform for formal papers and speeches.

However -- another key -- Steelwedge would not influence the content of the papers unduly, nor would any papers serve as overt marketing pitches for the company. "The research is not biased toward us, however hopefully we're an example of a leader doing something that not many other companies are doing."

No money changed hands directly between Steelwedge and the professors. "They're already heavily incented because as professors they have a quota to put out a certain number of publications. Some of these guys jump for this."

In addition, some professors hoped for consulting gigs on the side. Having their papers appear in Steelwedge's newsletter and giving speeches at relevant Webinars or live events certainly could help market them in turn as experts. The universities were also delighted with the additional visibility.

Next, Margolis and his marketing team used the content the professors' research created to put together a comprehensive demand generation program. "It all has to fit together to drive demand," he notes. "If campaigns are done in isolation, we won't get strong, qualified participants."

Not only were campaigns calendared carefully to work as a whole together, all campaign measurement was fed into one main platform (link to vendor below). Steelwedge could track who signed up for a newsletter, when they clicked on a link, what links were clicked on, which events attended, which areas of the site visited, etc. The sales team then got a complete profile of each prospect's real interest.

#1. Email newsletter (Link to sample below)

Although the newsletter's purpose was to market the company, it was anything but an overt marketing vehicle. In fact, unless you scrolled to the very bottom, you didn't see Steelwedge's logo.

Instead, the newsletter mimicked the feeling of a formal academic journal. Entitled "Perspectives on Enterprise Planning" and each bimonthly issue had a Volume Number just like a journal would. Lead articles were often by famous professors, by well-known industry consultants, or by Steelwedge's own engineers.

#2. Webinars

Naturally the team conducted webinars whenever they had interesting research findings. Margolis notes that it's best to allow plenty of rehearsals for professors who are used to a lecture hall but not the small screen. His guidelines to presenters are to allow 15-25 slides at most for a 45-minute presentation.

#3. Live Events

Next, the highest quality prospects were invited to in-person events, often with a professor as a guest star. These included breakfasts, and even a river cruise. Prospects for these events were hand-picked. "They've already seen or heard of us in three other places. They read an article in our journal. And they are someone likely to buy our software, not just groupies."

(Margolis says 'Groupies' are consultants and lower-level executives who may be great evangelists for the brand, and should be eagerly encouraged to read the newsletter.)

#4. Online "Best Practices Center"

Margolis collected the best content from newsletters, papers, and webinars and put it together on a Web page entitled "Best Practices Center." This helped the Steelwedge site with search engine optimization, and also gave new visitors something meaty and impressive to sink their teeth into.

However, *very* cleverly, Margolis instructed the Web team to put an automated registration barrier in front of a Web visitor the second time he or she clicked on a resource during a visit. So, you could view one great article or download a useful PDF and hopefully thereby gain trust in the brand, but when you went back to the well for more, you were asked for your contact information. (See link below for sample reg form.)

RESULTS
"For the longest time, no one had heard of us, but now we have clients around the globe," says Margolis. "60-70% of leads generated these days are coming through our channels. We have 131 academic papers posted on our site."

He's delighted to report, "It's shocking to me how many CEOs and VPs surf the papers on our site. They use it like a personal library. One time Michael Dell surfed our site and made an inquiry!"

The email newsletter gets a very healthy 14% clickthrough rate (names clicking to read a story divided by total names sent). Depending on subject matter, readers spend 45 seconds to almost three minutes with an issue. (Note: the average for b-to-b newsletters is well under 30 seconds.)

More than 50% of prospective attendees who register for webinars actually end up attending (this is roughly double industry average at this time).

Steelwedge Software's most famous academic relationship is with Professor Tom Mentzer of the University of Tennessee. Mentzer frequently consults for the industry. "He has plenty of self-confidence to walk into a CEO's office. He will not hesitate to make statements to help project managers within a company actually implement best practices and processes."

Naturally this places Steelwedge in a delightful-but-dangerous situation. You have to be awfully secure in the quality of your product to let a passionate academic see behind the velvet curtain .

B2B News: Online survey sees B2B spend increase

This year will see increased budgets, significant growth in online marketing and the launch of
new ad campaigns in the world of b2b marketing, according to a survey by BtoB online.

The report, 2006 Marketing Priorities and Plans surveyed 366 senior marketing executives at the end of November and beginning of December last year and found that 60.7 per cent will be working with bigger budgets in 2006, compared to 49.7 per cent in last year’s survey.


In 2006, 72 per cent of marketers intend to increase their online budgets. The survey found that these budgets will be distributed between websites, email, search and sponsorships.

Over half of the survey’s respondents said they plan to increase direct mail in 2006, 40 per cent intend to increase event marketing and 33 per cent propose an increase print advertising.

The survey also found that 81 per cent of marketers do not plan any changes in their broadcast spending, 80 per cent will not change outdoor spending and 46 per cent will not make changes in their print and event marketing budgets.

Other primary marketing objectives identified were entering new markets, generating leads and increasing revenue. The survey also found that 69.8 per cent of marketers plan to introduce new ad campaigns in 2006.

For complete results of the survey, please click here.

Source: BtoB online

Share your opinion on this, or any article, in the AOP message forum.

How Customer-Focused is Your Website?

You’re at a dinner reception. The stranger next to you strikes up a conversation.

It only takes a few minutes before you realize: “This guy’s completely self-absorbed.” No matter how hard you try, every topic leads back to him. Soon, you find yourself inching away.

Guess what? You can find the same thing on the web. Sites that are egocentric. More interested in talking about themselves than solving customer problems. However, unlike the dinner reception situation, your escape from a self-absorbed website is quick and painless.

(Although there are offenders across the board, the biggest culprits seem to be business-to-business companies and small- to mid-sized firms.)

To heck with product benefits or helping prospects and customers solve their problems – the narcissistic website dwells on the company’s spectacularly engineered offerings, their superior manufacturing techniques, the brilliance of their people, the company’s offices. Is there a place for bragging? Sure, but it’s secondary to the customer’s issues. Too many websites forget this.

When you consider that the average visitor has an attention span measured in seconds, and that he scans the web instead of reading every word, a narcissistic website has the same effect as a narcissistic tablemate: it turns people off.

In contrast, an intelligent website doesn’t leave a visitor stranded, searching for the customer benefits of the company’s products or services. It:

¨ Provides clear statements that are customer benefit oriented

¨ Supports its claims (often using customer and third party support)

¨ Proactively addresses potential objections

¨ Ushers the visitor into a dialogue

Let’s look at a very simple before-and-after example.

We’re at the website of a widget manufacturer. Their target market? Widget buyers from manufacturing firms.

The homepage leads off with:

"Since 1908, Acme Widget has precision-manufactured more than 10,000 varieties of widgets. What’s the Acme difference? State-of-the-art technology – including the latest laser manufacturing techniques – along with six sigma processes to ensure the highest quality."

Sound good to you? Where does the customer fit in?

While prospects and customers care a lot about the companies they deal with, they care first and foremost about their own needs. In this instance: “How will Acme Widget solve my problems?”

Here’s another take on the copy:

“Whether you are looking for red, green, purple or color matched widgets, no other company offers a wider selection, faster delivery or more production-friendly engineered designs than Acme Widget.

Independent tests show that using the Acme ViperWidget can result in improving your production speeds by as much as 35%, while significantly reducing defective rates over traditional widgets.

Great selection. Fast delivery. Increased production speeds and reduced defectives for lower overall manufacturing costs. One name. Acme.

Download our free white paper, ‘Increasing Your Production Speed while Lowering Defectives with Better Engineered Widgets,” highlighting the recent tests of more than five hundred widgets conducted by independent testing laboratory, International Widget Laboratories."

This time, the copy speaks to the interests of the customer. Customer problems – and Acme’s solution – stand front and center. Note, I still referred to the Acme's engineering abilities. The difference here is that the reference to engineering is now linked to customer benefits.

Imagine a widget buyer visiting two sites: one with the first copy, the other with the second.

¨ With the first site, the buyer learns a little about the company, but not enough to differentiate it from the competition. And not nearly enough to understand, and appreciate, the benefits of doing business with the firm.

¨ At the second site, the buyer learns about the company’s wide selection, fast delivery, exceptional production speeds and lower defect rates. All strengths she can quickly grasp. What’s more, the white paper provides third-party support – validation – for the company’s claims.

The underlying concept is simple and an underlying marketing communications truth. The most effective marketing communications puts your customers and prospects first, not your company. By focusing on customer and prospect needs, you are more likely to fulfill your company's needs.

As obvious as this statement would appear, it is similarly obvious that many marketers don't really follow it.

A Quick Check-up to Find if Your Company Website is a Narcissist

Pretend you are a customer visiting your company's website for the first time. Write down five key concerns you have related to purchasing these kinds of products or services or choosing a company that you feel (or marketing research indicates) reflects the key concerns of your target market when researching companies like yours. Spend up to one minute at your website. Close the browser. How many of your five key concerns were addressed? How well did they address your concerns? A brief amount of copy addressing a key concern and a link to more detail is fine; no mention of these concerns is not.

Did the web page copy get to the heart of your concern or was it focused on the itself instead of the prospects needs? Use what you have learned to further test your website in front of real prospects and customers. Find out their most important problems they are hoping your website will help them answer and re-design your website around helping them.

It’s your choice: propaganda that only ends up stroking your company's ego or profits.

B2B News: B2B software investments in the UK

On average, the United Kingdom invested about 13 billion pounds in its economy in B2B software for the year 2003. At first glance, that number seems like very old news.

However, consider that until yesterday, the U.K.'s Office of National Statistics (ONS), believed this figure to be only 2.5 billion pounds.

The ONS has since made the adjustment in the numbers, which now shows U.K. B2B software investment to be 2 percent of GDP, "pretty similar now to that recorded in the U.S.," according to Richard Holway.

As such, the 2 percent figure may reflect a built-in commitment on the part of major industrialized economies, arguing for a permanent place for software (and e-business) at the macro level. The implication is that, as goes any particular economy, so goes IT investment in general.

The ONS readjustment ought to correct a number of flawed impressions about the U.K. in particular, notes Holway.

"The UK Government can boast a higher GDP, can refute criticisms of lower productivity and can say that the UK can hold its head higher in terms of investment. Trade bodies can show how much more important to the UK economy investment in software actually is."

How To Create Multiple Streams of Online Income

By: Tim Knox

Do you know what an E-course is? An E-course is an "electronic course" that you receive by emailor take at a website.

An E-course is the modern day equivalent of the old correspondence course concept. The difference is that instead of taking the course by mail, you do it online or by email.

E-courses are one of the best ways to continue your education, especially if you are interested in making money online.

I love the E-course concept because it gives you the opportunity to learn from the comfort of home. There are no heavy books to lug around, no rushing off to class, no smelly dorm roommates :o)

I am putting together an entire series of free E-courses for my subscribers on topics like:

* How To Create Multiple Streams of Online Income
* Setting Up Your Own eBay Business
* How To Make Money With Affiliate Programs
* How To Build Your Own Website For Next To Nothing
* And More...

All of these E-courses will be online soon and I will keep you posted. The great news is the first E-course is online now and you can start your education today. All it takes is the click of your mouse.

The "How To Create Multiple Streams of Online Income" E-course will teach you how to create multiple streams of online income quickly and easily, with little or no out of pocket cost to you.

The How To Create Multiple Streams of Online Income E-course includes:

Part 1. How To Create Multiple Streams of Online Income
Part 2. Making Money With Affiliate Programs
Part 3. How To Choose An Affiliate Program
Part 4. What Is The Best Product To Sell Online?
Part 5. How To Create Your Own Info Product
Part 6. How To Start A Successful Ebay Business
Part 7. How To Dropship Your Way To Online Success

To receive this 7 part E-course click the link below to subscribe.

http://www.prosperityandprofits.com/ecourses/multiplestreams/

Part 1 will be delivered to your inbox right away. If you do not see it there check your Spam or Junk folders as most ISPs now filter automated emails without the user's knowledge.

You should also add the emailaddress the following email address to your address book or accepted senders list:

--> ecourses@prosperityandprofits.com

Signup and learn today!

Here's to your success!

Tim Knox