Competitive Capabilities for the Future

Right product at the right place, right price and at the right time is the number one business imperative of all consumer goods companies. Regardless of geography, as markets become more complex and consumers become more demanding, consumer goods need to adapt fast to put in place processes and systems that are able to handle all the emerging challenges and also exploit market opportunities as they come up. Responsiveness is not only responding to the challenges of tactical planning and execution for variability in demand, capacity and supply. It also includes being able to act rapidly on strategic initiatives that are often driven by changing consumer, shopper, customer, supply chain and technology demands and their potential impact on profitability and growth. Responsive companies know that being agile is a key competitive strategy. Larger businesses need to be able to compete with businesses that are more nimble in spotting new trends and unmet customer needs & introducing new products in the marketplace. On the other hand, small companies need to ensure that they remain agile and are not threatened as they grow. Operational efficiencies are the key to the success of all consumer goods companies the key areas being maximizing trade promotion effectiveness and optimizing supply chain costs. Innovation is another imperative both in products as well as processes. The technological advances over the last decade need to be leveraged in increasing the brand franchise and consequently the top line revenues

Competitive Capabilities for the Future

About the Authors

Siva Padmanabhan Siva Padmanabhan has over 15 years of global leadership experience in delivering large scale transformation programs for Fortune 500 Consumer Product and Distribution companies. His experience is mainly with leading global consulting organizations spanning IT Strategy, Business Process Re engineering, ERP & SCM Package Implementation, Organizational Change Management and Outsourcing, He has worked extensively with C-level executives in process innovation programs, developing business cases and roadmaps for leveraging technology to deliver business value. Siva is a certified CPIM, PMP and a Six-Sigma Blackbelt Jayaraman Krishnamurthy Jayaraman Krishnamurthy has more than 12 years of experience in the Supply Chain and Consulting area of which equal time has been split between Supply Chain operations including Manufacturing , Planning and Distribution and Consulting assignments involving Business Process Re-Engineering , IT Strategy and various Supply Chain - IT interventions.

Competitive Capabilities for the Future

Table of Content
1. Introduction 2. Key Trends in the Consumer Goods Industry 3. Challenges and Opportunities 4. Strategies of leading FMCG brands 5. Building Capabilities to succeed in tomorrows Market place 6. TCS Value Proposition for the Consumer Goods Industry 7. Summary 3 3 5 6 8 12 15

Competitive Capabilities for the Future

Introduction
In the fiercely competitive Consumer Goods market, it is quite admirable to see emergence of strong brands which invoke high levels of customer Loyalty, such as Wrigley, Nestle, and Heinz. These brands have not only weathered the competitive storm but also stood their ground against the onset of Globalizing retailers trying to topple the basic value proposition of CPG companies. In todays market, demanding customers expect consumer products and services tailored to their needs. Growing dominance of retailers like Wal-Mart with their bargaining prowess has only added to the pressures of CPG companies. Retailers launching and promoting their own private labels has added another layer of complexity. For Foods and Beverages manufacturers, they are caught between the rising commodity prices of their inputs and the pressure to maintain their sales prices that are driven by the marketplace. This has been a testing times for most CPG companies, conspicuously this is when the growth leaders aggressively capitalize on identified opportunities to intensify growth and get ahead of the laggards. It is not uncommon to see leaders posting impressive growth rates which are double or more of the growth of industry itself.

Key Trends in the Consumer Goods Industry

Complex adaptive Supply Chains Supply Chain evolution in the consumer goods industry has increasingly become complex because of the various developments in the market place. In markets where retailers are large and powerful, they tend to drive the channels and hence the supply chain network will require the increased use of technology, more effective distribution and better usage of information. In markets where the retailers are fragmented, the consumer goods companies will drive the change and the distribution and supply chain design will vary across markets and product categories. In markets where retail presence is fragmented, the relationship between supplier and distributor (i.e. the entire process of secondary sales management) becomes so diffused that the only key drivers become volumes and sales at the cost of service levels and brand equity. Consumer goods companies that are successful under such market conditions are those that learn to Control the network better. Responsive companies know that being agile is a key competitive strategy. Large companies can easily grow cumbersome in their approach. They need to be able to compete with businesses that are more nimble in introducing new products into the supply chain. On the other hand, small companies need to ensure that they remain agile and are not threatened as they grow. In addition, the flow of information and the ability to use easily adaptable information systems will be necessary in areas such as new product introductions and relationships with their final customers. As a result, Sales and Operations processes must be flexible enough to compare alternative plans for both demand and supply and then support for the planning process through flawless execution Consumer Centric Innovation As consumers become more demanding they look for new and innovative products, in attractive packaging, offered to them in more convenient ways to shop at lower prices. The modern retail trade not only broadens consumer

Competitive Capabilities for the Future

choice but also drives industry consolidation. This places enormous pressure on suppliers to maintain margins and retain consumer brand franchise, particularly with the emergence of private label brands in more mature markets. Within the traditional trade, companies have learnt to offer alternative value propositions for example, smaller pack sizes, Combination offers, Weekend deals and the likes adding further complexity to the supply chain. Consumer Goods companies must increase their ability to respond to these changes by developing products more rapidly, understanding customer needs better and move quickly to target campaigns, prices and trade offers. Market differences range from a strong emphasis to everyday low pricing, to markets where deals and promotions are an integral part of customer expectations. Trade spend is around 7% of total spend for many Consumer Goods organizations. In emerging markets, the search and capture of new customers, as part of lifestyle, is a primary goal. And emerging markets, India, China and the MENA region are the potential battle-ground for major growth of most of the Consumer Goods companies Including consumers in the product innovation process becomes highly important in the current scenario where brand loyalties are fickle and consumer tastes and preferences evolve rapidly and often unpredictably. Social Marketing and associated technologies such as Web 2.0 and Natural Language processing are increasingly important capabilities for Manufacturers. Improving Operational Execution Consumer goods companies require excellence in four areas to sustain their leadership brand marketing, sales, innovation and the supply chain. The industry benchmark of performance has increased dramatically over the last decade in each area. The winners of the future will be the ones that not only adopt these best practices and raise the bar more quickly but also those that bring in new practices offer borrowed from other industries. In brand marketing, improving trade promotion effectiveness would be the key goal of consumer goods companies. With the emergence of new forms of media proliferation of mobile and the internet , alternate forms of media for trade promotion is available which could coexist or compete with the traditional media spend. The emergence of strong modern retail formats and private labels being an increasing phenomenon there, sales becomes a collaborative activity with the modern retailers with Analytics becoming a key driver to establishing terms of trade between the partners. While Innovation is a key driver of consumer goods companies, seldom does one get to see any breakthrough innovation. Typically innovation tends to be incremental enhancements either in the product design or delivery or in the channel formats. Companies need to be constantly aware of this challenge and put mechanisms in place to nurture innovation both within the organization and external to it. With regards to supply chain, some of the key processes can be optimized for cost by off shoring - Sourcing is one prime example, another is the adoption of new technology such as mobility devices, RFID etc.

Competitive Capabilities for the Future

Challenges and Opportunities

Some of the top of mind challenges faced by the CPG industry today are illustrated in the following.

CPG companies will face a number of challenges as they prepare for the next phase of growth

Traditional consumer segmentation less relevant today

Rapid innovation and coordinated product introduction

Profit Pressure due to rising input costs

Need to improve returns on Trade Spending

Consumer Packaged Goods

Food Safety and Traceability is a growing concern

Increasing retailer power and proliferation of private labels

Global sourcing capabilities increasingly critical

Need to optimize IT Platforms, Processes & Org

In addition, increasing customer identification with Health and Wellness and resultant affinity towards brands that portray such traits is a trend that CPG firms have to integrate into their entire product innovation, marketing and advertising processes. Market reach and diverse consumption patterns across the globe are other significant issues that consumes much top management time & attention today. What do the growth leaders of the industry do differently to reinstate customer loyalty and rule in the marketplace? Do they understand the competitive environment better than their peers? Below are key factors which would impact the success of todays consumer goods companies.

Know your Customers Well: Leaders probably know better than their competitors, how to fine-tune focus on
building strategies by anticipating customer needs quickly and developing products and services to meet their demands Know your competitors Well: Leaders understand that competition is inevitable in any business and they understand well the competitor strengths and impact on their business. Impact of New Entrants: Study of possible new entrants in different categories and build strategies to counter them. Substitutions: Anticipate possible substitutions to their products and build strategies to counter them.

Competitive Capabilities for the Future

Strategies of leading FMCG brands

Table below provides an overview of the strategies adopted by major global food manufacturers, some of these brands have been consistent performers registering double digit growth year after year.

Sr No.
1

Company
Wrigley Inc.

Profile
Revenue Products: $5.29 bn. Products: Chewing Gum, Confectionery.
! ! ! !

Strategies
Relentless Innovation in new products, processes and systems. Diversify into chocolate segments. Acceleration growth through Acquisition Prioritize on key geographies with largest population and greater opportunity. Focus on Nutrition, Health and Wellness strategy. Faster in Innovation, more relevant in communication, better in quality. Create specific distribution networks to target lower income groups. Design specific products for lower income groups.

Nestle

Revenue: $98.45 bn. Products: Infant Nutrition, Medical Nutrition, Performance Nutrition, Weight management, Beverage, Cereals. Revenue:$9.0 bn Products: Ketchups, sauces, soups, infant foods.

! ! ! !

Heinz

! ! !

Leverage global capabilities. Grow core brands through new launches, R&D and consumer marketing. Reduce costs to drive margins, generate cash to deliver superior value. Offer foods that are great to taste, quick to prepare, fit with consumers through product innovation. Expand Channels beyond traditional grocery stores. Drive growth in revenue and profits through international expansion. Focus on high margin products. Build strong brands Expand icon brands in the meals & snacks category. Higher levels of consumer satisfaction centered on convenience, wellness and quality. Make products available in existing and new markets. Increase margin by improving price realization and company wide productivity. Focus on consumer insights and innovative new products. Optimize commodity business models by cost focus in operations, manage margins and maximize revenue. Commercialize opportunities outside the core business such as renewable energy and other technologically advanced platforms.

General Mills Inc.

Revenue:12.44 bn Products:

! ! ! ! !

Campbell Soup Company

Revenue:7.86bn Products: Meals & Baked Snacks

! ! ! !

Tyson Foods

Revenue: $26.9 bn. Products: Processed chicken, pork and beef in following categories Homemade with help, Fast and Flexible and Ready Now.

! ! !

Competitive Capabilities for the Future

Financial Highlights Some of these brands have been consistent performers increasing the ROI for shareholders year-by-year.

Sales Growth Indexed

200 160 120 80 40 0 2003 2004 2005 2006 100 141 121 160

UP 17% 188

Earnings Per Share In dollars (Non-GAAP Basis)

50.60 50.50 50.40 50.30 50.20 50.10 50.00 0.34 0.39 0.46 0.42

UP 19% 0.50

2007

2003

2004

2005

2006

2007

Source: Wrigley Investor Presentation

Net Sales
(dollars in millions) 10.544 11.122 11.308 11.712 12.442

Segment Operating Profit

(dollars in millions)

1.995

2.053

2.016

2.111

2.260

0.3

0.4

0.5

0.6

0.7

0.3

0.4

0.5

0.6

0.7

Source: Wrigley Investor Presentation

NET SALES (millions of dollars)

$7.072 $7.343 $7.867 $56

ADJUSTED HRS*
$73 $95

05

06

07

05

06

07

Source: Campbell Soups Annual Report 2007

Competitive Capabilities for the Future

Careful examination of strategies of these leading food manufacturers can be summarized into following. New Product Innovations ! Organic growth through acquisitions ! Improve operational efficiency ! Expand Distribution Channels ! Increase margins through better products & price realization ! Focus on offering Healthy and Nutritious food
!

Building Capabilities to succeed in tomorrows Market place

Strategies provide direction to where the organization wants to get to, but then it is important to build right kind of capabilities for the organization to compete effectively by responding quickly and creatively to opportunities where ever they arise in the market place. Transformation is the buzzword which CEOs and CIOs alike, who need to seek out and embed best practices in every part of the organization to achieve a leadership position. There is not one solution that favors to answer the existing challenges facing CPG companies; nevertheless the capabilities remain a sure hotbed for market supremacy New Product Innovations Ability to continuously generate fresh ideas systematically and channel them through a well thought-out business process that culminates into desirable products meeting the exact needs of customers defines the innovation model for today. Innovation has become the buzzword for this decade, with more and more CPG companies realizing the vacuum of its importance in their growth strategies. Pepsi Co. derives 15-20% of its revenues through new product innovation and according to Chairman and their CEO innovation is described as Life blood of any consumer products company.

Competitive Capabilities for the Future

Innovation in Consumer Goods Some Examples

Chewing gum major Wrigley ramped up its revenue by 40% over the past three years and is still going strong, clocking a staggering double digit growth in revenues year on year. It is quiet interesting to note that while other CPG companies have struggled over recent years, Wrigley has been able to reinvent itself and carve a niche in transforming gums influence in touching everyday lives. If we take a closer look at the companys 100 years of history, the first 75 years was focused on three chewing gums - Spearmint, Double mint and Juicy Fruit. But in 1973 with sugar free gums gaining a foothold, Wrigley was forced to refocus on innovation as one top agenda items for Wrigley. In 2005, the flagship Wrigley went on an expansion-spree, opening up global innovation centers. The center houses the companys research and development, packaging, engineering, regulatory and qualitycontrol departments. This world-class facility serves as the nerve center of the global confectioner's commitment to innovate, diversify and exceed the expectations of the future generations of consumers. Ketchup major Heinz has made a huge investment to spur growth by setting up a global hub for R&D at north of Pittsburg. This is currently home to more than 100 chefs, food technologists, researchers and package designers, plus experts in nutrition and quality assurance. Heinz hopes that the establishment of its consolidated Global Innovation and Quality Center will enable it to identify and exploit new untapped markets against its competitors. Heinz was finding difficult to manage the product specifications, formulas and quality information since these disparate systems found to contain inconsistent information across organization. There was a clear need for system which could manage this data and provide the single version of truth to the entire organization. Additionally, there were other complexities likened to regional preferences in terms of taste differences in product suites, variances in language, regulatory environment and ways of working. Records indicate that business change is best adopted and more sustained when driven by technology adoption. Heinz established an end-to-end PLM and new product evolution process supported by leading edge Technology. The result was Heinz has since been able to accelerate its product launches and bring transparency in product development and evolution lifecycle. According to William R Johnson, Chairman, Heinz, The Innovation and Quality Center you see today is testament to our resolve to utilize innovation to spur growth. Our global innovation teams are energized, like never before, with a strong focus on delivering new products, new packages, better nutrition, better taste and consumer value

Organic growth through acquisitions Acquisitions are going to be a part of CPG Companys overall strategy to grow swiftly and diversify into other categories. CPG Companies face challenges in terms managing the complexity of change due to mergers, essentially because of disparate systems, business processes, multiple data formats in multiple geographies. Smart organizations essentially develop some best practices relating to integrating people and processes that can be triggered every single time they go out there in the market place to buy other brands.

Competitive Capabilities for the Future

Rationalize for Business and Technology Transformation Rationalization holds the key to organizations which want to fully benefit from acquisitions and mergers. Organizations which have over the period ended up with portfolio of similar applications across the group which essentially has been more of a cost to the Company in terms huge IT spends on maintenance associated with them. It is time to rationalize and optimize legacy applications to reduce cost and improve operational efficiency. TCS been able transform companies with application rationalization services to an extent that these companies have benefited by reduction in applications up to 65-70% which had resulted in savings to the tune of 30-45 % on application related costs thereby optimizing the performance. Some of the key benefits of Application Rationalization exercise for CPG companies are: Reduction in number of applications. ! Build a scalable and standardized application portfolio. ! Increased service level, availability and performance of the applications. ! Setting the stage for a Service Oriented Architecture.
!

Build-up of Estates
Business Needs

Baseline
MaxIT

Architecture Principles

Functional Assessment

Analysis
Cost Assessment

Technology Proofing

Retire

Roadmap

Retain

Re-Engineer Migration

Develop

Rationalized State

Outsourcing as means to competitive advantage Of late, IT departments have been under huge pressure to deliver more business value by accelerating the delivery of new applications and at the same time improving services levels of existing application for users. Organizations are looking seriously at outsourcing as a strategy to reduce IT costs and secondly to enable in-house IT team to focus on strategic new initiatives. There are also organizations which also have benefited by transfusion of knowledge from outsourced vendor to in-house IT team.

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Competitive Capabilities for the Future

If we look at what essentially constitutes the IT costs of FMCG majors? Studies reveal that basic maintenance and support activity constitutes 50-80% of IT department resources which is a major hindrance in firms ability to focus on new initiatives to become competitive. CPG companies have typically outsourced functions like customer services, human resource, finance and administration. Some of the key drivers for considering outsourcing as a strategy by leading CPG companies have been: Improved quality of services ! Increase availability of in house resource for new systems development which would provide competitive advantage ! Reduced maintenance and operational costs ! Improving user satisfaction and project delivery ! Improvement in defect rates.
!

Based on the above parameters research reveals companies that emerged at the top of 20% of the survey field saved, on an average, 56% by outsourcing application development and/or maintenance functions, compared with 26% for Industry Average firms, and very little for Laggards.

Best in Class
80% 70% 60% 50% 40% 30% 20% 10% 2% 0% 28% 58%

Industry Average

Laggard
67%

40%

51%

22%

20%

5%

Cost saving on application development maintenance work

Increase in user subscription

Percentage of projects developed on or below budget

Source: Aberdeen group 2006

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Competitive Capabilities for the Future

Nestle- Operational Excellence Case Study

Nestle benefited from operational efficiency through its strategic IT initiative GLOBE (Global Business Excellence) set up in 2000 to leverage scale of operations to enable it to manage complexities in products, channels and geographies spread across the globe. It is all about implementing Nestls best practices, data standards, data management and standard Information systems and technology. Program boasts of implementation of more than 1000 best practices, 300 global data standards and data management standards across Nestles businesses. Before GLOBE Nestle had hundreds of data centers across the world, but now it has only four in Europe. A key benefit of GLOBE has been in Chile, GLOBE identified 342 different channels for selling Nestls products. One of the lucrative sources of incremental growth has been from cruise ships carrying thousands of passengers. Globe also enables Global Nestle Business Services (GNBS) to support frontline business people with shared services for selective back-line activities. Currently GNBS has been offering the services as Employee Services, Facility Services, IS/IT Services and Financial Services Nestles result of internal and external outsourcing has been encouraging 40% improvement in productivity in North America ! 30% improvement in efficiency in Oceania.
!

Overall the GLOBE and GNBS initiatives have enable the business to focus their energies in driving profitable growth by freeing up resources from carrying out non value added activities while also reducing costs and improving efficiency.

TCS Value Proposition for the Consumer Goods Industry

Considering the trends in the consumer goods industry, the key challenges and opportunities that exist, TCS has identified the following areas as the focus areas for value creation and differentiation in the Consumer Goods industry solutions landscape. TCS has offerings that cover the entire IT landscape of the Consumer Goods Industry that has been described below. The red boxes indicate the processes for which TCS has been focusing in creating specific offerings as they are the ones that yield the maximum ROI to Consumer Goods Companies in the current business scenarios.

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Competitive Capabilities for the Future

Focus Areas

Consumer Goods Solution Landscape

Trading Partners POS Syndicated Data Integration Architecture B2B Portals Customer

Supplier

PLM

Order Management Manufacturing Warehouse Management Transportation Management VMI

Retailer Collaboration Channel Management Category Management Trade Promotion Management Marketing Resources Management

Web
Integration Architecture

Integration Architecture

Supplier Application WEB Exchanges Catalog Hubs Sourcing Hubs

MDM Sourcing Demand Planning Production Planning

Mobile
B2C Portal

Kiosk

EDI

Call Center

BI

eCom Infrastructure

Business Support Systems

Integration Architecture Employees Portal Web Mobile Employees

Product Lifecycle Management Time to market is the key business imperative for Consumer goods companies. Not only do they have to introduce new products and offerings faster to the end customer but also have to make their trade and consumer promotions reach sooner to their target customer base. Increased process velocity that ensures that products and promotions reach the end customers faster is one of the key capabilities that the Consumer goods manufacturers need to equip themselves with. TCS has invested in PLM solutions to enable this by aligning with the leading Product Lifecycle management vendors and offers a variety of services to Consumer Goods Companies ranging from PLM consulting , Product Evaluation to Implementation and outsourcing. Sourcing and Procurement TCS offers platform based outsourcing leveraging its alliances with the market leaders in Procurement Products. This will involve offering full service outsourcing program that provides end to end IS, ADM and BPO services to enable global outsourcing for CPG companies. The following are the application areas that the sourcing program would encompass ! Buying and Marketing ! Replenishment and Logistics ! Finance ! E Commerce ! Enterprise Collaboration ! Technology enablers

13

Competitive Capabilities for the Future

Supply Chain Management TCS offers solutions that cater to various challenges faced by Consumer Goods manufacturers in the current environment.
!

! !

Supply Chain Diagnostics and a Transformation framework aiming at redesigning process and systems across supply chain towards achieving break-through performance Collaborative Planning , Forecasting and Replenishment (CPFR) towards improving supply chain planning process in collaboration with the major retailers Logistics Management towards better supply chain execution with focus on transportation Warehouse Management towards better supply chain execution with focus on DC operations

Role of Collaborative Technology in Integrating Retailer & Manufacturer Processes in the CG Industry
Manufacturer Generate Demand Determine Requirements Make to Demand Retailer Assess Demand
Merchandise Planning

CRM

Promotions Forecasts Order CPFR

Promotions Forecasts

APS

Replenish POS Inventory Report Results

Distribution

ERP

Shipment

Store Operations

Trade Promotion Management Trade Promotion management is becoming an increasingly important component of the total sales spends of consumer goods companies. Industry estimates of % of trade spend to sales of Consumer goods companies vary in the region of 20 % compared to about 8 % in the eighties. TCS has identified and developed these offerings to assist consumer goods companies to get the maximum ROI from their Trade Promotion spends.
! !

! !

Product Evaluation - Develop a framework for evaluating TPM products for a customer Business Process Consulting - Optimize promotion planning, execution & evaluation processes for the customer Integration - Develop interfaces with common platforms for internal and external collaboration RFID enabled Promotions - Use of RFID tagging for monitoring promotional material

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Competitive Capabilities for the Future

Apart from this business process related consulting offerings; TCS has also developed a set of differentiated alliance based offerings in the area of Trade Promotion.
! ! !

Trade Promotion Validation - Methods to gather and integrate execution data Promotion Analytics Platform KPO services leveraging analytical tools and syndicated services data Co Developed Software Co-development with leading product vendors e.g. creation and management of bonus buy promotion planning Platform Based Outsourcing Platform based end-to-end TPM offering on Siebel

Summary
Retailers driving down prices and subsequent costs, place enormous pressure on suppliers to maintain profit margins. This drives the need for continuous internal improvements, including the following:
!

Supply chains must be optimized to produce the required levels of customer service at the lowest possible cost Assets must be rationalized to work at maximum efficiency Demand driven manufacturing must be used to ensure that the optimum response can be made for both fast and slow moving new products and supported by world-class Sales and Operations Planning processes and systems. Execution capabilities must be flawless and cater for the variations that will occur.

This requires companies to be both agile enough to change rapidly in addressing these new concerns and flexible enough to ensure that they can respond quickly without waste. This lowers costs and reduces total cycle time for all processes, applying particularly to S&OP, planning, new product introduction, and execution processes

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About TCS IT Process and Service Management Consulting

IT Process and Service Management Consulting partners with organizations to enable IT process improvement aligned to business needs. Leveraging TCS' experience in successfully adopting multiple frameworks like CMMI, ISO-9001, ITIL, P-CMM, BS15000, BS7799 and Six Sigma, the consulting group provides services with a practitioners approach to assessing, defining, improving and deploying IT processes.

About Tata Consultancy Services (TCS)

Tata Consultancy Services Limited is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, ensuring a level of certainty no other firm can match. TCS offers a consulting-led, integrated portfolio of IT and ITenabled services delivered through its unique Global Network Delivery ModelTM, recognized as the benchmark of excellence in software development. A part of the Tata Group, India's largest industrial conglomerate,

Service areas include:

l CMMI Appraisal Services and Training l ITIL deployment and assessment l Agile development for Distributed Environment l Six Sigma based improvements l Quality Improvement Initiatives l Digitized enablers, which reduce 'Time to Deploy' and sustain

TCS has over 1,00,000 of the world's best trained IT consultants in 50 countries. The company generated consolidated revenues of US $5.7 billion for fiscal year ended 31 March 2008 and is listed on the National Stock Exchange and Bombay Stock Exchange in India. For more information, visit us at www.tcs.com

productivity for process

global.cpgsolutions@tcs.com siva.padmanabhan@tcs.com jayaraman.k@tcs.com

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