Posts Tagged ‘Team Building’


How Small Businesses Can Give Back without Breaking the Bank

Major U.S. corporations are notorious for their philanthropic works across the globe, but how often do their efforts touch your local community? When small businesses reach out to help others in the area, they can witness the effects of their assistance, even as they build long-term relationships.  You don’t need a big-company bank account to make a real difference to your community, express gratitude to the major players in your business’s success and gain a little well-earned notoriety.

Here are four affordable ways your company can bring major benefits to the community.

?????????????????????????????????Sponsor a Worthwhile Cause

If you’re looking for a low-cost way to improve your community, sponsor a cause that has a local impact.  For example, your entire company can get some fun in the sun by adopting a local roadway and keeping it well-maintained.  Or perhaps consider sponsoring a youth sports team.  Depending on the team’s needs, you may initially view sponsorship as an expensive proposition.  But your net cost may be lower than you think.  Providing a great opportunity for the kids is a relatively inexpensive marketing investment that increases awareness of your business and loyalty to boot. Check with your accountant to see if you can get a tax write-off as well.

Involve your Employees

When the stresses of work start to take a toll on employee attitudes, many companies look for ways to release the pressure.  A nice summertime picnic may provide a pleasant interlude for your employees … well, except for those who suffer from severe allergies.  And I can’t even begin to describe the complaints that I heard from one non-sports fan I know who was forced to attend a pro baseball game every year.  Why not do something that makes everyone feel good, instead?  Involving your employees in charitable giving can offer the flexibility to meet individual needs, while providing workers with an opportunity to have fun as they experience the satisfaction of helping others.

Some companies ask their employees to choose a charitable event that they can work on as a team.  Others allow employees to select their own individual activities, perhaps offering a half day off to volunteer or prizes for the top three employee-volunteers.  If your company has only a few employees, consider encouraging employees from other local businesses to participate in your cause.

Take Collections

The spring cleaning season entices people to de-clutter their homes, but for anyone with a basement or an attic, restoring order is an ongoing concern.  You won’t have to ask twice to encourage employees to bring in toys for needy children during the holidays, gently-worn clothing or coats or pet food for a favorite shelter.  If you have a store-front business, keep a collection box where customers can see it.

When natural disasters strike, your employees might also welcome an easy way to make a monetary contribution.  But, you may need to do a little homework to make sure that the money goes to a reputable organization.  A review of charity evaluation sites such as Charity Navigator or Charity Watch can go a long way toward ensuring that your employees’ donations are used as intended.

Mentor a Local Student

With upwards of 27,000 public high schools and more than 4,200 community and four-year colleges and universities in the U.S., there is a good chance that many young people in your community are looking for some form of work experience.  Offering internships can be a low-cost way to offer training and experience to add to their resumes (plus a recommendation on their LinkedIn page or a personal reference).  You also gain by adding the extra hands needed to keep up with your workload. 

Just as important, today’s intern can become tomorrow’s valued employee.  I know one college computer sciences student who began a summertime internship with a software company nearly 20 years ago.  The company and its people have gone through many changes, but he remains with the major players to this day — as Chief Technology Officer!

Charitable Giving Benefits Everyone

Even if you can’t make huge monetary donations, you can find many ways to help people in need and be recognized as a local philanthropist who is dedicated to the betterment of your community.  Your efforts can help put your company name in front of the public, while building new relationships with other local entrepreneurs.  But the biggest benefit is how great it feels to pay it forward.


Nextiva Tuesday Tip: 5 Tips to Motivate Your Part-Time Employees

If you’re like many small business owners, you have more part-time employees now than you did in the past. As employers seek flexibility in hiring and the ability to staff up or down as needed, part-time workers can often be the most cost-effective option.

But financial cost-effectiveness can come at a different cost. It’s often harder to manage and motivate part-time employees. They may not feel as connected to the company as full-timers with salaries and benefits, and for many of them, the job is short-term.

How can you motivate part-time workers despite these challenges? Try these tips.

  1. Show them where they fit in to the company’s structure and goals. It’s easy for part-timers to feel divorced from the “big picture,” especially if their work schedules vary from week to week. To create consistency, training for new part-timers should include an overview of the company’s organization chart, getting to know all the employees they’ll be working with, and how their job adds value to the company. By showing part-timers they’re not just random people who shows up on alternate afternoons, but instead are essential to your business’s success, they’ll feel more connected to your company.
  2. Know what they value. Different part-timers value different things, so it’s important to treat part-time employees as individuals. For instance, a mom working part-time may value consistent hours so she can spend after-school time with her kids; a senior working part-time may value social interaction with customers and co-workers; and a high school student working part-time may value flexible hours that give her time for school activities and a social life. Motivate each employee by ensuring they get what they value the most.
  3. Match them with mentors. Pairing part-timers with full-time mentors can ensure they’re kept in the loop about developments at the company that happen when they’re not there. It also gives them someone to ask questions of or express concerns to. In addition to helping with training and development, the mentor should also keep an eye on whether the part-timer seems happy and socially engaged as a member of the team.
  4. Plan for the long-term. Some part-timers are in it for a season, others want to work for you for the long haul. Show part-timers there are long-term opportunities at your business, and give them tasks that help them stretch and grow. For instance, if you hire a college student part-time during the summer, let him or her know if there are full-time job opportunities available after graduation.
  5. Use contests, rewards and incentives. Full-time employees have salaries and benefits to provide incentive, but you have to work a little harder with part-timers. Providing monetary rewards such as cash prizes for surpassing quotas or fun awards and recognition can make a big difference. For instance, has one of your part-timers excelled handing customer service calls? Then recognize his or her accomplishments at your weekly staff meeting, and perhaps offer a cash bonus or gift certificate. Get creative and think of rewards that match your corporate culture and your staff’s personalities.

Stocksy_txp48a0fbc2Es8000_Small_202916


Mondays with Mike: Experts and Minions

????????????????????????????????????????????????????While entrepreneurs strive to staff their companies with superstars, we all know that there’s usually one person who stands out – you know, the person that everyone (including you) calls when you’re stuck and need expert advice.  Since cloning people isn’t legal – and probably not cost effective, either – it’s easy to feel frustrated when there’s simply not enough of your expert to go around. 

After all, an expert can only be in one place at a time, right?

Wrong!  The solution to your expert cloning needs is to provide your experts with minions.  Here’s an example of how it works:

Let’s say that you own a security company, and you provide installation and monitoring services to your clients.  You have technicians who work out in the field doing the installation and making service calls when something goes wrong.  These technicians are trained, but you’ve got one guy who can always troubleshoot any problem and devise intelligent solutions.  But he’s only one guy.

You can’t send him out on every service call, but what you can do is keep him in the office.  No, I haven’t lost my mind.  You keep your expert in a single location, and you set up a way for him to communicate with everyone out in the field.  When a technician encounters a problem, he gets on the phone with the expert, and the expert talks him through the solution. 

The single most important component of this model is a consistent, reliable, and flexible means of communication, because if your communication goes down, the system falls apart.  Many VoIP (Voiceover Internet Protocol) providers offer all the services you’ll need.  My team uses Skype, but there are other companies who provide similar services.

So your minions can connect to your expert via phone, but if they need to share files, Skype also facilitates that.  If your minion has a particularly sticky problem and needs to show the expert what’s going on first-hand, Skype lets you use a webcam to virtually put the expert on-site.  Think about it … if your minions are connected to your expert, then your expert can be virtually anywhere.  You’ve essentially cloned your expert.

The hidden benefit of this model is that while your technicians are out in the field, relying on the expert for support as needed, they’re also getting additional training when they implement your expert’s solutions.  They have a model for troubleshooting that they can begin to implement in their own work.

This model is surprisingly versatile, as well.  Any business that has to send trained staff out to work with clients occasionally has employees who encounter unexpected circumstances and find themselves out of their comfort zone.  Whether you make service calls to repair copiers, or whether you have a team of sales reps in the market, you never know when your staff will need quick answers from your expert.  Setting up an expert-minion structure and protocol ensures that you have enough staff to get out to your clients, without the expense of hiring a dozen experts.


Using Internet Monitoring Software to Increase Employee Productivity

Stocksy_txpe4825224HV7000_Small_184198Small business owners used to be able to walk around their offices to see the work that their employees where doing. But as organizations are have become increasingly virtual, it is now impossible for a manager to accomplish this since work is now done at client sites, coffee shops, and homes. As a result, many small business owners are up at night wondering if employees are working or just playing video games during the day.

Productivity is being impacted. A 2013 salary.com survey showed that 58% of employees waste up to 60 minutes per day on non-business related websites during the work day, not including lunch or break times.

One solution to this problem is to use an internet monitoring software service for employees. Web monitoring and filtering is traditionally installed to block adult content, phishing sites, or to reduce time wasted on shopping and social media sites. One company, Rawstream is a cloud-based web monitoring and filtering product that helps employees spend their time online productively, profitably and safely.

This tool shows the exact amount of time a user spends looking at a particular website. It gives managers the visibility to see what employees are working on in real time no matter where they are via the application dashboard and report generation function. It also allows managers to see what files are being put into sharing apps like Dropbox, Google Drive, One Drive, and Cubby. The software shows who is using the content sharing apps and lists any files shared that break company policy to protect against the sharing of files containing sensitive data such as credit card numbers. More importantly, employees have access to their own web usage reports, so they can examine their own habits and learn to use their time on the internet more effectively. Managers and employees can also set time limits to access to sites or block certain sites.

There are several benefits for small businesses to use web filtering solutions. Company production can increase when employees are not wasting time on websites that have no business value. Additionally, managers can have more confidence in allowing employees to work off site, giving employees the flexibility to work in an environment they can be most productive.

Too “Big Brother” for you? Remember that just letting employees know that the company is using an Internet monitoring tool will actually boost their productivity.


Nextiva Tuesday Tip: Declare Your Employees’ Independence

???????????????????????????????The best thing the owner of a growing business can do is give his or her employees their independence. No, I’m not talking about firing your employees; I’m talking about giving them the freedom to make their own decisions about how to get their work done.

As you undoubtedly know by now, it’s pretty much impossible for a small business owner to single-handedly do everything that needs to be done. That’s why you hire employees, right? Then why do so many of us refuse to let employees do their jobs, instead micromanaging them until they (and we) are miserable?

Here are four steps to giving your employees their independence.

  1. Provide training. Of course, you don’t want employees to totally wing it. Provide training in how to do the job, and give them direction in terms of what you want the results to be and what the overall goal is.
  2. Step back. Once employees know what you want and how to get there, step back and let them get from Point A to Point Z without offering your help (unless, of course, they ask). Who knows? Your employees might figure out a better way of getting things done.
  3. Empower decision-making. Customers hate it when employees have to “ask a manager” about every little thing. Provide parameters within which employees can make their own decisions about customer service, such as offering $X amount of comped food in your restaurant or refunding a certain amount of money with no questions asked. When employees feel trusted, they feel valued.
  4. Plan for the future. Discuss with your employees where they want to go in your company and how they can get there. When employees feel you have a stake in their future, they’ll give the business their all.

By giving your employees their independence, you’ll also gain freedom—the freedom to focus on what really matters in your business instead of sweating the small stuff. 


Coaxing Great Service Behavior from your Employees

About this series: This series of articles from Nextiva will help you grasp of the essentials of customer service: the principles and guidelines that will serve you well in any era, regardless of trends, changing technology, and a constantly evolving customer base. Our guide is Micah Solomon, customer service and customer experience consultant, author, and speaker. 

Coaxing great customer service behavior out of your employees is one of the most important elements of providing a great customer experience. Let’s take a look at what’s involved and how you get this done.

The waiter with no peripheral vision

I could give you examples from any high-tech, low-tech, or moderate-tech industry.  But since everyone goes out to eat, let’s look at two contrasting waiters.  These guys will be familiar to anyone who has ever eaten out.

Waiter #1: A skilled waiter [could be a waitress] never drops a tray, never reaches across you, brings out all the food accurately to his section. 

However, he’s also immensely skilled at ignoring any and all gestures and glances from anyone trying to get his attention who is outside his section or even who is within his assigned section but interfering with the order in which he was planning to go about his waiterly tasks.

Waiter #2: Equally skilled, but this one’s a master of using his peripheral vision, and even his peripheral hearing, to jump to the assistance of any guest, anywhere in the dining room — in or outside his own section — who needs his attention, who has dropped a fork, who has a question…

What makes the difference?  Stay tuned…

Purpose vs. Function

Let's assume your hiring process ensured that both waiters come to you with equal natural levels of empathy. The difference in their performances is due to one simple factor:  One waiter knows and understands his purpose in your organization, and the other one doesn’t.

Every employee has a job function, and a purpose in (and of) the organization. The function is what’s written, in detail, on the employee’s job description.   Or, to put it another way, it’s the technical side of the job.  Take orders.  Deliver food.  Process credit cards. 

An employee’s purpose is something different.  The purpose is the reason you’re doing all those technical things, and sometimes stepping out of your technical role to do whatever it takes.  A purpose for a waiter, and for everyone else working in foodservice or hospitality? Something along the lines of “you’re here to provide a pleasant, safe, and memorable experience for our guests.”  

Ritz-Carlton do not disturb sleepy image-copyright micah solomon micah@micahsolomon.com

(c) Micah Solomon

Get this purpose across right away, starting with orientation, and you’ll have to deal with fewer cases of employees who have mysteriously lost their peripheral vision.  You’ll have people competing to go the extra mile. Because they’ll understand, that this is what they’re paid for. The great Horst Schulze, who founded what we think of as the modern-day Ritz-Carlton, made sure to be at the opening of every hotel, personally doing the orientation.  He didn’t talk about the technical aspects of the job:  ensuring there are no water spots on the glasses, and so forth.  He talked about something else:  every employee’s purpose at the hotel.  He would introduce himself, letting them know “I’m President of the hotel.  I’m a very important person.”  Then he’d say “and you’re an important person too”— you control the impression the guests have of the hotel more than he, as president, ever could!

He’d go on to spell out their purpose, starting with: “the genuine care and comfort of our guests is our highest mission.”

The Mayo Clinic, one of the most extraordinary hospital groups in the world, functions in a very technical, regulated, exacting fields: healthcare.  Yet what do the new employees here, from day one, over and over and over?  The incredibly untechnical, incredibly straightforward, seven word purpose they are assigned:  “The needs of the patient come first.”  They are given to understand, from the very beginning of their orientation, that they are to put the needs of the patient above anything they may think they’re “supposed to” be doing at that moment—if the two are in conflict.

Of course, its not quite that easy.

There’s certainly more to coaxing the most out of your employees than saying a mantra over and over.  But it’s a very good place to start.

What else helps?

  • Reinforcement.  Daily if possible, weekly if not. Hold a brief (5-10 minute) meeting where you reinforce your company purpose and discuss ways to achieve it.
  • Positive Peer Pressure.  We think of peer pressure as something negative, by and large.  Kids don’t decide to light a stick of tobacco on their own; they see other kids do it first.   But peer pressure can be a powerful force for good as well.  It’s the reason Disney parks are so famously spotless:  You see your peers picking up stray trash, so you do it as well. 

For our hypothetical waiter, he’ll see his co-workers rushing to replace a dropped fork, continually scanning the rooms for eye contact from guests outside as well as inside their station, finding additional ways to be helpful before being asked.   And he’ll figure out that he’s expected to do the same.

  • Standards.  Everything that is done on a regular basis in a company is worth developing standards for:  answering the phone, replying by email, running a credit card charge, opening a service ticket, whatever it is.  But you need to design these standards in a way that explains the reason for the standard and makes clear when it may make sense to deviate from it. Otherwise you’ll have standards complied with in a robotic way by embittered and ultimately sabotaging employees.
  • Employee empowerment. This goes hand in hand with standards. Employees need to be empowered to do what’s right for their guests.  Period. They can’t be nickeled and dimed (or houred and minuted) to death for what they didn’t get done because they were tied up doing what’s right.  They’re late coming back from their lunch break because they were jump-starting a guest’s car in the parking lot?  This is something to celebrate, not something to be disciplined for. 

© 2014, Micah Solomon


Nextiva Tuesday Tip: Could Seniors Be Your Secret Customer Service Weapon?

Stocksy_txpbe336fabXT6000_Small_6767There’s a reason Walmart hires senior citizens as greeters at its stores: Seniors who are seeking employment are generally “people persons” who like socializing and engaging with others. That’s one of the findings of a survey by Society for Human Resource Management (SHRM) that asked hiring managers about hiring senior citizens.

If you’re looking to enhance your company’s customer service, hiring seniors could be a great idea. Here are a few of the reasons managers in the SHRM survey say seniors are valuable employees:

  • Seniors tend to be more patient than younger people when dealing with customers.
  • Because seniors have a lot of life experience, they’re often good at coming up with solutions to problems.
  • Hiring seniors who have past experience in your industry enables you to tap into their decades of knowledge.
  • Seniors often enjoy mentoring or passing their expertise on to younger employees.
  • If your business relies on referrals or word-of-mouth to gain new customers, you’ll be able to tap into seniors’ vast networks of contacts from years in the work force.
  • Seniors typically aren’t dealing with children at home, and they may be widowed or widowers, so they have more free time to dedicate to their jobs.
  • Most seniors have a strong work ethic and are highly reliable.

How can you make the most of seniors at your business?

  • Take advantage of their natural skills and past experience. A senior may not do as well in a fast-paced environment. You can still tap into the senior employee’s abilities by having younger workers “triage” customer service calls and pass them on to the senior employee to handle in detail. This way, customers feel they are being responded to quickly, but also feel cared for by the detail-oriented senior employees.
  • Train them on technology to get them up to speed. Although they didn’t grow up with technology, seniors who are in the work force are typically eager to learn. Most seniors use the Internet, email and social media in their personal lives, so you won’t be starting totally from scratch.
  • Treat them with respect. Give seniors an opportunity to share their insights and experiences with younger employees on your team. Their approach to solving customer problems will likely shed new light on common issues your customer service staff faces.

There are plenty of senior job boards, such as JobsOver50 or Senior Job Bank, where you can list openings to attract this age group; you can also contact local organizations for seniors in your community. 


Mondays with Mike: 5 Steps To Drama-Free Discipline

????????????????????????????????????????????????????????Over and over, I hear from entrepreneurs who fret over the prospect of needing to discipline an employee.  I get it.  You want harmony and happy, productive employees in your office, and you worry that you’re going to upset your staff when you call a performance problem to their attention.  Stop for a minute, though.  Discipline doesn’t have to equal drama.  Here’s how you resolve problems, keep the office calm, and get right back on track without missing a beat.

  1. Start on day one.  On new employees’ very first day, I always take the time to ask them how they like to handle issues that arise.  I say, “How should I bring things to your attention?” but you can word it any way you like.  Your goal should be to acknowledge up front that there will be issues that need to be addressed, and you’re setting the stage to handle it professionally, calmly, and in a way that doesn’t stress your employee out. 
  2. Document your employee’s preference.  Even small businesses need HR files, and I always make a note of an employee’s stated preference for conflict resolution.  Some staff members like to have problems pointed out immediately; some prefer a closed-door meeting at the end of the workday.  Resolving conflict isn’t one-size-fits-all, and you’ll have much better results if you take your employees’ preferences into account.
  3. Respect your employee’s preference.  When a problem comes up, use the technique you’ve agreed on, and call attention to the fact that you’re respecting the staff member’s request.  When you deliver your message in a way that feels comfortable, your employee will actually hear what you’re saying, rather than getting all wrapped up in the emotion of having to handle a dramatic conflict. 
  4. Document the incident.  Now you may not need to keep a letter on file just because you discover your IT guy passing around a Superbowl block pool during business hours, but you do need to be mindful of the possibility of frivolous employment lawsuits and unjustified unemployment claims.  CYA.  Cover Your Ass(ets,) and make sure that you document serious issues.
  5. Focus on the solution, and follow up if necessary.  The whole point of bringing a problem to an employee’s attention is to solve the problem and move on, so your meeting needs to focus on resolution.  Lay out the problem, briefly discuss the consequences of that problem, and make a plan – with your employee’s assistance – to fix the problem.  Whether you agree to check back in to review sales performance or review a time card in the event of chronic lateness, make sure you follow up and ensure that your employee’s back on track.

You can’t avoid conflict, not if you strive for excellence.  Demonstrating that you respect your staff enough to resolve problems without drama shows that you are committed to them and to the health of your business.  Your staff, in turn, will be far more likely to strive to meet or exceed your performance standards.


A Great Customer Experience Depends on Great Hiring

About this series: This series of articles from Nextiva will help you grasp of the essentials of customer service: the principles and guidelines that will serve you well in any era, regardless of trends, changing technology, and a constantly evolving customer base. Our guide is Micah Solomon, customer service and customer experience consultant, author, and speaker.

A great customer experience depends on great employees. To get those great employees, you need to know what to look for in an employee you’re going to put in a customer-facing position.

The trick is to hire your customer-facing team based on the following psychological traits, even before you start thinking about the specific skill set you’re looking for.  (Yes, the appropriate technical skills also matter. You can’t hire an empathetic surgeon who is also a klutz. But for most customer-facing positions, the technical skills are largely teachable, while the underlying personality traits can be much more easily hired than taught.) 

WETCO: The five crucial traits of customer-facing employees

Employees Only: Do Not Open Door-Snake Pit (humorous signage from Wall Drug, Wall, ND) © Micah Solomon micah@micahsolomon.com

Wall Drug, N.D. (c) micah@micahsolomon.com

The traits I consider crucial for customer-facing work are contained in my acronym “WETCO.” My suggestion is to picture a big, wet dog at PETCO, and you’ll never forget this acronym.

Warmth: Simple human kindness. Warmth is perhaps the simplest and yet most fundamental of these five personality traits. In essence, it means enjoying our human commonality, flaws and all.

Empathy: The ability to sense what another person is feeling. Empathy is a step up from warmth; empathy moves beyond the plateau of liking other people and is more like reading hearts—the ability to sense what a customer needs or wants, whether or not this desire is even yet apparent to the customer.

Teamwork: An inclination toward ‘‘Lets work together to make this happen’’ and against ‘‘Id rather do it all myself.’’   On the one hand, customers do need the help of entrepreneurially minded employees who will take charge of the situation without prodding, people who are willing to fix a problem all by themselves, if necessary. But that attitude needs to be seasoned by an inclination to favor a team approach, or your organization will soon suffer from the friction created.

Conscientiousness: Detail orientation, including an ability and willingness to follow through to completion. Conscientiousness is a key trait for successfully serving customers, and unfortunately may not always be found in those who are otherwise suited to customer service work. The quintessential ‘‘people person’’ may lack conscientiousness, and this one flaw can be fatal: An employee can smile, empathize, and play well with the team, but if he can’t remember to follow through on the promises he made to customers, he’ll kill your company image.

Optimism: The ability to bounce back and to not internalize challenges. Optimism is a necessity in customer-facing positions. Employees who can’t shake off a drubbing from a customer won’t last long. Support from management is, of course, important here, but the employees themselves need a positive, optimistic self-image as well to propel themselves forward in the face of daily adversity.

How to select for WETCO

How to select such people? An ideal approach is to match candidates to the psychological profiles of existing, successful employees. You may not have gathered this data for yourself yet, in which case you’ll be dependent on an outside company to provide it. That’s okay, because some of the available external tools are excellent. But you need to use your chosen methodology consistently: on every hire, rather than as the whim hits you. If you use scientific methods only sporadically you’ll never know what worked and what didn’t. Instead, the selectiveness of your inherently biased—that is, human—memory will trick you and you’ll continue to favor unscientific, ineffective hiring patterns that will hamper your organization for years to come.

If you start with externally generated profiles, as you grow be sure to gather data specific to your company. This process isn’t that complicated. Have your best performers answer profile questions and then bank these results. Have your average performers do the same, and then bank those results. If you show a consistently measurable difference between these two categories of employee, you have a valid test.

The necessity of a trial period

Great companies tend to have a lengthy trial period before newly hired employees become ‘‘brand ambassadors’’—that is, are ready to be foisted on the public. This is important in providing consistently great service, because how your brand is perceived is only as strong as the weakest cliche´—sorry, link. There’s no truer truism than the simile of the weak link; it’s one of the unnerving truths about providing customer service. You never want those potentially weak links out there representing your brand, whether at the returns counter, the contact center, or connected via their workstations to customers.

The trial period is also important for protecting your company culture. Even in the best-handled hiring scenario, it can take ninety days to know if you have a fit. Most often, it takes that much time for the employee to know if there’s a fit. At the Ritz-Carlton, for example, the first twenty-one days are treated as crucial, and if you’re not there for the big, transitional ‘‘Day 21,’’ you’re taken out of the work schedule. They don’t cut corners here, and neither should you.

Article © 2014 Micah Solomon




 
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