Miller Heiman Blog
Make 2015 the Year You Segment Your Channel
At this time of year, I often get asked, "What's the one thing we can do to improve our channel sales this year?"
The list of actions organizations can take is long and varied: market mapping, better territory planning, improving hiring profiles, more comprehensive onboarding of channel managers and partners, targeted compensation plans. … However, when pressed for the ONE thing, I don't have to think very long to come up with an answer. Most of the time, I don't even need to know much about your situation. The answer is the same for almost every channel leader I talk to.
Make 2015 the year you segment your channel.
No, I'm not talking about vertical segmentation—although that could be important for you. I'm not even talking about volume vs. niche partners, despite the focus we've placed on this topic in recent posts. I'm going back to the basics: Achievers, Believers and Deceivers.
Very quickly, allow me to define these terms:
Achievers - These are typically your best partners no matter how you slice and dice your channel segments, but it’s more than just revenues that define them. True Achievers are well-funded, have a clear strategy, sell vigorously into the existing customer base and, on the whole, create their own leads, close their own deals, and deliver the complete solution.
Believers - Believers make up the bulk of most channels. If your channel follows the typical 80/20 rule, they may be in the top 20 percent, but it’s not usually the result of their own efforts. All too often, they have managed to curry favor with their CAM, who feeds them the best leads and helps them close the business. They could become self-sufficient Achievers except for a few gaps in their business strategy.
Deceivers - These are the “squeaky wheels that get the grease.” By complaining loudly, they convince the organization to dedicate resources, but at the end of the day, Deceivers aren’t willing to do what it takes to become Achievers.
I've worked with some organizations with fairly deep pockets, but not a one of them has ever had a budget that outpaced their ideas. Those of you with shallow (or empty) pockets are even more challenged. Focusing your resources on those partners who warrant them is one of the best—and one of the easiest—things you can do to get off to a great start in 2015. The clock has been reset. It's time to start fresh.
Posted By: Rich Blakeman | Managing Director, Channel Enablers
Posted: 1/28/2015 6:00:00 AM
with 0 comments
Unlocking Forecast Predictability
This time of year, I get a lot of calls from potential clients with one thing on their mind: improving forecast predictability. Yes, they want to generate more opportunities. They want to improve velocity at every stage of the sales cycle. They want to be better closers. But most of all, they want to improve forecast predictability. Perhaps it's because so many of them were so far off the mark in 2014.
An amazingly simple solution
Unlocking forecast predictability is simpler than it looks. Forecasting is like a locked door with a sophisticated-looking locking mechanism. You approach it, assuming that the key must be equally complicated. As you try different keys on your chain, you start with the fanciest ones first. You might even try different techniques with these keys, turning them first one way and then the other. Only after you've exhausted the "obvious" possibilities do you try the only one that remains.
When I talk with sales leaders, they often tell me they've "tried everything." They have a defined sales methodology that clearly delineates the stages of the sales cycle. They've invested in training and hired only the best. They've also invested in sales force automation and even have fairly decent adoption rates. They've cajoled and they've threatened—but they still have no confidence in their forecasts.
You keep using that word ...
When I hear sales leaders and sales professionals talk about opportunities that are qualified, committed, hot, or whatever—the actual term used doesn't matter—it reminds me of a line from the movie “The Princess Bride”: "You keep using that word. I do not think it means what you think it means."
The problem in many of these organizations is that their funnel terminology means something different to everyone on the team. The organization may have defined the sales stages, but they haven't gone so far as to define how an opportunity progresses from one stage to the next. The individual members of the team think they're speaking the same language, but they really aren't.
For example, does having an appointment with a prospect make them an opportunity, or do they need to have a timeline and budget? Is a qualified prospect one who is definitely going to buy something, although perhaps not our solution? Or is a qualified prospect one who is going to buy something, and we are favorably positioned to win the opportunity? What level of intent to buy signals a committed prospect?
Don't forget the customer
When defining the actions that move an opportunity from one stage to the next, it's important to remember that it's the customer who needs to take action, not the sales professional.
When I work with sales organizations, I tell them it's like dating and getting married: You don't go from seeing someone whom you might want to marry to getting married. At least most people don't. There are a series of stages along the way, and no matter how much you might want to get married, the object of your affections needs to take action for the relationship to progress from one stage to the next.
Posted by: Carol Reynes | Sales Consultant
Posted: 1/26/2015 6:00:00 AM
with 0 comments
How much is discounting costing you?
Discounting is a perennial problem in many organizations. Year after year, salespeople discount to meet their numbers. In some cases, all the customer has to do is ask.
The metric no one wants to know
In all the end-of-the-year analysis sales leaders do, there is one metric almost no one wants to look at—how much money was left on the table due to discounting. Since it's a bit scary to analyze this for your organization, let's take a look at a hypothetical example.
If a company brings in $100 million in sales a quarter, and the average discount is 10 percent, the sales team "lost" more than $11 million in discounts. If that happens every quarter, that's over $44 million a year.
It makes you want to know how much they missed their numbers by, doesn't it?
The answer to the discounting problem
I'm sure a lot of you are thinking, that's all well and good for fictitious company, but we have to discount to win the business. I'm certain that's what you hear from your salespeople when you threaten to take away their authority to discount on a whim.
Well, let me tell you a real story about one of our Miller Heiman customers.
This manufacturer knew that its salespeople were discounting almost every sale by at least 5 percent. However, they understood their wins and losses enough to know that when they fully understood the customer's requirements, they could increase the invoice price by 5 percent and still win the business.
Obviously, the key was to teach every member of the sales team to uncover the customer's needs before proposing a solution. In a first wave of training, the company sent more than 300 sales professionals through our programs. Later, we conducted an additional wave of training for the salespeople in Europe. The result: Profits have increased by 30 percent.
And who said solution selling was dead?
Posted by: Jennifer Young | Director of Sales
Posted: 1/21/2015 6:00:00 AM
with 0 comments
Industry 4.0: A Future Success Story
In the end of November 2014, I visited an important automation exhibition and spoke with many sales and marketing leaders about their expectations for 2015. The good news is the German trade association ZVEI reported steady and healthy industrial automation growth globally, from €357billion in 2011 to €417billion in 2012. The bad news is most sales and marketing leaders are skeptical about such growth and are not supporting a positive outlook.
Let’s have a brief look into today’s global manufacturing technology and the factory of the future, Cyber-Physical-Systems ‘CPS,’ or Industry 4.0. Major German industry associations came up with the tag Industry 4.0 in early 2013, using IT nomenclature to describe the 4th-generation factories. This 4th generation boasts globally integrated, highly autonomous manufacturing, combining telecommunications, information technology, and intelligent machines. Industry 4.0 represents a unique growth opportunity for Germany and other highly industrialized countries. It also bodes equally well for both globally operating giant industrial manufacturers and small, highly specialized system vendors.
There is lots of uncertainty about the overall global economic climate because of the unstable political situation and looming financial problems. Let’s recognize that Industry 4.0 will introduce new players and disruptive technology into the market. With all automation manufacturers investing significant R&D money into Industry 4.0 and all leading market-research firms giving a collective thumbs up for such an initiative, how can we transfer this positive momentum into revenue growth? How can we overcome today’s uncertainty?
Let us start with our markets and our customers. Do we know the ones willing to pay for value? Committed to high quality? The answers will help us define the Ideal Customer. We can measure our existing and future customers against criteria such as total revenue potential, alignment of technology roadmaps, positive financial contribution, and openness to collaboration. With Industry 4.0, the demands for resources are increasing, as is the risk involved in more complex projects. Having an ideal customer allows us in sales to focus from the beginning on the good ones, define alternatives for handling the truly bad ones, and anticipate problems with those who fall in the middle while substantially reducing uncertainty.
Common Sales Process
With Industry 4.0—aside from R&D—we now spend more euros for technical training and competency development. Unfortunately, those budgets are seldom balanced with the same amount of sales-skills training. Establishing a company-wide sales process supported with a CRM system using a clearly defined sales language ensures consistent customer interaction. We will get high-quality technical, commercial and people-related information for transparent and fact-based decision making. As a result, projects in Germany or in Malaysia can be evaluated using available, transparent facts without going into lengthy fact-finding missions.
As long as we remember to work hard focusing on those issues on hand (ideal customer, sales process) and not getting overwhelmed with factors that are out of our control (economic growth), we will be successful! I am convinced Industry 4.0 will become the future success story coming out of Europe, Japan, and the United States, then finding its way into China and other countries around the globe.
Posted by: Klaus Leutbecher | Sales Vice President
Posted: 1/19/2015 6:00:00 AM
with 0 comments
Acceleration Through Planning
This week I had the opportunity to observe a round of the ISAF World Sailing Cup, where top athletes from around the world compete on their journey to represent their country at the Olympics.
When you watch a yacht race you get to observe that around 80 percent of the race result is determined by the position the boats round the first mark. Approximately 70 percent of this effort is determined on how well they start the race.
So given starting is so important, what are the keys to success?
There are a few, but high-performance coaches tell me that one of the biggest contributors is your ability to accelerate to top speed when the starting gun goes off. This additional speed, which requires pre-start planning and superior boat handling skills, provides you not only a speed advantage over your competitors but first access to clean wind. Hence your speed increases even more than that of your competitors, who are left to sail in second-hand disturbed wind and are forced to think reactively. Time and time again you will see the best sailors “pop out” of the start ahead of their competitors. Sometimes your lead is just a boat length, but this can be all you need to win.
It is the same with business.
Getting a jump-start on achieving your goals provides you with the same advantage. It gives you first-mover advantage to opportunities that will come your way. It allows you to proactively implement your strategy and adjust it to any changing conditions that might occur, just like winning sailors adjust their sails to changing wind conditions.
How many of you are approaching the new year thinking about what your goals might be for 2015? Are you even thinking about the need to think about your goals for 2015 at all?
Recently I spoke with several sales professionals. They have already locked in 80 percent of their 2015 revenue and have been working on this for several years prior. We are talking about contract renewals, annuity income, and clients with expanding needs. They also know their numbers intimately. They know their conversion rate and who their ideal customer is and offer their products and solutions only when there is a good fit and where there is a good chance of success through a win-win relationship.
One sales director I spoke with has a 5-5-5 strategy for key accounts in his planning stage. He asks his team to name which five accounts they want to acquire, which five they want to grow, and which five they would be happy to see leave. He does this because he knows that there are only 24 hours in the day and you cannot just keep taking on more. Focus is the key.
Getting time to work on your business rather than in the business is vital to ensuring a strong start to the first quarter. Working on your business means using leverage and scale to drive results rather than being operationally focused, buried in day-to-day meetings and doing the work for others simply because you are more effective at getting it done.
Do not underestimate the power of planning based on results 12 months later. A successful businessman once said to me he can’t get 12 months’ work done in 12 months, but he can in 11. What he means is by allocating a month to planning, he can achieve a full year of solid results.
It is the same with the top sailors. The best leave the beach early to prepare for the part of the race that will give them the greatest return for effort, and that is the race start.
Posted by: Rob Hartnett | Sales Consultant
Posted: 1/14/2015 6:00:00 AM
with 0 comments
Conquering Mountains in 2015
Miller Heiman is blessed to be headquartered in Reno, NV, a stone’s throw away from nearly a dozen Lake Tahoe ski resorts and hundreds of thousands of acres of National Forest. We are proud of our outdoor lifestyle, and it is a big part of the MHI office culture. This culture is one of the reasons the Reno/Sparks Chamber of Commerce nominated our headquarters one of the “Healthiest Places to Work” in Northern Nevada for 2014.
As I write this, we're prepping for “the storm of the century,” which is projected to bring as much as six feet of snow. Of course, we're making sure our pantries are stocked, but many of us are also dusting off the board and bindings, repairing the damage from last season, sharpening edges and applying a fresh coat of wax in preparation for whatever the weather gods throw our way. As an avid backcountry snowboarder, I am also researching routes for new mountain peaks to tackle or new ways to approach mountains I attempted in the past.
Preparing for battle
Last night, as I was working on my gear, I was thinking how this has become somewhat of a December/January ritual for me. It's not the only one I have.
Every year at this time, I prepare for the new year by dusting off dormant accounts and slow-moving prospects. I look over my equipment (presentations, collateral, tools, etc.) to make sure it is battle-ready. I consider new ways to approach opportunities I attempted but was unable to conquer. I collaborate and look for new team members with new ideas/approaches. Most importantly, I always look for ways to sharpen my sword, elevate my skills and strive to be a master of my craft. In the backcountry, skills and awareness can mean the difference between life and death; in sales, they can mean the difference between success and failure, exceeding vs. missing quota.
Don't go it alone
I never like to go into the backcountry alone. Leveraging the collective expertise and judgment of other people familiar with the terrain and the sport will always lead to better decisions. In sales, I am a known advocate for leveraging the resources available to me from our product developers, marketing team, sales leadership and others. We may not take action on all of the ideas, but at least we are surfacing more creative ideas and approaches than what we as individuals could ever hope to generate on our own.
Pick your battles
On any given day, not every mountain in the backcountry is safe to explore. Some are never a good fit. When deciding which mountain to tackle, we look for ones with the right amount of slope. We study the density of trees and look for evidence of previous avalanches. We heavily prioritize the presence of other route options should our first path not work out as expected.
The same goes for planning out my 2015 prospecting activities. Not every company in my territory is going to be a good fit for what we offer. I have a list of attributes developed from historically successful ventures that I use to evaluate prospects. While choosing the right prospects may not be a matter of life or death the way choosing the right mountain is, it can easily mean the difference between making my quota or not.
Use the technology
In the backcountry, one of our most important pieces of equipment is the avalanche transceiver. A transceiver is a device that can be used to locate skiers when they've gotten into trouble. These days, avalanche transceivers have features that generate performance data that can be correlated and shared with other backcountry explorers to make them safer, more knowledgeable, and more likely to accomplish their goals.
In sales, my transceiver is our CRM system. I use it to monitor my progress and proactively provide assistance to others when I am needed. Much like the newer avalanche transceivers, our CRM system generates data on our sales organization. We share this data among our teams to make them more effective in reaching their sales goals and helping our customers tackle their challenges.
In the backcountry, we are at the mercy of our weather. It dictates what we will be able to accomplish that day or that season. In sales, the only thing that truly limits us is our drive and ambition to get knee-deep in the challenges that keep our customers up at night. Go forward into 2015 with the right tools, the right team and the right attitude, and you'll conquer mountains.
Posted by: Brendan Hawkins | Director of Sales
Posted: 1/12/2015 6:00:00 AM
with 0 comments
It's 2015. How will you make your numbers?
For a lot of salespeople, the start of a new year is a hopeful time. Many are filled with a sense of optimism, even as they face a new set of targets, quotas and objectives. It's also a chance to take a breather and acknowledge last year’s performance.
But make that a quick breath, as 2015 will go by just as fast as 2014 did. If you let your planning slip into February, March, April or beyond, you'll find yourself at midyear with no idea of how you'll make your numbers.
Customers don't care about your numbers
If you have responsibility for existing customers, it only makes sense to start your planning there. It's usually the easiest business to win. You don't have to meet with every single customer. But be sure to meet at least with the 20 percent that make up the bulk of your revenues.
Of course, you can't simply go out and ask your customers how much they plan to buy this year. Some are starting a new budget process, but not all. Even if they are budgeting, they care more about the challenges they want to solve or the objectives they want to achieve than about how many of your widgets they are going to purchase.
You need to have a discussion about their business—not yours. How do they view their relationship with your company? What went well in the past year? What could have gone better? What challenges are they looking to solve? What objectives do they want to achieve? You can, of course, ask them if they see orders for your products or services going up or down, but at least do it after you've shown them that you actually care about their business. Once you have a better insight into their business and how you can help, it will be an easy task to translate this into what revenue opportunities exist for you.
Now that you've had solid business conversations with your customers, you're in a good position to create a plan. The best way is to work backward from your quota. Subtract the amount you expect to come in from existing customers from your quota to identify your revenue shortfall.
Based on your business discussions, how much can you reasonably expect to sell into these existing accounts through strategic account planning and by targeting specific opportunities? It's not a bad idea to create a preliminary plan of what you'll sell to whom. Later on, you can do some deeper account planning.
What remains is your new account goal. Based on your historical close rate, how many new qualified opportunities do you need to add to the funnel? What support can you get from marketing? What will you need to take responsibility for in order to generate on your own, and how will you go about it?
A strong first quarter can make or break your year, but this doesn’t always mean a strong revenue performance. For many, starting the year off right means having a deeper level of discussions with customers than ever before. For others, it means identifying new opportunities and even brushing up on a few new skills such as social selling that can help them reach their goals. But no matter what sort of remedial work you have to do, it's better than admitting halfway through the year that you have no idea how you’re going to make your numbers.
Posted by: Damon Jones | Executive Vice President of Sales
Posted: 1/7/2015 6:00:00 AM
with 0 comments
Avoiding the Q1 Hangover
Just like a real hangover, the Q1 sales hangover comes as a result of "overdoing it a bit" in Q4. I'm sure many of you know what I mean. As you approach year-end, call volumes and emails increase. Some of this is due to prospects looking to use up their budget before the end of the year. More of it is due to salespeople looking to make up an increasingly obvious shortfall in their numbers.
As December 31st inches closer and closer, desperation increases. You offer discounts and incentives to get customers to close now—offers you would never have made earlier in the year when you still had hope. Deep down, you know this behavior is self-defeating. Consistently offering discounts late in the year only encourages customers to wait. It becomes a vicious cycle that you just can't seem to break out of.
Spotlight: Discounting Is Not Negotiating
While it's too late to avoid the Q1 hangover in 2015, now
is the time to keep it from happening next year. As with a real hangover, your commitment to improving your behaviors is never stronger than when you're feeling the pain. Or so I've heard.
Everything in moderation
The key to avoiding the Q1 hangover is to spread everything out.
As Joe Galvin, Chief Research Officer at MHI Research Institute, is fond of saying, "Making more bad sales calls is not the answer."
You need to understand the behaviors and activities that lead to success and use that knowledge all year long—not just in Q4. In fact, piling everything into Q4 virtually ensures you'll cut corners, such as offering discounts, working on low-probability opportunities, etc., as you get more desperate.
2014 MHI Global Sales Best Practices Study: Executive Summary
Sales organizations need to link behaviors and activities to outcomes to determine what works. But even as an individual salesperson, there's a lot you can do to break out of the Q1 hangover cycle. As you work on opportunities throughout the year, have you clearly defined the customer commitments needed to move the opportunity down the funnel? Are you working only on those opportunities that deserve your attention, or are you shortchanging your best prospects by working with-less committed customers? Are there critical phases in the process where you need to act with greater urgency? Do you need to collaborate more with your selling team?
My colleagues at Miller Heiman and I wrote about all of these topics and more in 2014. You can be sure they'll surface again in this blog and in our published research and articles in the year ahead.
If you're in sales leadership, now is the time to explore issues like these with your team. If you're an individual contributor, ask yourself the hard questions even if your management team does not. By the end of this quarter, you may find yourself with a brighter outlook and a much clearer head.
Posted by: Tim Call | Executive Vice President of Sales
Posted: 1/5/2015 6:00:00 AM
with 0 comments
Sales Leaders: The Key to Successful Sales Trainings?
Editor’s note: This is the third in a series of blogs from a conversation with Josh Cardoz of SwissVBS, Lisa Schnoll, Miller Heiman Product Manager, Advanced ConceptsSM, and Lindsay Cavarra, Miller Heiman Marketing Manager for Products. Swiss VBS, a strategic partner of MHI Global, is a creative learning and development company that takes a solution approach to how they help organizations transform their learning. Be sure and check out the previous blogs in this series “Let’s Talk About Success (But First Let’s Define It)" and “Best Practices for Successful Sales Trainings.”
Q. When it comes to training and learning as they pertain to sales, what role do you see sales leaders playing in these initiatives?
A. [Lisa Schnoll]:
As we’ve seen in our MHI Sales Best Practices Study
, sales leaders are the initiators of the change event. When we’re looking for a cultural shift around the way that sales teams engage with their customers, how they project manage those deals, and how they allocate spending their time prospecting and covering their bases, we know that world-class sales leaders are behind such initiatives. If they’re involved and engaged with supporting that initiative, training, and continual learning and self-improvement, you’re going to see a more engaged sales force. You’re going to see better results.
Sales leaders can get left out of L&D. At an initial training event where everybody goes to the same thing, somehow the sales leader or manager is expected to glean something extra from the same exact content and therefore be able to support this event. When you provide the sales leaders with tools that are specific and tailored to them and that are giving them pointers and the structure they need to support their sales teams in applying that methodology, you’re going to see a lot more efficiency across the board in adopting that change and getting to that advanced application of the methodologies.
Yes. One other point to make here is that the idea of implementing a learning culture with your sales force—and not just with the Miller Heiman methodologies—is about creating cultures and communities of practice. Sales is a craft, so you want always to get better at it. When we’re trying to roll out an initiative, we first bring it to the thought leadership of the organization because we know that once they embody it, they can spread it within their organization.
I think the same thing applies to sales leaders. You need to make them your first converts and get them into the habits—because it’s not a one-and-done type of learning, it’s not A + B = C. It’s more of a framework, and you need to learn how to adopt it within your workflow. When you pass the baton on to sales leaders and say, “OK, now it’s for you to grow within your organization,” that’s when it becomes important for them to start harnessing and building these communities and using every aspect of the methodology. From my superficial understanding of the matter, you can’t follow one aspect of the methodology; it has to be a cohesive, holistic and organic thing that needs to happen. If you don’t have your sales leader implementing that, you’re not going to maximize the value of what you’re learning.
Q. If there’s a situation where you can’t get buy-in at the executive or sales leader level, how can sales managers one level below get the training initiative into the organization?
A. [Josh Cardoz]:
I would say that it’s more about letting the performance speak for itself. If your managers come in and apply even the most basic principles to your habits or practice, some kind of significant change in performance should result. If you can get your sales managers to do that with your sales team, then you will automatically catch the eye of the executive. It makes sense to me that if you’re able to get your frontline salespeople to adopt this initiative, then how can the sales leaders say no if it leads to success?
It also helps get buy-in when executives see firsthand the ROI. For example, I think that pilots for internal groups where you can say, “We just paid for this big initiative; here’s the baseline and here’s the kind of improvement we’ve seen once we’ve applied this new tool,” are of immeasurable value. And I think that’s a huge value-add to the organizations that are applying these technologies. They can see where their investment is going.
Any time you can enrich a conversation with meaningful data is when you’re on the right track to success. You need to make sure that if I’m buying something, I’m getting something out of it. And if you can fill that with meaningful data so that as an executive you can see what your entire sales force is doing right now and you’re realizing that this is active application methodology that’s leading to real-time results—well, I can’t think of a more powerful tool to help you see that what we are selling is actually working within your organization.
Posted: 12/22/2014 6:00:00 AM
with 0 comments
Building a Culture of Accountability, Part 2
In my last post
, I talked about the two cornerstones required for building a culture of accountability: alignment and commitment. However, no matter how well-laid the foundation, building the rest of the structure can be challenging. In this post, I’ll focus on three common obstacles that can cause problems for sales leaders.
Obstacle #1: Misalignment on the issue
. Most sales leaders I know have a bias for action. When they see a problem, their natural inclination is to fix it. That’s not necessarily a bad thing. Letting issues fester only leads to larger problems later.
However, sales leaders need to remember to include the sales professional’s perspective when they diagnose the issue and prescribe action. Not including the sales professional in the discussion is like a doctor diagnosing a patient’s illness without ever talking to the patient. The patient – or the sales professional in this case – may not be right about what’s causing the problem, but they can give you the clearest view of the symptoms. They’re living them every day.
Furthermore, the sales leader must still convince the sales professional to take the appropriate action. In my experience, that’s a lot easier if the sales professional has been in on the search for a solution already.
Obstacle #2: No cadence of accountability
. Holding salespeople and management accountable for performance is not a year-end activity. Nor is it something that takes place only when there’s a problem. Accountability must be built into the coaching that frontline sales managers do every day. It must be built into regular account reviews. And it must be built into regular performance reviews throughout the year. Too many organizations let poor performance at the beginning of the year slide, hoping that the sales professional will be able to make it up before the end of the year.
Obstacle #3: Management by exception
. This is when the sales leader focuses on exceptions to the norm without taking into account other factors. For example, if a salesperson has a target of 10 calls a week, but only makes seven, this sales leader will call them on the carpet for not meeting their target. A more effective sales leader will want to know why. Perhaps one or two of the opportunities the salesperson is working on are extremely complex, but well-qualified and potentially very lucrative. It could easily make sense to sacrifice the target in this case. Of course, a plugged-in sales manager would probably have known this was the case ahead of time.
I’d love to hear your thoughts on building a culture of accountability in your organization. What’s worked for you? What challenges have you had to overcome? Drop me a line at email@example.com
or add your comments below.
Posted by Alvin LeBourgeois | Sr. Sales Consultant
Posted: 12/17/2014 6:00:00 AM
with 0 comments