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Shaping Ireland's Future Talent landscape

Posted By PwC, 24 January 2017

Shaping Ireland's Future Talent landscape

An organisation's ability to align its workforce with its business and growth goals is critical to its future success. Businesses need to ensure they have the right people, with the right skills, in the right place to be able to realise their ambitions.

At the same time, business leaders are becoming aware of a range of issues, including the potential to automate certain roles and the need to create new positions to manage emerging technologies. Whatever technological innovations lie ahead, people will make the difference between organisation’s eventual success and failure.

PwC’s 2017 HR Directors (HRD) Pulse Survey highlights a number of fundamental challenges as well as opportunities which HR functions are facing.

These include:

  • The lack of availability of key talent
  • Diverse workforce
  • Performance management
  • Improving reward strategies
  • Gaining insights from analytics
  • Benchmarking for success
  • Deploying your people

 

Click here to download report

This article was originally published on  PwC.ie.


ABOUT THE AUTHOR

At PwC Ireland, helping you achieve your goals is at the heart of what we do. By listening to you and understanding your vision, we can help you overcome the challenges you face. Whether you are a large global organisation, a government body or a family owned private business, we have the experience and expertise to help you. As the largest professional services firm in Ireland, we offer a broad range of services across audit, tax and advisory and by tapping into our global network, we can connect you with the right people at the right time. So whether you are looking to keep track of the numbers, make tax simple or need help adapting to changing operating environments, we have the knowledge and capabilities to help you.

www.pwc.ie

Tags:  hr  talent 

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Marketing Sentiment Survey 2017

Posted By MediaCom, 24 January 2017

The Marketing Sentiment Survey 2017 by MediaCom and The Irish Times is a new survey gauging the views of marketing decision-makers. The research findings, which you can download below, were presented at a special breakfast hosted by The Irish Times on January 19th.

mediacom breakfastIrish Times managing director Liam Kavanagh, Ervia group head of brands and marketing Orlaith Blaney, AIB group propositions and brands director Brian Keating, Coca-Cola marketing director Britain and Ireland Aedamar Howlett and MediaCom chief executive Peter McPartlin at the launch of the Irish Times and MediaCom’s “Marketing Decision Makers: a measure of sentiment for 2017” survey findings. Photograph: Dara Mac Dónaill

"Marketing investment is an essential ingredient for any economy, any sector and any business with the ambition to grow. At the beginning of every new year, there tends to be a myriad of forecasts by agencies on how they see investment in various media channels performing in the months ahead. But investment in media is only one part of the marketing communications mix and the definition of what constitutes ‘media’ anyway has changed utterly.

For this reason, MediaCom Ireland came together with the country’s leading news publisher, The Irish Times, to gauge the views of the people who influence and shape marketing decisions. These in turn ultimately determine the fortunes of media companies, agencies and the broader marketing communications community.

The study is designed therefore to be a timely measure of the pulse of business decision- makers (not just marketing people), on their intentions, expectations and areas of focus for marketing in the year ahead."

Peter McPartlin
CEO, MediaCom Ireland

Click here to download report


ABOUT THE AUTHOR

MediaCom Ireland is one of the country’s largest and fastest growing media and communications agencies. We work with some of the most famous brands and organisations in Ireland including Sky, Coca-Cola, Mars, Ryanair, St. Vincent de Paul and Allianz. Our focus is on media and communications strategy and solutions, backed up by highly competitive buying leverage and measurement of performance.

www.mediacom.com

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Winning The War For Talent In 2017

Posted By Sandra Lawler, Alternatives, 17 January 2017

alternatives war talent

Sandra Lawler - Founder Director of Alternatives www.alternatives.ie the marketing, digital and customer talent house, takes a brief look back at key trends in 2016 and looks to the year ahead, to see how best to win in the war for talent.


2016 - A year of growth ending in uncertainty  

Last year was generally a good year for businesses and for those seeking new employment opportunities. The business landscape improved, employment rose, salaries were up and marketing budgets increased77% felt their personal financial situation was good and 71% felt secure in their employment. (Source: The Consumer Mood Monitor and Alternatives/MII 2016 Salary & Sentiment Survey). The demand for good marketing, digital and customer focused talent continued to increase, with an openness to both full-time and flexible talent.

But who would have anticipated the Brexit decision or the election of Trump just a few months later? We, like many businesses, experienced the direct impact of Brexit, with a number of UK led strategic projects and talent plans cancelled or put on hold.

We also saw confidence in trading conditions for the year ahead decrease versus the previous year from 54% vs 69% (Source: Alternatives/MII 2016 Salary & Sentiment Survey) and that was pre Trump’s election. So the year ended in what can best be described as “fragile optimism”.

 

Transformational nature of the digital economy

The biggest macro trend has been the continued growth of the digital economy and the transformational nature of this for business. In particular businesses are feeling the increased and direct influence of the customer on their businesses and brands. No longer are they in control-the customer is. It’s forcing- or encouraging- them to be truly customer led. As a result we have seen demand increase for those who can lead or help execute along this customer focused, transformation journey. Alternatives Elect, our global executive search arm, found our clients keen on attracting back Irish diaspora with skills in this area in particular.

Demand in 2016 was high in general for those with data and insight expertise and for experienced digital strategists, communications and UX/UI specialists -both for contractors and full-time staff.

As service business such as banks and telcos developed increasingly personalised, segment led offerings we were briefed on a higher number of product manager and proposition development roles. And demand remained high, as always for Alternatives, in the brand, communications and marketing management space, particularly at mid to senior level.



Growth across all sectors

In terms of sectors, all sectors showed an uplift vs. 2015. Retail was particularly buoyant and especially pre Brexit. Financial services continued to invest significantly in customer centric talent and agencies and professional services increased their teams once again. FMCG continued to come under retail pressure and teams focused on Irish market activation and innovation.  The FDI tech sector continued its upward trajectory and continued to attract the lion’s share of top mobile, millennial talent, attracted by global brands, high speed pace of work and attractive offices.



So what's in store for 2017?

The double whammy of Brexit and Trump has resulted in uncertainty for the year ahead. But despite the uncertainty, some things remain constant. 


Continued battle for top talent

With unemployment decreasing from 8.9% last January to 7.3% today and continuing to decline, there will be a continued battle for top talent. The results of Alternatives marketing survey indicates that the following skill sets will be most in demand:  

  • Digital strategy, digital communications and e-commerce
  • Customer experience –From strategy to execution-for those with strong stakeholder influencing skills 
  • Insights and data analytics-and indeed those who can take both to the broader organisation to influence strategy and propositions  
  • Product and proposition development
  • Innovation –in product, services and indeed new business models 
  • Strategic planning
  • Good brand and marketing management at mid-to senior level will continue to be in demand, as will those with languages and experience in marketing and selling to international markets.   



Continued growth of the gig economy and flexible ways of working, driven by candidates, not clients 

Because of the shortage of skills, those with in-demand skills will be able to pick and choose their opportunities and increasingly the way they choose to work. The market has developed a lot since Alternatives introduced interim marketing into Ireland in 2000 and today the rise of the gig economy is unstoppable.  It’s being driven by digital natives who can work remotely but also by a generation of millennials who are choosing to work on a project by project basis, leaving time to allow for other interests.

 However it’s also being driven by talented mid to senior level talent, who are seeking more flexibility. In our 2016 Alternatives survey, of the factors most likely to motivate both females and males, the third most important one is flexible hours and /or the ability the work remotely.  We have seen our interim (3 month plus contracts) and shorter term contractor business almost double this year and expect that to continue into 2017. Indeed uncertainty in the economy may result in businesses choosing a more flexible route to talent.



Development of a more people centric business culture, to attract the best 

One clear emerging trend, driven by digital and by the demands of millennials in particular, is that of a more people oriented, more human workplace, rather than the traditional command and control model. Better office surroundings, more focus on outputs than inputs, less divide between work and non-work time, and ultimately the nurturing of a more grown up and trusting relationship.  Those with the strongest people cultures will be those who will win in the war for top talent-both attracting and retaining it. It’s useful to bear this in mind when more than half of all our survey respondents said they planned to move company by 2018 to seek new opportunities.



Will 2017 be the year of diversity?

As an antidote to the increasingly nationalist discourse happening in the US and Europe, we would love 2017 to be the year where gender balance and diversity -both drivers of business results and successful innovation- are welcomed and accommodated. On the upside, there is more gender balance in marketing than ever before, with females occupying 47% of all director level roles (Alternatives/MII Marketing & Digital Survey). However the 17% gap in salary at this level, for like-for-like roles, needs to be addressed.

We would also like 2017 to be the year of diversity- of culture, background and age. Yes great talent continues to exist over the age of 50! And it comes in many forms, from many sources. So we need to embrace diversity as part of our work human, people centric ethos, to win the global war for talent. 


To talk to us about the outlook for 2017 or to access the best customer centric talent, please give us a call. You can contact us at
hello@alternatives.ie or call us on +3531 6618889.

This article was originally published on Alternatives.ie.

ABOUT THE AUTHOR

Alternatives has pioneered flexible marketing talent solutions since our inception in 2000. Looking at business models from an alternative perspective has always been part of our ethos- hence our name. Today as leaders in the Irish market, we have built a successful specialist marketing, digital and customer centric talent solutions business.

And our track record speaks for itself. We work with Ireland Inc’s leading companies and have been recognised by a number of awards, including being selected as finalists for EY Entrepreneur of the Year.

www.alternatives.ie

 

 

Tags:  2017  talent  trends 

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A Day In The Life Of... Agnes Healy

Posted By The Marketing Institute, 17 January 2017

Welcome to the third issue of our Day In The Life series, a new initiative from the Marketing Institute in which we've asked some of our Members to share what it is like to be in their shoes. 

They've accepted to tell us about their role, key career moves, daily challenges and aspirations so that our readers can benefit from these great marketers' experience.

Today, we are talking to Agnes Healy, Marketing Manager at DoneDeal.

Agnes Healy DoneDeal

The Marketing Institute: What does a Marketing Manager do?

Agnes Healy: In my view the role of a Marketing Manager is to lead the marketing department of a company to create excellent marketing plans and campaigns to achieve the organisational goals and drive success and growth for the business. Everything we do should improve the public’s perception of our organisation.   

 

MII: What were your key career moves to get to your current role?

A.H: When it comes to being a Marketing Manager I believe that experience is key. Before joining DoneDeal I spent six years in marketing which gave me a very solid grounding. I also completed a Masters in Business Studies specialising in Marketing from Waterford Institute of Technology, which has benefitted me immensely and helped me navigate the tricky career path from entry level to senior level.

 

MII: What is the biggest challenge you face in your role?

A.H: One of the biggest challenges I find is measuring offline campaigns. When it comes to tracking digital campaigns it is very straightforward but offline campaigns, such as radio and TV on the other hand are extremely difficult! With a site like DoneDeal and the large volume of traffic it receives daily, many factors attribute to changes in traffic. General things such as good weather, big sporting events, seasonal holidays and even time of day can influence the volume of traffic to the website, which are out of our control and can be hard to monitor.  

 

MII: What key skills do you need to be effective in your role?

A.H: With the huge array of sections and verticals on DoneDeal, being able to prioritise and make decisions quickly is a must. In my role at DoneDeal, it is vital to know what to focus on and what needs urgent attention. Collaboration and team leadership are also key skills needed, as my day-to-day function involves leading a marketing team of three people, working with other departments across DoneDeal. I also manage agencies to develop and execute effective marketing plans to drive growth for the business.

MII: Describe a typical working day.

A.H: In my experience there is no such thing as a typical day in a marketing role. Each day is different and full of diversity!  That is what I love most about my job.  My main role each day is to lead the marketing team to develop and execute new campaigns to help DoneDeal maintain its position as the leading online classified adverts website in Ireland and keep us at the top of mind for customers. I also work with internal and external resources to help to build the DoneDeal brand and continuing to grow traffic and ad volume to the site. Of course there are a number of key tasks that need to be completed each day like traffic statistic reports, reports on campaigns and always liaising with colleagues to make sure there are no issues that will affect DoneDeal’s reputation. Budget management and reporting are two very important tasks that must be concentrated on daily! I also spend a vast majority of my time working with external suppliers such as media planning, PR, and creative agencies. DoneDeal is based in Wexford so the role involves regular trips to Dublin.

As Marketing Manager for DoneDeal, I get volumes covered in a day, and most importantly, I work with a team of great people who I learn from every day.

 

MII: What do you love most about your role?

A.H: One thing that I really love about working in DoneDeal is the charity month initiative. In February 2010, DoneDeal launched a bi-monthly charity initiative as a way of giving something back to charities and social causes in the wider community. Every second month, three charities are chosen by three different members of the DoneDeal team and for the duration of that month, 10% of the cost of placing an advert with DoneDeal goes directly to these designated charities. Since the launch of this initiative, DoneDeal has donated over €1,200,000 to numerous charities in Ireland. It’s a fantastic charity initiative and all the staff at DoneDeal are extremely proud of the money we help to raise for worthy charities across Ireland. It is great to be able to help these charities fund important projects and purchase much needed equipment.

Another amazing benefit of working in DoneDeal is the company culture, which can be summed up as ‘small and friendly’. I work with a great team of people, which is most important in any job!

 

MII: Looking ahead, where might your career path lead to next?

A.H: At the moment I am very happy in my current role but in a dynamic organisation like DoneDeal and Distilled SCH who knows what the future holds!

 

MII: To whom do you look for professional inspiration in your role?

A.H: I’m incredibly lucky in that I really don’t have to look far for professional inspiration; all I have to do is look around the office. We have some of the best people in Ireland working in every part of our business in Wexford. There’s an atmosphere and sense of teamwork in the office that I’m proud to say is unlike anywhere else I’ve ever worked.

If I did have to pick someone outside of that, recently at an event I did see Pat Divilly present and I was very impressed! I feel he has a great drive and such an amazing story behind his career path!

Tags:  Agnes Healy  Day in the Life  DoneDeal  Marketing Manager 

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The 2016 Sponsorship Review - Part 3

Posted By Livewire, 16 January 2017

In early 2016 Livewire held the view that the year ahead would be an exceptionally busy year for sponsors, driven by a “summer of sport”, due to Ireland’s involvement in Euro 2016, the Olympic Games, as well as annual stalwarts including the GAA Championships. Add to this an ever growing music and cultural festival scene, the landscape was likely to be both cluttered yet potentially exciting. In January we pointed to three trends to watch for the year ahead:

  • Superior activation strategies
  • Immersive media sponsorships
  • Sponsors looking for more from rights holders

For this report Livewire spoke to a select number of sponsors, rights holders and media owners to ask their views on the sponsorship campaigns which stood in 2016. We also asked them what is on their sponsorship Christmas wish list for 2017 and what they would like to see sponsors and rights holders do more of next year. The feedback is included in the report.

So, how did our predictions for key trends in 2016 fare? The answer lies in three separate reports in which we have analysed the above trends. Below is the third of these reports.

Read Part 1 here.

Read Part 2 here.

SPONSORS LOOKING FOR MORE FROM RIGHTS HOLDERS

In early 2016 we pointed to an emerging trend of sponsors looking for more from rights holders. As brands increasingly recognise the role which sponsorship can play in addressing business needs, this has led to brands looking closely at the rights they own, or seek to buy, to ensure that they can be fully leveraged. At the same time there is an increased expectation from sponsors of robust evaluation, sophisticated data and fan analysis from rights holders.

When speaking with sponsors and rights holders, many were quick to acclaim the work created by AIB, Vodafone and Heineken in 2016. The following explores these campaigns in a little more detail. We have also examined the role which a rights holder has in answering the needs from sponsors as well as how sponsors can benefit despite ongoing scandals in the world of sport.  

1. AIB & GAA

Within the Irish market, you do not have to look far to see how successful this sponsor rights holder collaboration has worked this year. AIB’s award winning sponsorship of both the Club Championship and the All-Ireland Senior Football Championship has proven that a dynamic and mutually beneficial relationship can lead to enormous success for both sponsor and rights holder. 

AIB has brought many positive elements into its relationship with the GAA, including strong strategic thinking based on a rich consumer insight and marketing expertise.

There is no doubt that the Club Championship in particular has benefited from this support. Meanwhile AIB benefits by being synonymous with a competition whose profile increases yearly.  And a competition which places the bank in the heartland of the GAA community.

This close relationship between sponsor and rights holder allowed AIB to produce authentic, relevant and welcome content which added to the fan experience throughout the season. This included “The Toughest Trade” AFP TV programme on RTE, a spectacular 360 virtual reality video of Dublin fans on Hill 16 and a heavy social media presence supporting #TheToughest.

AIB has truly become a positive agent for the Club Championship.

 

2. ROLE OF THE RIGHTS HOLDER

In terms of developing the sponsor rights holder relationship, a number of rights holders this year have embraced the opportunity to understand their sponsorship family better through sponsor conferences. The purpose of such a strategy is not only to bring the sponsor family together and openly discuss the successes, challenges, and future plans for the rights holder, but also for the sponsors to mingle and develop their relationships, possibly enhancing future collaborations. In our view, this is a smart way for a rights holder to develop relationships with its sponsor base, to encourage further buy in from sponsors and to encourage sponsors to be more proactive and collaborate with the rights holder earlier in the season to plan for the year ahead.

As an extension to this sponsor led approach, we have seen some rights holders introduce innovative concepts around data and fan analysis. The GAA recently launched a membership and loyalty programme titled “Go Raibh Maith Agat”. The programme provides members with an opportunity to earn points when attending games and allows its sponsors to offer exclusive deals and discounts. This adds value to the fan experience, but most importantly it allows the GAA to collate information obtained through the use of the membership card and provide its sponsors with valuable insights into consumer behaviour and trends which they previously may not have had access too.  

From Livewire’s research of the market, it is evident that those rights holders who place a central focus on their sponsors from an early stage, deliver not only on authentic, relevant and welcomed value for fans and sponsors but also paves the path for a greater insight into the platform.

 

3. VODAFONE & IRFU

IRFUVodafone and the IRFU were certainly a force to be reckoned with in 2016. Mutual understanding of both the rights holder’s and sponsor’s objectives allowed these two stakeholders to raise the profile of both Irish rugby as well as Vodafone’s core values and services. This award winning partnership is a prime example of where both the rights holder and sponsor have gone the extra mile and demonstrated a deep understanding of each other’s capabilities, values, and commercial opportunities. This collaborative approach reached a crescendo when Ireland beat the All Blacks in Chicago in November, but this was just the cherry on top of a hugely successful 2016.

This campaign was particularly rich in the level of behind the scenes content provided. However, this content would never have materialised if it wasn’t for the strong level of trust built up between Vodafone, the commercial team of the IRFU and the management of the Irish rugby team. Creating trust between sponsor and rights holder will be essential for the creation of valued behind the scenes content in 2017. An excellent example of this was Vodafone’s AFP TV programme “Irish Rugby, What We Did Last Summer”.

Other excellent campaign activations included the “Jersey Swap”, and exclusive prizes including Vodafone’s “Best Seats in the House”. This sponsor’s proactive and demanding approach has brought a new level of Irish rugby engagement, for both sponsor and fan.

And it must be noted that the IRFU has collaborated with their sponsor like every rights holder should i.e. through good understanding and clarity of objectives, an openness to new and innovative initiatives (e.g. “Irish Rugby, What We Did Last Summer”) and a willingness to go that extra mile for its sponsor. 

Despite the fact that the campaign was only launched this summer, the #TeamOfUs campaign triumphed at the Irish Sponsorship Awards – winning “Best Use of Social Media” and “Best Use of PR).

Sports fans are demanding more high quality behind the scenes content.

However, this is not possible without access to teams and athletes. And this is dependent on building trust between sponsor and rights holder.

In 2017 AFP will emerge as an increasingly valuable channel to share this sought after behind the scenes content.

 

1. LIVE NATION & HEINEKEN SOUND ATLAS

 

heineken cold roomsAway from the world of sport, 2016 saw Heineken bring a melting pot of musicians, artists, chefs, dancers, writers, and all kinds of creative people to Heineken Sound Atlas at Electric Picnic. This collaboration with rights holder Live Nation, highlighted the success sponsors can obtain when they seek more from the rights holder. Again, an early approach with the rights holder allowed Heineken to establish its objectives, activity roadmap and buy in from Live Nation. Through a dominant location and presence, by providing innovative concepts which added value to fans, (e.g. Heineken Cold Rooms) and onsite trade to customers, it is no surprise that the brand was seen as the best sponsor at Electric Picnic, an increase from 36% to 50% from 2015 to 2016 (Source: Electric Picnic Onsite Research). Heineken’s collaborative approach with Live Nation allowed the brand to extend its story telling platform, engage the key target demographic of 18-24 year olds and build on commercial trade impact. Meanwhile “Heineken Sound Atlas” is truly engaging music fans by giving them the opportunity to explore and discover the most exciting live music scenes from around the globe.

After years of fruitful collaboration between sponsor and rights holder, it is difficult to envisage this premier music event without Heineken and its many innovative activations. For Livewire this is the tell-tale sign of a perfect partnership.

The debate around alcohol brands and sponsorship continues is a hot topic and as a result, rights holders are having to work more closely with sponsors to overcome these challenges and look at new and creative ways to achieve sponsor objectives around strict requirements. 

Livewire believes that through a collaborative approach, no matter the industry, platform or restriction, challenges are more easily overcome.  A deeper understanding of the sponsor objectives and industry will allow for delivery of the sponsors activity roadmap.

 

5. SCANDAL AND CHALLENGES

2016 will long be remembered as a year beset by sporting scandals and controversies. One high profile example was American swimmer’s Ryan Lochte’s false robbery report during the Rio Olympics which resulted in the swimmer swiftly losing four key sponsors – including Speedo and Ralph Lauren.

skinsMeanwhile, Skins, the Australian owned sports manufacturer, was lauded for its treatment of the curious case of ultra-runner Robert Young. In May 2016 Young attempted his greatest challenge – the Trans America Record, 3,423.5 miles, usually attempted at 46 days of around 60 miles per day. Young completed almost 2,000 miles before collapsing with exhaustion – but worse was to come. He was accused from many sides of cheating – which is where this story really captured our interest.

Rather than endorsing, or cutting ties with their athlete, Skins instead employed two independent experts, and tasked them with the sole challenge of finding the truth. This report was released in October, and categorically showed, despite his protestations, that Young had indeed cheated on many of his runs.

A strong and trusting relationship between rights holders and their sponsors will allow for a more educated approach to handling such delicate scenarios – something that can absolutely be said of Skins interrogation of their sponsorship of Robert Young.  

In the current climate, this can be viewed as a refreshing approach - and when compared with the sponsors involved with cycling and Team Sky, and indeed tennis and Maria Sharapova, it would be difficult to argue that a lot of rights holders and sponsors could learn from this experience. 

In the wake of such negativity around sports scandals this year, Livewire believes that sponsors have a key role to play which they can ultimately benefit from. 

Acting decisively towards sporting administrators and athletes when required, moving their sponsorship budgets to sporting bodies which have the best interests of their sport at heart, as well as demanding higher standards and accountability. 

Sponsors can become agents for change and in the process, gain new fans.

 

CONCLUSION

 Unsurprisingly when we asked our sponsors, rights holders and media owners to nominate the sponsorship campaigns which stood out for them in 2016, the consensus here were campaigns which showed clear evidence of both brands and rights holders working in unison. Both sponsors and rights holders referred to smart usage of assets, a clarity of objective based on good consumer insight and strong through-the-line execution via stakeholder collaboration. We believe that the examples we have outlined will act as beacons to the industry.

However, a real benefit from sponsors working more closely with rights holders will be in the form of data. The recently launched GAA membership/loyalty programme is an interesting development and could prove to be hugely beneficial for the rights holder and its sponsors alike. Brands are investing increasing levels of resources in order to understand their consumer base while rights holders are eager to understand who is attending matches, buying subscriptions etc. in order to communicate and sell to these fans more effectively. Closer collaboration between sponsors and rights holders will help to fulfil this data potential. 

This article was originally published on Livewire.ie.

ABOUT THE AUTHOR

 Livewire are sponsorship specialists that guide brands and rights holders through every stage of the sponsorship process. Livewire understands the commercial value of sponsorship and how to measure it, with precision. The company works with sponsors to enhance brand equity, establish consumer engagement and deliver bottom line impact. Livewire also work with rights holders to grow sponsorship revenue through brand-centric solutions. As part of Core Media Group, Livewire has unsurpassed market access and world-class resources. 

www.livewire.ie

 

 
 

 

Tags:  sponsorship 

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