Lee Wai Kit Clifford. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 2000-2001, design report." / Includes bibliographical references. / Initiation --- p.5 / Introduction --- p.6-7 / About Mao Zedong --- p.8 / Mao's Time Line --- p.9 / Chapter PART I --- Commercialization of Mao Zedong --- p.10-12 / Commercialization of Mao's Image --- p.13-15 / Commercialization of Mao's History --- p.16-25 / Commercialization of Mao's Thought --- p.26-39 / Chapter PART II --- Design Report --- p.40-41 / Shopping Mao --- p.42-47 / Anti-Monopolism --- p.48-53 / The Mass Line --- p.54-67 / The Self Cultivation --- p.68-79 / Appendi x --- p.80-89 / Bib1iography --- p.90-91

Pei Tin Wan Catherine. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 2008-2009, design report." / Includes bibliographical references (p. 136). / Chapter Nature City Interaction --- An Introduction --- p.6 / Chapter The Exchange --- Nature - City --- p.8 / Chapter Nature --- Definition - History - Policy --- p.10 / Chapter Analysis --- Along the Edge --- p.12 / Chapter Intervention --- Across the Edge --- p.20 / Chapter Turning Back to Nature --- Social Identity --- p.22 / Chapter Case Study --- Enclosed Garden to an Open Garden --- p.26 / Chapter Programme --- Interaction in the Interface --- p.28 / Chapter Case Study --- Interaction with Nature --- p.30 / Chapter Typology --- Existing Connection along the Edge --- p.34 / Chapter Site Selection --- Criteria --- p.36 / Chapter Edge Strategy --- 1:2000 Intervention --- p.38 / Chapter Site Analysis --- Journey Experience from Central Escalator --- p.42 / Chapter Nature in Central --- Discovery of Herbs --- p.46 / Chapter Central the City --- Demand of Herbal shops and Teahosue --- p.50 / Chapter Spatial Realization with Nature --- Through the Process of Herbal Tasting --- p.56 / Chapter Sun Shading Analysis --- Four Solstice --- p.64 / Chapter Experiment on Site --- Design Process --- p.66 / Chapter Design Strategy --- From Central Escalator to Nature --- p.76 / Chapter Design Diagram --- Disputing Natural Resources --- p.80 / Chapter Design Outlook --- Plan --- p.94 / Chapter Enclosed to Open --- Section --- p.100 / Chapter Detail Design --- "Herbal Shop, Tea House, Drying and Field" --- p.102 / Chapter Journey Experience --- Sequence of Views from City to Nature --- p.116 / Chapter Presentation --- Layout --- p.134 / Appendix --- p.138

Esta pesquisa trata de estratégias de venda da loja de departamento Mappin Stores na cidade de São Paulo entre os anos de 1913 e 1920. Trataremos de como o Mappin Stores, única loja de departamentos existente ligada ao tradicional fabricante de prataria e joias Mappin & Webb praticou seus preços, desenvolveu narrativas publicitárias e incentivou práticas de consumo. Sustentamos que o Mappin Stores, apontado como uma loja que subvertia os padrões de lojas de departamento europeias e norte-americanas pelo fato de ter-se mantido uma loja para as elites, almejava, desde sua abertura, um alargamento do espectro social da sua clientela. Esta pesquisa apoia-se em estudos que identificam, na sociedade paulistana, desde finais do século XIX, a existência de segmentos sociais médios que, na ausência de meios para cultivar tradições herdadas geracionalmente, encontraram no consumo formas de marcar sua ascensão social, distinção e identidade. A partir de uma análise quantitativa e qualitativa dos anúncios do Mappin Stores, dos preços praticados pela loja e de um inédito estudo sobre o Custo de Vida na cidade de São Paulo nas primeiras décadas do século XX, tentaremos circunscrever quais eram os públicos que frequentavam e consumiam no Mappin Stores. / This dissertation recounts the Mappin Stores department store´s selling strategies in São Paulo city between 1913 and 1920. We will deal with how Mappin Stores, - the only existing department store linked to the traditional silverware and jewelry manufacturer Mappin & Webb - practiced its prices, developed its advertising narratives and encouraged consumer practices. We support that Mappin Stores, known as a magasin that subverted the European and North American department stores standards for having maintained itself as a high class shop, sought from its opening a social spectrum widening of its clientele. This research is based on studies that identify, in São Paulo society, since the end of the 19th century, the existence of medium social segments that, in the absence of the means to cultivate traditions inherited generationally, found in consumption ways of marking their social ascent, distinction and identity. Based on a quantitative and qualitative analysis of Mappin Stores\' publicity, the prices charged and an until now unpublished study about São Paulo city Living Cost in the first decades of the twentieth century, we will attempt to circumscribe the publics that attended and consumed in Mappin Stores.

台灣連鎖零售業發展至今，市場已漸趨成熟，業者亦逐漸累積成功的商業經營模式。然而，連鎖通路勝出的關鍵因子不僅是規模經濟與經營效率，更需要了解每一門市經營效益，具備洞悉當地市場的能力，可以即時發現問題與調整經營方式。例如，如何透過經營活動產生的數值，分析店舖的績效（Ittner and Lacker 1998）；瞭解不同類型門市經營模式的關鍵的經營因素，以及可以提供門市經營變化預警訊息之預警指標，門市經營（李孟熹1994），為連鎖式經營業者應予重視之管理議題，亦為值得深入探討之研究議題。 本研究以國內某3C連鎖零售通路為研究樣本，以其2009年1月至2012年5月的營運數據為資料，實證分析影響該業者門市經營績效的因素。並就商品銷售變化面、營業面積運用效益面與門市獲利面，作進一步之分析。 透過實證模型結果分析，在「商品銷售變化面」，來客數與商品別週邊耗材營業額呈顯著正向關係。週邊耗材商品業績良好與否的變化與門市來客數之增減有密切關係，可做為評估門市經營客群的掌握度。另外，商圈類型為社區型、都市型與鄉鎮型門市商品銷售以2C為主，說明不同商圈類型的門市確實有不同商品組合，門市商品配置時需作調整以利滿足當地顧客購買需求。 在「營業面積運用效益面」，每人負責的坪數與坪效呈顯著負向關係。當每人負責的坪數越大時，該門市的坪效越差，也代表每人業績貢獻度越低，當店業績越少，營業坪數的承租應考量人員守備範圍以利最佳化。 在「門市獲利面」，單一門市經營時，來客數的掌握與特定商圈類型（社區型、都市型與鄉鎮型）門市的週邊配件業績占比可為衡量經營優劣的指標；多家門市共同經商圈時，業績因新設點的加入而擴大，的確透過多家門市可達到較高的商圈覆蓋範圍，在市場上掠奪競爭者的業績；但該商圈的整體獲利鮮少有提升，因需負擔相同的營業費用項目（如租金、人事費用、管理費用），且經營時程拉長，同商圈內的門市相互競爭狀況無法改善，出現將市場越做越小的情形。 / The developments of chain stores market in retailer industry mature gradually right now. Enterprises have accumulated commercial model how to operate successfully as well. However, the key point of success is not only scale economy and operating efficiency, but also operating benefit of per store. Having the ability of insight local market can discover problem and remodel it. For example, we can analyze stores performance by the operation information.（Ittner and Lacker 1998）we can understand the key operation factor in different kind of store. At the same time, that can be a warning sign for observing changing. Stores management is a important issue that enterprise should attach importance to it and it is valuable to investigate deeply. This thesis is based on 3C retailer industry, and the data period is from January, 2009 to May, 2012. Practical demonstration analyzes which kind factors will influence stores performance, and seperately discuss different aspect, sale change of product, average sale of per unit area, and profit &loss to do advanced analysis. According to the result of practical model, in the aspect of changing of product sales, consumer flow is positive related with accessory sales. The increase of the accessory sales will raise consumer flow. On the other hand, marketplace types are community type, city type, and countryside type which sale more consumer product than other marketplace type. So, different market type has different product portfolio, and need to adjust to fit the demand of local customer. In the aspect of average sales per unit area, average space per person is negative related with average sales per unit area. If area space per person is larger, average sales per unit area is less. It also means an average sale per person is lower. If the store sales decrease, we should consider optimizing average space per person. In the aspect of profit & loss on chain stores, accessory ratio can be an indicator whether the operation is excellent on particular marketplace type and consumer flow. When several stores cooperate to manage one marketplace, the sale will increase due to new store adding, and expand the market share. However, the total profit is rarely increasing due to expending double overheads (rental, salary, administration fee, etc.). These stores in same marketplace compete with each other in the long term. If this situation can’t improve, the market share will become more and more less.

The purpose of this master’s thesis was to investigate how museum stores are governed, with a focus on museum stores situated in museums in Stockholm and on museums stores which are part of a government agency. The purpose was also to investigate the relationship between the museum and the consumption in the museum store in general.  The thesis shows that museum stores which are part of a government agency are governed by their appropriation directions, including the direction that the museum stores must be fully financed. However, the museum stores are also influenced by guidelines that have not been written down, expectations from the museum and from museum patrons. Other factors not within the control of the museum were also of importance, and could limit the choices available for the museum store managers as well as be a source of inspiration. The result also shows that the museum store and the consumption it’s associated with, is seen as either a threat, a necessity or a possibility: The museum store is often viewed as being at odds with the main role of museums in general, while also being considered a necessity, helping the museum to meet the patron’s expectations. In some cases the museum could benefit from the museum store, due to the stores’ possibility of improving upon the museum visit, or making a profit usable in other museum activities. The source material was gathered from the websites of international and national organisations within the museum field. Material was also gathered during interviews with museum store managers in Stockholm. The theory used was cultural economics and consumption studies. The method for this essay was interviews, minor field studies, linguistic analysis. The focus of this essay was how the museum store is governed. The essay does not, for example, research how the museum visitors or museum patrons experienced the shop. This is a two years master’s thesis in Museum and Cultural Heritage Studies

This study is the result of two separate surveys of the retail grocery stores in Logan, Utah. The primary purpose of these surveys was to make a detailed study of price differentials as they exist between the stores of different kind, class, location and size. Logan was chosien for this survey for a number of reasons: (1) It is typical of many Rocky Mountain cities for size. (2) There is no one industry that completely dominates the economy of the city. (3) There are sufficient stores in kind and number to give the necessary data. (4) Besides the local independent stores that are in operation, there is a national chain system represented by Safeway Stores, Inc. and a small state chain represented by the American Food Store. The problem was to survey the Logan city grocery stroes for price data on food commodities in sufficient number to indicated the price differentials that exist within the stores. To facilitate this the local stores were segregated into four distinct classes, namely: (1) national chains, (2) a small state chain, (3) large city independents, and (4) neighborhood stores. The prices found in the chain systems were used as a bases for the comparisons that are made between both the chain stores and the two groups of independent stores. The study has proven valuable in that price differentials have been discovered to exist between the various commodity groups, as well as within the individual items. These differentials have varied with the commodity and within the different classifications of stores. Many of the pricing policies that are being practiced in the Logan stores are representative of market conditions as they exist in other cities within the Rocky area and might justifiably be applied to these communities with the expectations that similar results would occure.

This survey presents views of department store officials on what they expect from their employees in an effort to improve the training of stenographers and secretaries.

Syftet med denna uppsats är att skapa en förståelse för hur svenska företag kan använda sig av omnikanal för att skapa en sömlös shoppingupplevelse för sina kunder genom att analysera hur företag kan integrera traditionella och digitala försäljningskanaler, vilka fördelar och nackdelar som integrationen medför, samt hur företag kan använda sig av innehållsmarknadsföring i sitt omnikanalsarbete för att förmedla personliga budskap till sina konsumenter. Med koppling till syftet har vi valt följande forskningsfråga: Hur kan företag inom detaljhandeln använda sig av omnikanal för att skapa en sömlös shoppingupplevelse för sina kunder? Denna uppsats är baserad på en kvalitativ forskningsmetod då vi ville skapa en djupare förståelse kring ämnet omnikanal. Under uppsatsen gång har vi arbetat parallellt med teori och empiri, vilket innebär att vi har haft ett växelspel mellan induktion och deduktion. Informationsinsamlingen har skett genom primärdata och sekundärdata där det empiriska materialet samlades in genom fem semistrukturerade intervjuer. Genom uppsatsens gång har vi insett att digitaliseringen av detaljhandeln är ett obestridligt fenomen. Dock får man inte glömma bort den fysiska butikens viktiga roll, i synnerhet som en marknadsföringskanal för dagens detaljhandlare. Konsumenter har blivit allt mer pålästa och förväntar sig idag en enhetlig shoppingupplevelse som rör sig genom samtliga försäljningskanaler. För att skapa förutsättningar för omnikanaler behöver företag ta till en kundcentrerad strategi där de satsar tid och resurser på strukturella förändringar och tekniska investeringar. Vi ser vidare att företag som inte väljer att anpassa sig till den moderna konsumenten och inte kan erbjuda en sömlös shoppingupplevelse riskerar att hamna på efterkälken. / The purpose of this study has been to create a deeper understanding of how Swedish companies can use omnichannel to create a seamless shopping experience for their customers by analyzing the integration between traditional and digital sales channels, the advantages and disadvantages the integration induce, as well as how companies can use content marketing when working with omnichannel to convey personalized messages to their consumers. In relation to the purpose, we have chosen the following research question: How can companies within retail use omnichannel to create a seamless shopping experience for their customers? This study has a qualitative research methodology due to the fact that we wanted to create a deeper understanding of the subject omnichannel. We have during the process of the study worked in parallel with our theoretical and empirical information, which has led to interplay between induction and deduction. The information has been collected through primary and secondary sources and the empirical material has been collected by conducting five semi-structured interviews. We have, in our analysis, pointed out that while the digitalization of the retail industry is an indisputable phenomenon, there is a need to emphasize that physical stores still play an important role for retailers today, particularly in acting as a marketing channel for their brand. Customers are getting smarter with more access to information and the modern customer expects a seamless shopping experience across all sale channels. To create conditions for an omnichannel outlook, companies need to take on a customer-centric strategy where they invest time and resources in structural changes and technical investments. We also emphasize that companies risk falling behind if they choose not to adapt to the modern customer and are unable to offer a seamless shopping experience.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Excessive shrinkage threatens the viability of retailers, especially grocery retailers because they operate on low profit margins. One possibility is for retailers to dismiss employees who are perceived to be responsible for excessive shrinkage, but South African law generally requires that the employer prove individual culpability or poor performance to justify a dismissal. In most cases, retailers are not able to identify the exact causes of shrinkage or those employees who may be responsible for the shrinkage. Pep Stores has developed a novel group dismissal model, using a poor performance process, in terms of which a store's entire staff complement is dismissed on the basis of collective responsibility for failing to avoid excessive shrinkage. The Pep model is attractive to retailers because it overcomes the retailer's inability to produce evidence relating to excessive shrinkage. This Study Project seeks to determine whether collective responsibility for shrinkage may be introduced in owner-managed grocery stores and, if not, whether adaptation of the model or new technology might facilitate its introduction. A further objective is to determine whether the applicability of the Pep model correlates to factors such as the size, activity level and complexity of retail stores. Three barriers to the application of the Pep model in grocery retail stores were identified: firstly, the determination of an "acceptable level of shrinkage" that is reasonably attainable; secondly, the conducting of sufficiently accurate stock takes to support dismissals and, thirdly, the existence or creation of circumstances allowing the implementation of collective responsibility for shrinkage. Grocery retailers have no difficulty in identifying an attainable "acceptable level of shrinkage" or in conducting highly accurate stock takes and stock counts. Circumstances allowing the imposition of collective responsibility for shrinkage were, however, clearly not present. Collective responsibility was precluded by the specialised nature of the employees' tasks and a lack of co-responsibility arising from employees' inability to directly observe each other. However, an adapted Pep model is applicable in grocery retail stores at departmental level if the departments are insulated from fraud or error by receiving clerks and cashiers. This insulation may be achieved by implementing joint receiving procedures that involve each department in receiving departmental stock and an increase in cashier monitoring. The introduction of Radio Frequency Identification Technology will ultimately facilitate the implementation of the Pep model through the enhanced insulation of departments. This enhanced insulation is achieved through the ability to track the movement of individual items in stores and the reduction of receiving and cashier error and fraud as a result of the automation of aspects of these functions. This technology, however, is unlikely to be implemented in the short term given the significant cost of RFID tags and the technical and organisational constraints to adoption. Perceptions on the applicability of the Pep model are correlated in smaller stores to total store floor areas, while the applicability of the model in larger stores is correlated to the size of staff complements. This suggests that the model may be ideally applicable in smaller stores, where the total store floor area is relatively smaller and in larger stores, where the staff complements are relatively larger. / AFRIKAANSE OPSOMMING: Oormatige voorraadverlies bedreig die lewensvatbaarheid van kleinhandelaars, veral kruidenierswarehandelaars, omdat hulle met klein winsmarges werk. Een moontlikheid is dat kleinhandelaars werknemers ontslaan wat gesien word as die verantwoordelikes vir oormatige voorraadverlies, maar die Suid-Afrikaanse reg vereis oor die algemeen dat die werkgewer indiwiduele skuld of swak prestasie bewys om ontslag te regverdig. In die meeste gevalle is kleinhandelaars nie in staat om die presiese oorsake van voorraadverlies, of die werknemers wat vir die voorraadverlies verantwoordelik mag wees, te identifiseer nie. Pep Stores het 'n vindingryke groep-ontslagmodel ontwikkel, met gebruik van 'n swakprestasieproses, ingevolge waarvan 'n winkel se hele personeel ontslaan word op grond van kollektiewe verantwoordelikheid weens versuim om oormatige voorraadverlies te vermy. Die Pep-model is aantreklik vir kleinhandelaars, want dit oorkom die kleinhandelaar se onvermoë om bewys te lewer in verband met oormatige voorraadverlies. Hierdie navorsingsprojek probeer vasstel of kollektiewe verantwoordelikheid vir voorraadverlies ingestel kan word in eienaarbestuurde kruidenierswinkels en, indien nie, of aanpassing van die model, of nuwe tegnologie, die invoer daarvan sou kon fasiliteer. 'n Verdere doelstelling is om vas te stel of die toepaslikheid van die Pepmodel korreleer met faktore soos die grootte, bedrywigheidsvlak en kompleksiteit van kleinhandelwinkels. Drie struikelblokke vir toepassing van die Pep-model in kleinhandelkruidenierswinkels is geidentifiseer: eerstens, die bepaal van 'n "aanvaarbare voorraadverliesvlak" wat redelik haalbaar is; tweedens, die uitvoer van voldoende akkurate voorraadopnames om ontslag te steun en derdens die bestaan of skep van omstandighede wat die implementering van kollektiewe verantwoordelikheid vir voorraadverlies moontlik sal maak. Kruidenierskleinhandelaars ondervind geen probleme met die identifisering van haalbare "aanvaarbare voorraadverliesvlakke" of met die uitvoer van hoogs akkurate voorraadopnames en - tellings nie. Omstandighede wat die oplê van kollektiewe verantwoordelikheid vir voorraadverlies moontlik maak, was egter duidelik nie aanwesig nie. Kllektiewe verantwoordelikheid is uitgesluit weens die gespesialiseerde aard van die werknemers se take en 'n gebrek aan mede-verantwoordelikheid weens werknemers se onvermoë am mekaar direk waar te neem. 'n Aangepaste Pep-model is egter toepasbaar in kruidenierskleinhandelwinkels op departementele vlak indien die departemente van bedrog of foute deur ontvangsklerke en kassiere afgeskerm word. Die afskerming kan bereik word deur die implementering van gesamentlike ontvangsprosedures wat elke departement betrek by die ontvangs van departementele voorraad en verskerpte kassiermonitering. Die invoer van Radiofrekwensie-identifikasietegnologie sal uiteindelik die implementering van die Pep-model fassiliteer deur die verhoogde afskerming van departemente. Hierdie verhoogde afskerming word bereik deur die vermoë om die beweging van indiwiduele items in winkels na te speur en die vermindering van ontvangs- en kassierfoute en -bedrog as gevolg van die outomatisering van aspekte van die funksies. Hierdie tegnologie sal egter waarskynlik nie oor die korttermyn toegepas word nie weens die aansienlike koste van RFIO-etikette en die tegniese en organisatoriese beperkings op die invoer daarvan. Persepsies oor die toepasbaarheid van die Pep-model word in kleiner winkels gekorreleer met die totale winkelvloeroppervlak, terwyl die toepasbaarheid van die model in groter winkels gekorreleer word met die grootte van die personeelkorps. Dit suggereer dat die model ideaal toepasbaar mag wees in kleiner winkels waar die totale winkelvloeroppervlak relatief kleiner is en in groter winkels waar die personeelkorps relatief groter is.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Ongoing business sustainability today is one of the major issues facing the management of organizations. How to remain in the profit zone, that area where a company will be allowed to make high profit in its industry, is a constant challenge. Continued profitability in a fast changing industry, where the profit zone moves as competitors offer the same solutions, requires constant innovation, implementation of new ideas and heavy financial commitments. The key is to identify clear and rational business design choices that are responsive to customers and that will ensure profitability. This document will illustrate how the four major food retail companies in South Africa, and their visionary leaders, have reinvented their business designs in ways that kept or returned them to the profit zone. Shoprite's target market is the middle to lower income group. The company has built up core competencies within its business to serve this segment. There are currently a number of issues facing Shoprite's core market, and as a result the company is diversifying its income streams to be less dependant on a vulnerable target market. . The visionary leadership of Raymond Ackerman, who applied principles of customer sovereignty long before his peers, has resulted in one of the best-run companies in South Africa. Pick 'n Pay's ability lies within the middle to upper segment of the market. The company has built its business on one core element - the customer, and has adapted the company business design to meet the needs of the customer and capture value . .Spars' philosophy of giving the small retailer the power to compete with the larger retailer, who buys in bulk, has proved to be a successful formula and is threatening the traditional hierarchy. Owners who are in close contact to customers have the flexibility to align their businesses with the customer requirements. 'Woolworths has one of the strongest brands in the South African retail industry. However, the company has in recent years been in serious trouble having lost its way because it lost touch with its customers. Concentrating back on the core customers and building back confidence in its goods, have taken considerable focus. Each of the business designs are built on a deep understanding of what the customer needs are of the target market they serve and how they will be allowed to make a profit. / AFRIKAANSE OPSOMMING: Een van die grootste knelpunte vir organisasies vandag is volhoubare besigheidsbestuur. Die uitdaging is om in die area te bly waar die organisasie toegelaat sal word om hoë wins te maak. Voortgesette winsgewendheid in 'n industrie waar die wins area veskuif as gevolg van mededingers wat oplossings naboots, vereis voortdurende vernuwing en strawwe finansiële verpligtinge. Die sleutel is om duidelike en rasionele besigheidsontwerpbesluite te neem wat kliente behoeftes aanspreek en wat na 'n wins sal lei. Hierdie dokument beskryf hoe die vier groot voedselhandelaars en hulle leiers hul besighede herontwerp het sodat hulle winsgewend kan bly. Shoprite se teiken mark is die middel - tot lae inkomste groep. Die firma het kern bevoegdhede binne sy besigheid ontwikkel om hierdie segment te bedien. Shoprite diversifeer huidiglik sy inkomste stroom as gevolg van die kwesbaarheid van sy teiken mark. Pick 'n Pay word as een van Suid Afrika se beste bestuurde firmas beskou. Die sukses word toegeskryf aan die leierskap van Raymond Ackerman wat die beginsels van kliënte soewereiniteit lank voor sy portuurgroep geïmplimenteer het. Pick 'n Pay se fokus is die middel - tot hoë inkomste groep. Die firma is op een kern element gebou, die kliënt, en sy besigheids ontwerp is aangepas om die behoeftes van die kliënt te bevredig. Spar se filosofie is om die kleiner handelaar in 'n posisie te stel om met die groot handelaar, wat in grootrnaat aankoop, te kan meeding. Die groei wat Spar toon bedreig die traditionele hiërargie en bewys die sukses van hierdie formule. Winkel eienaars wat noue kontak met kliënte het, kan hulle besighede aanpas om in kliënte se behoeftes te voorsien. Woolworths het een van die sterkste handelsmerke in die Suid Afrikaanse handels industrie. Die firma was in die laaste paar jaar in groot moeilikheid omdat hy tred verloor het met sy kliënte. Deur weer te konsentreer op die kern kliënt en om vertroue op te bou in sy goedere het beduidende fokus vereis. Elk van die besigheids ontwerpe is gebou op 'n intieme begrip van die behoeftes van die teiken mark wat bedien word en hoe die firma toegelaat sal word om 'n wins te maak.