Strategic Planning for Information Systems Third Edition phần 3 ppsx

purchase, GE refuses dealers purchases for stock, but provides de- monstration models, against which customers can order for next day direct delivery through GE’s ‘Direct Connect’ system. GE holds all the stock and dealers can order any model online, on behalf of the customer. Dealers are now effectively paid commission on sales made rather than items purchased. This enables GE to encourage cus- tomers to buy the latest models rather than the often older models stocked in large quantities by dealers. The system has helped smaller dealers to compete more effectively with large discount warehouses, enabling them to meet more of the customers’ needs, and has reduced stock holdings in the supply chain by about 12%. Also, since GE has to arrange delivery, it gathers useful consumer data. The direct insurers, led by Direct Line, have had a dramatic impact on the general insurance industry by simplifying the process es for selling policies and handling claims. By carrying out most transactions by telephone (and now online) and having integrated systems, it has both reduced costs and hence premiums and improved customer satisfaction with the responsiveness and efficiency of the service. 2. Customer Intimacy—targeting markets very precisely and tailoring products and services to the needs of particular customer groups. The purpose here is not just to ‘satisfy’ but to ‘please’ customers by understanding their needs and meeting them on every occasion. This can obviously be expensive but it can build long-term customer loyalty. Examples quoted include Home Depot, a DIY retailer whose purpose is to ‘solve the consumer’s home-repair problems’ rather than merely sell products, and Kraft and Frito Lay in consumer A Resource-based View of Strategy 113 Economic environment Market requirements Competitors Stakeholder demands Resources Competencies EXTERNALLY DRIVEN 1. Operational excellence? 2. Customer intimacy? 3. Product leadership? INTERNALLY DRIVEN BUSINESS STRATEGY Figure 2.9 Forces that shape strategy packaged goods, who both offer an extensive range of products to match the preferences of many different types of consumer. Their information systems enable a retail outlet to tailor the ‘product offer’ to the locality through ‘micro-merchandising’ programs affect- ing product range, promotion, pricing and store layout. Within such a strategy, information systems will focus on collecting and analysing customer information, covering not merely purchases but also other relevant attributes and feedback on products and services. This enables careful segmentation of the marketplace and targeting of the desired segments. In almost all the examples quoted, deciding who not to sell to, especially those who buy merely on price, is as important as targeting desired customers. In the UK, an example of customer intimacy is RS Components, who sell by mail order elec- trical and other components to engineers. The ‘customers’ are the engineers, not the organizations they work for, and RS effectively provide a problem-solving and rapid delivery service, for which the engineer, and consequently his organization, is happy to pay a premium. The extra cost is easily offset by the time the engineer saves in determining what he or she needs to buy and where to get it. 3. Product Leadership—continuing product innovation meeting cus- tomers’ needs. This implies not only creativity in developing new products and enhancing existing ones, but also astute market knowl- edge to ensure that they sell. The strategy involves delivering a con- tinuous stream of new products and/or services, where what is new is valued by the customers. Johnson & Johnson are quoted as a good example of a ‘product leader’, and a particular instance quoted is its contact lens business, where it pioneered the introduction of dis- posable lenses. The rapid gain of market acceptance and market share were due not only to the innovative product itself but to new systems to control the manufacturing and distribution of the product, which is more akin to fast-moving consumables than tradi- tional eye-care products. 3M has traditionally followed a product leadership strategy in the adhesives and coating market, and the story of Post-it notepads is now legendary—how a ‘failed’ new adhesive became the basis for a best-selling product—what would we do without it? Although these three competence-based strategies are not the only rou tes to success, they can be used to: . Understand and agree the main direction, rationale a nd focus of the business’s strategy. Although Treacy and Wiersma quote examples of 114 Business Strategy Concepts and the IS/IT Strategy Implications TEAMFLY Team-Fly ® companies succeeding in more than one dimension, most organiza- tions can be successful by excelling in one of them. Most strategies imply ‘majoring’ on one of these areas for the next stage of develop- ment—probably one to two years ahead. At the same time, the business must not become uncompetitive in the other two. Action may well be needed to (say) ensure that its processes do not become markedly less effective than those of its competitors while it develops its new products, or costs will increase too quickly. Alternatively, it must not dissatisfy its customers while making major improvements in operational effectiveness. Figure 2.10 attempts to show this in terms of the relative degree of competence required to achieve ad- vantage (prosper), sustain its position (succeed) or avoid merel y fighting for survival. . Gain consensus and agreement among the business management about what has to improve and why, which can be critical in estab- lishing the ‘themes’ behind both the business and IS strategy, as described in Chapter 3. The set of planne d investments on IS/IT should relate to overcoming deficiencies in existing capabilities and to developing the organization’s future competencies. Otherwise, the organization will be unable to link the priorities for IS/IT investment to other business-development initiatives and change program s that are essential to achieving the strategy. These aspects of strategic management have significant implications for the overall role of IS/IT, which can be a differentiating competency or may be an essential ingredient to support, enable or enhance other A Resource-based View of Strategy 115 Customer intimacy SURVIVAL SUCCESS PROSPERITY Operational excellence Product leadership Figure 2.10 Advantage and disadvantage—dimensions of competency (source: M. Treacy and F. Wiersma, The Discipline of Market Leaders: Choose Your Cus- tomers, Narrow Your Focus, Dominate Your Market, HarperCollins, London, 1995) competencies. As mentioned in Chapter 1, the development of an ‘IS capability’—a combination of competencies and resources—that can be instrumental in creating, delivering and sustaining advantage is discussed in later chapters. SUMMARY It is vital that the IS/IT strategies and plans be linked directly to the objectives and strategies of the business unit and of the corporation as a whole. There are now a number of examples where IS/IT strategy formulation and planning takes place within the same process as cor- porate strategy formulation and planning, and, indeed, the entire strategy process is now fully integrated. However, the evidence, as quoted in Chapter 1, is that this applies to a minority of organizations, as yet. Each of the tools and techniques described above has been shown to have value in the various strategy development and planning processes. If there are going to be close links between IS/IT and business strategies, then these same too ls and techniques should have direct relevance in IS/ IT strategy formulation and planning, if only because they enable business managers to become positively and actively involved. Traditionally, IS/IT was seen as an instrument of implementation of strategy. In many of its uses, it is still exactly that; however, as described in Chapter 1 and shown in Figure 1.5, IS/IT now has to be considered as an input to business strategy, in terms of its potential to change this strategy or create new strategies. It must be remembered that the same IS/IT-based opportunities may also exist for competitors and, therefo re, IS/IT can constitute a threat, just like a new competitive product. The next task is to establish that context for IS/IT strategy more coherently. Chapter 3 will develop models and approaches to IS/IT strategy development—but all those models and approaches recognize the need to link effectively to the business strategy, its determination and management, both to achieve alignment of the strategies and to take advantage of the strategic opportunities IS/IT can create. ENDNOTES 1. There is much research and commentary to support this position. See, for example, T.S.H. Teo and J.S.K. Ang, ‘An examination of major IS planning problems’, International Journal of Information Management, Vol. 21, 2001, 457–470; C.P. Armstrong and V. Sambamurthy, ‘Information technology assimilation in firms: The influence of senior leadership and IT infrastructures’, Information Systems Research, Vol. 10, No. 4, 1999, 304–327; S. Dutta, ‘Linking IT and business strategy: The role and responsibility of senior management’, European Management Journal, Vol. 14, No. 3, 1996, 255–268; ‘The end of delegation? Information technology and the CEO’, Harvard Business Review, September–October, 1995, 161–172. 116 Business Strategy Concepts and the IS/IT Strategy Implications 2. H.I. Ansoff, R.P. Declerck and R.L. Hayes, eds, From Strategic Planning to Strategic Management, John Wiley & Sons, New York, 1976. 3. F.W. Gluck, S.P. Kaufmann and A.S. Walleck, ‘Strategic management for competitive advantage’, Harvard Business Review, July–August 1980, 154–161. 4. M. Subramani and E. Walden, ‘The impact of e-commerce announcements on the market value of firms’, Information Systems Research, Vol. 12, No. 2, 2001, 135–154; P.M. Lee, ‘What’s in a name.com?: The effects of ‘‘.com’’ name changes on stock prices and trading activity’, Strategic Management Journal, Vol. 22, No. 8, 2001, 793–804. 5. A. Campbell and M. Alexander, ‘What’s wrong with strategy?’, Harvard Business Review, November–December, 1997, 42–51. 6. H. Mintzberg, The Rise and Fall of Strategic Planning, Free Press, New York, 1994. 7. G. Hamel, ‘Strategy as revolution’, Harvard Business Review, July–August 1996, 69–82. 8. M.E. Porter, Competitive Strategy: Techniques for Analysing Industries and Competitors, Free Press, New York, 1980. 9. See, for example, K. Kelly, New Rules for the New Economy, Viking Press, New York, 1998. 10. C. Handy, The Empty Raincoat, Hutchinson, London, 1994. 11. Vodafone Future: Corporate Social Responsibility Report 2000–2001. 12. See L.F. Cranor, ‘Internet privacy’, Communications of the ACM, Vol. 42, No. 2, 1999, 28–38; and H. Wang, H.K.O. Lee and C. Wang, ‘Consumer privacy concerns about Internet marketing’, Communications of the ACM, Vol. 41, No. 3, March 1998, 63–70. 13. Campbell and Alexander note that companies that don’t win the loyalty of stakeholders will go out of business. See A. Campbell and M. Alexander, ‘What’s wrong with strategy’, Harvard Business Review, November–December 1997, 42–51. 14. G. Johnson and K. Scholes, Exploring Corporate Strategy, Prentice Hall, Englewood Cliffs, New Jersey, 2002. 15. H. Mintzberg, ‘Patterns in strategy formulation’, Management Science, Vol. 24, No. 9, 1978, 934–948; H. Mintzberg and J.A. Waters, ‘Of strategies, deliberate and emergent’, Strategic Management Journal, Vol. 6, 1985, 257–272; and J.B. Quinn, Strategies for Change: Logical Incrementalism, Irwin, Homewood Illinois, 1980. 16. H. Mintzberg, ‘Crafting strategy’, Harvard Business Review, July–August 1987, 66–75. 17. J.M. Higgins, Strategy Formulation, Implementation and Control, Dryden Press, New York, 1985. 18. M.E. Porter, Competitive Strategy: Techniques for Analysing Industries and Competitors, Free Press, New York, 1980 and Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York, 1985. 19. G.L. Parsons, ‘Information technology: A new competitive weapon’, Sloan Management Review, Fall, 1983, 3–15. 20. F.W. McFarlan, ‘Information technology changes the way you compete’, Harvard Business Review, May–June 1984, 98–110. 21. J.I. Cash, ‘Interorganizational systems: An information society opportunity or threat?’, The Information Society, Vol. 3, No. 3, 1988, 199–228. 22. M. Porter, ‘Strategy and the Internet’, Harvard Business Review, March 2001, 64–78. 23. D. Feeny, ‘Making business sense of the e-opportunity’, MIT Sloan Management Review, Winter, 2001, 41–51. 24. A. Roberts, ‘Online wine exchanges plan derivatives’, Financial Times, 14 June 2001. 25. Y. Bakos, ‘Reducing buyers’ search costs: Implications for electronic marketplaces’, Man- agement Science, Vol. 43, No. 12, 1997, 1676–1692; Y. Bakos, ‘The emergence of electronic marketplaces on the Internet’, Communications of the ACM, Vol. 41, No. 8, 1998, 35–42. 26. M.E. Porter and V.E. Millar, ‘How information gives you competitive advantage’, Harvard Business Review, July–August 1985, 149–160. 27. J.I. Cash, ‘Interorganizational systems: An information society opportunity or threat?’, The Information Society, Vol. 3, No. 3, 1988, 199–228. 28. N.D. Meyer and M.E. Boone, The Information Edge, McGraw-Hill, New York, 1986. 29. B. Wernerfelt, ‘A resource-based view of the firm’, Strategic Management Journal, Vol. 5, 1984, 171–180. 30. J.B. Barney, ‘Firm resources and sustained competitive advantage’, Journal of Management, Vol. 17, 1991, 99–120; ‘Looking inside for competitive advantage’, Academy of Management Executive, Vol. 9, 1995, 49–61; Gaining and Sustaining Competitive Advantage, Addison- Wesley, Reading, Massachusetts, 1997. 31. M. Treacy and F. Wiersma, ‘Customer intimacy and other value disciplines’, Harvard Business Review, January–February 1993, 84–93; The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market, HarperCollins, London, 1995. Endnotes 117 3 Developing an IS/IT Strategy: Establishing Effective Processes Developing an IS/IT strategy is taken to mean thinking strategically and planning for the effective long-term management and optimal impact of information in all its forms: information systems (IS) and information technology (IT) incorporating manual and comp uter systems, computer technology and telecommunications. It also includes organizational aspects of the management of IS/IT. A concise but somewhat narrower definition offered by Lederer and Sethi 1 is ‘the process of deciding the objectives for organizational com- puting and identifying potential computer applications which the organ- ization should implement.’ A further perspective, underpinning the close relationship between business and IS strategies is: ‘An IS strategy brings together the business aims of the company, an understanding of the information needed to support those aims, and the implementation of computer systems to provide that information. It is a plan for the devel- opment of systems towards some future vision of the role of IS in the organization.’ 2 A more recent definition, which fits with the approach of this book, is ‘the process of identifying a portfolio of computer-based applications to be implemented, which is both highly aligned with corporate strategy and has the ability to create an advantage over competitors.’ 3 The most common aims for organizations adopting an IS/IT strategy process are: . alignment of IS/IT with the business to identify where IS/IT con- tributes most, and the determination of priorities for investment; . gaining competitive advantage from business opportunities created by using IS/IT; . building a cost-effective, yet flexible technology infrastructure for the future; . developing the appropriate resources and competencies to deploy IS/ IT successfull y across the organization. This chapter is concerned with establishing a framework and process for developing IS/IT strategies. It assumes that it must be closely integrated with business strategy, and that, to be effective, it must be a continuous process, with a flow of deliverables that dovetail with the outcomes of business strategic thinking and planning. Where an IS/IT strategy-formulation process has not become estab- lished, it may be necessary to undertake initiatives in one or more areas of the business, to foster awareness of the importance of delivering real benefits to the business through the deliberate application of IS/IT in support of its critical business needs, and to achieve the transition in an acceptable timescale. This will also offer the opportunity to ensure that old, inappropriate planning methods are stopped, and better, more comprehensive app roaches are adopted. The process should introduce the required disciplines, controls and new techniques, establish good relationships, and identify tasks and responsibilities and thus define planning resource requirements. However, as soon as possible, the IS/ IT stra tegy process needs to become an integral part of the development of business strategy, business plans and their subsequent implementation. One of the most compelling arguments for integrating business and IS strategy formulation and planning is so that the finite resources of the business can be allocated in a coherent manner to achievable strategies and plans that collectively will deliver benefits to the business. The IS/IT Strategy Process: Some Definitional Clarity The writings in the area of IS/IT strategy can be a little confusing, not least because of the variety of terms encountered and the inconsistent usage of language for seemingly similar concepts. In the research litera- ture, ‘strategic information systems planning’ (SISP), ‘information systems planning’ (ISP), ‘information systems strategy planning’ (ISSP) and ‘business systems plan ning’ are just some of the terms frequently encountered. Examining the meanings of these concepts as they are used reveals that they are essentially similar. Indeed, the emphasis on ‘planning’ probably originates as a consequence of portraying IS/IT as part of the implementation of the business strategy—IS/IT investments were planned once the business strategy had been formulated. With IS/IT increasingly shaping the strategy of a business, the strategizing aspect must be emphasized. Developing an IS/IT Strategy: Establishing Effective Processes 119 In this book, a distinction is made between IS/IT strategy formulation and IS/IT planning—this difference between ‘strategy’ and ‘planning’ was addressed in Chapter 2. Formulation is concerned with developing the IS/IT strategy and is addressed in this book through a process of align- ment and competitive impact. Once that strategy has been formulated, an implementation plan can then be constructed—IS/IT planning. The IS/IT strategy process refers to both formulation and planning (see Figure 3.1). While the IS/IT strategy drives IS/IT planning, constructing the IS/IT plan may reveal aspects that cause the IS/IT strategy to be reconsidered. THE EVOLUTION OF THE IS/IT STRATEGY PROCESS: FROM TECHNOLOGY FOCUS TO STRATEGIC FOCUS Research has highlighted that, in many organizations, approaches to IS strategy formulation have tended to follo w an evolutionary process. In Stage 1, the focus is on planning to deliver technology. At Stage 5, the organization has reached a stage of maturity where the emphasis is on assessing the competitive impact of IS/IT and in ensuring the alignment between business strategies and IS/IT investments. This evolution can be explained as follows: . Stage 1—typical early data processing (DP) planning—the IT de- partment need to plan the interfaces between applications developed separately, project by project, in order to make them work effectively and efficiently, both in business operations and the utilization of technology. Obta ining management understanding of the increasing dependence of the business on its systems is the key objective, to enable a more coherent, less piecemeal, approach to be adopted. Essentially, support applications are being built and management 120 Developing an IS/IT Strategy: Establishing Effective Processes IS/IT strategy formulation IS/IT planning IS/IT strategy process Figure 3.1 IS/IT strategy process perceives IS/IT in that limited role, but the dependence is steadily increasing. . Stage 2—management, now aware (often because of some crisis or key system failure), initiate a top-down review of IS/IT applications in the light of business dependence—priorities are agreed based on the relative importance of business needs. For example, should the order processing redevelopment take precedence over the new sales analysis system? The approaches used are very method ological, normally based on derivatives of IBM’s ‘Business Systems Planning’ 4 or similar methodologies, and involve gaining a management con- sensus of criticalities and priorities. An extended, prioritized ‘shopping list’ of key operational type applications for both opera- tional and management information requirements will generally result. . Stage 3—the next stage is centred around detailed IS/IT planning, to determine the best way of implementing the applications and supporting technologies or, in some cases, reimplementing existing systems in more appropriate, integrated and perhaps less costly ways. The portfolio needs to be better balanced—greater attention is paid to the now (perceived to be critical) key operational systems and less resource is dedicated to sup port applications, each having been ‘prioritized’ in Stage 2. An ‘Application Support Centre’ or ‘Help desk’ 5 concept may be implemented for support-type systems, and application packages will probably be introduced to rationalize and replace internally-developed systems. Stage 3 can take considerable time to implement effectively and, while this is going on, nothing else can really happen, since all IT resources are budgeted against a known detailed 2–3-year plan. Through Stages 1 to 3, the evolution from isolated ‘efficiency’-driven applications to integrated ‘effectiveness’ systems has been occurring— but the objective has not yet been overt use of IS/IT for competitive advantage; the main purpose is to stop IS/IT being problematic and to ensure that it is causing no disadvantages. . Stage 4—the users take the reins, not necessarily encouraged by senior managem ent, but not discouraged either, because they do not wish to prevent business-led, entrepreneurial use of IS/IT by users seeing new opportunities, using information in new ways to provide business leverage/competitive advantage. This may start during Stage 3 as frustration builds up in the ‘jam tomorrow’ stage of detailed planning and implementation. It is important that users, unfettered in any way by IS/IT procedure or control, exerci se this The Evolution of the IS/IT Strategy Process 121 freedom to innovate, even if 90% of the ideas are of little strategic potential. It is the source of tested ideas that, with later IS/IT support, can be turned to advantage—literally, high potential oppor- tunities driven by the business. Many strategic applications originate this way. 6 . Stage 5—this is the difficult stage to reach, particularly if Stage 3 is delayed and Stage 4 is more user-rebellion than business stimulated innovation. It requires bringing it all back together—not just IS/IT- based strategy formulation as in Stage 2, but also the formulation of business strategy. In essence, the innovation ideas of Stage 4 require evaluation in the business context along with the opportunities now made available from the key operation al infrastructure (i.e. the knowledge of what to do and the ability to deliver it effectively). Linking IS/IT potential to the business strategy is the main task, and this requires the simultaneous attention of senior executives, line management and IT specialists—the first time in this process that they have all acted as a coalition together. There is no ‘method- ology’ available—multiple methods implies business strategizing and planning methods plus IS/IT top-down and bottom-up approaches. Strategic applications can be identified and agreed upon in the context of the business strategy. The ‘process’ does not always occur sequentially in an organization, and there will always be overlap across the stages. In large organizations, different businesses or functions may be at different stages in their evolu- tion. What is surprising, in some ways, is how often the stages are followed quite sequentially as an organization gets more sophisticated in its application and deployment of IS/IT. All these variations on the IS/IT strategy process will be discussed in more detail later in the book, with special focus on the latter stages, which most organizations now have to address successfully. APPROACHES TO IS/IT STRATEGY DEVELOPMEN T There is a difference between having an IS/IT strategy and having an IS/ IT strategy that is closely align ed and integrated with the business strategy. Over the years, organizations have adopted a variety of approaches in planning IS/IT investments; unfortunately, these have not always resulted in the organization deploying IS/IT strategically. Earl 7 has studied the changing focus and increasing maturity of the IS/ IT strategy process in a number of organizations and has identified five main types of approach. The chief characteristics of these five types are 122 Developing an IS/IT Strategy: Establishing Effective Processes [...]... are derived from business The Challenges of Planning Strategically for IS/IT Today Figure 3. 3 133 Integrated business strategy framework imperatives Long-term benefits are sought from the strategic exploitation of information and it has a formulative part to play in advancing business strategy The business environment and approaches to strategy formulation and planning were examined in Chapter 2, which... Table 3. 4 Pitfalls to planning, in relation to people (source: adapted from A.L Lederer and V Sethi, ‘The implementation of strategic information systems planning methodologies’, MIS Quarterly, Vol 12, No 3, 1988, 445–461) Problems, listed in order of severity 1 2 3 4 5 6 7 8 Difficulty in obtaining top management commitment for implementing the plan Success of the approach is greatly dependent on the planning. .. opportunities Strategic/ Competitive advantage Stage 4 AM FL Y Balancing the portfolio Detailed IS planning Stage 3 TE ‘Organization led’ Multiple method at same time Coalition of users/ management and IT Integrating IS and business strategies Linkage to business strategy Stage 5 Table 3. 1 Increasing organizational maturity with respect to IS planning (source: M.J Earl, ‘Experiences in strategic information systems. .. and demand (business needs expressed as information systems requirements) This is why it is critical to make the distinction between IS strategy and IT strategy IS strategy deals with what to do with information, systems and technology, and how to manage the applications from a business point of view It thus focuses on the close alignment of information and systems in support of business needs and... modelling systems, to access, say, profit and revenue figures Alternatively, there may be a need for an IS strategy to meet corporate information requirements, which are entirely different from those of the business units, whose interests are in supporting their own particular business strategies Corporate information needs support long-term planning and allocation of resources, and draw on consolidated information. .. and this book is not attempting to put forward a prescriptive methodology for conducting IS/IT strategy formulation and planning It would be foolhardy to attempt to do so, since each situation is unique, warranting careful consideration, and requiring its own tailored approach Rather, a framework and ‘tool box’ of techniques for IS/IT strategy formulation and planning are proposed that can be adapted... ‘engineering’ philosophy based on top-down analysis of information needs and relationships Technological—IS/IT planning is seen as an exercise in process and information modelling Here, IS professionals use analytical modelling and tools (e.g Computer Aided Software Engineering [CASE]) to produce IS plans in the form of blueprints—perhaps one each for applications, data, communications and computing... attempt to develop a more strategic perspective of IS/IT  134 Developing an IS/IT Strategy: Establishing Effective Processes The search for competitive advantage through the application of IS/ IT A broader scope for planning, which incorporates a wider spectrum of technologies, rather than just traditional uses of IT for processing data and information The need to unite technologies, as they emerge,... as well as with the installed base The development of information, systems and technology architectures to guide the introduction and integration of new and existing systems and technologies A shift away from traditional, formal structured plans toward much more flexible approaches, whose aims are to find and implement the most important initiatives for the benefit of the business, and epitomized by their:... program of strategic and tactical projects (see Figure 3. 3) Developing an IS/IT strategy in today’s competitive environment is not easy to achieve By definition, it must be deeply embedded in business issues, since it promotes IS/IT as direct tools of competitive strategy At the same time, it must continue to meet information processing and managerial information needs, but its primary orientation has turned . language for seemingly similar concepts. In the research litera- ture, strategic information systems planning (SISP), information systems planning (ISP), information systems strategy planning . long-term management and optimal impact of information in all its forms: information systems (IS) and information technology (IT) incorporating manual and comp uter systems, computer technology and telecommunications 1 23 Table 3. 1 Increasing organizational maturity with respect to IS planning (source: M.J. Earl, ‘Experiences in strategic information systems planning , MIS Quarterly, Vol. 17, No. 1, 19 93,