The Art of Woo': Selling Your Ideas to the Entire Organization, One Person at a TimePublished: October 17, 2007 in Knowledge@Wharton

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Share on facebookShare on twitterShare on emailMore Sharing Services Former Chrysler chairman Lee Iacocca once noted, "You can have brilliant ideas; but if you can't get them across, your ideas won't get you anywhere." In their new book, The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, Wharton legal studies and business ethics professor G. Richard Shell and management consultant Mario Moussa provide a systematic approach to idea selling that addresses the problem Iacocca identified. As an example of effective persuasion, they tell the story of rock star Bono's visit to then-Senator Jesse Helms' Capitol Hill office to enlist his help in the global war against AIDS. Bono had all the facts and figures at his fingertips, and launched into a detailed appeal based on this data. He was, in essence, speaking to Helms the same way he had recently spoken to executives and technical experts at the many foundations and corporations he had approached about this issue. But within a few minutes, Bono sensed that he was losing Helms' attention, and he instinctively changed his pitch. Knowing that Helms was a deeply religious man (and drawing on his own born-again Christian values), Bono began speaking of Jesus Christ's concern for the sick and poor. He argued that AIDS should be considered the 21st century equivalent of leprosy, an affliction cited in many Bible stories of the New Testament. Helms immediately sat up and began listening, and before the meeting was over had promised to be the Senate champion for Bono's cause. Examples such as this one illustrate what Shell and Moussa mean by "woo": It's the ability to "win others over" to your ideas without coercion, using relationship-based,

emotionally intelligent persuasion. "The rock star Bono is superb at the art of woo because he understands what it takes to be a super-salesman, in the best sense of that term," says Shell. "Here you have a rock star with tinted glasses and an elderly, conservative Southern senator. But when Bono had the good sense to switch from public policy talk about debt relief -- what we call in our book the 'rationality' channel -to religious talk about poverty and disease -- what we call the 'vision' channel -- he touched Helms' heart. He sold his idea and, in the process, created trust." The word "woo," the authors note, has many meanings, but all of them relate to focusing on the person you are trying to persuade more than on your own needs and fears. "There is the obvious meaning related to courtship and romance," says Shell, "but there is also the more general idea of wooing people to seek their support. In addition, Marcus Buckingham and Donald Clifton have recently used the word 'woo' in their books to describe the ability to easily establish rapport with many different people." However "woo" may be defined, the authors argue that effectively selling ideas -- using persuasion rather than force -- is one of the most important skills that everyone from CEOs and entrepreneurs to team leaders and mid-level managers need to learn if they want to be effective in their organizations. The Spirit of St. LouisRead More About...social network, business ethics,organizational change, human rights,executive education Articles Bing Gives Microsoft a Boost, but Can It Compete with Google?Knowledge@Wharton

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The Art of Woo presents a simple, four-step approach to the idea-selling process. First, persuaders need to polish their ideas and survey the social networks that will lead them to decision makers. To illustrate this step, Shell and Moussa recount how an unknown mail pilot named Charles Lindbergh turned his dream of being the first person to fly nonstop across the Atlantic into a reality. His idea was radical: He would make the crossing in a single-engine plane flying without a co-pilot or even a life raft. The idea was followed by his campaign to overcome people's disbelief that such a venture could ever work and to win over supporters in his hometown of St. Louis. Lindbergh started with contacts at the local airport who could see why his plan made sense and eventually worked his way up to the most influential businessmen in the city, using each person along the way to leverage an interview with the next.

The second stage of the Woo process is confronting what Shell and Moussa call "the five barriers" -- the five most common obstacles that can sink ideas before they get started. These include unreceptive beliefs, conflicting interests, negative relationships, a lack of credibility and failing to adjust one's communication mode to suit a particular audience or situation. Great persuaders throughout history have shared with Bono an instinct for overcoming this last barrier. For example, when Napoleon was a young officer at the siege of Toulon, he set up an artillery battery in such a dangerous location that his superiors thought he would never get troops to man it. They would have been right had Napoleon relied on the conventional "authority channel" and issued threats and orders to get his way. Instead, he demonstrated his social intelligence by switching to the visionary channel and creating a large placard that was placed next to the cannons. It read: "The Battery of the Men without Fear." The position was manned night and day. Similarly, when Nelson Mandela was incarcerated on the notorious Robben Island in South Africa, he managed to obtain blankets and other necessities for his fellow prisoners by foregoing the expected high-minded appeals to politics and human rights. He worked instead on the relationship persuasion channel. By learning the guards' Afrikaans language and reading their literature, Mandela earned their respect and won them over to his idea of fair treatment -- even as he continued to face hostility from the officials who ran the prison. The third stage is to pitch your idea in a compelling way. Shell and Moussa note that at Google, employees selling ideas to upper management are given a challenge: to distill their business concepts into short, punchy presentations that get right to the essence of what they are proposing. This discipline forces them to figure out exactly what problem their idea addresses, how their idea will solve it and why their idea is better than both the status quo and available alternatives. The authors offer a template for pitching ideas in this format and give examples of distinct ways one can personalize an idea to make it memorable and distinctive. The final stage of Woo is to secure both individual and organizational commitments. "One of the most common mistakes people make in selling ideas," says Shell, "is to think that their job is finished once they succeed in getting someone to say 'yes' to their proposal. That's only the beginning. Research shows that in most organizations, a minimum of eight people will need to sign off on even simple ideas. The number goes up from there. So after you move the individual, you also have to move the organization." Shell and Moussa use a number of cases from business history to illustrate this point. For example, they tell the story of Charles F. Kettering, a brilliant inventor and engineer from the 1930s whom many consider an equal of Thomas Edison. Kettering invented such things as the automatic transmission and safety plate glass, but one of

his best ideas -- the air-cooled automobile engine -- sat on the shelf for decades until the Volkswagen Beetle incorporated it. Kettering convinced Alfred Sloan, GM's top executive, that producing the air-cooled engine was a good idea, and the company's executive committee gave the go-ahead to make a limited number of cars with the prototype. But instead of following the idea through, Kettering went back to his lab to concentrate on the technical aspects of the project. The committee handed the production assignment to the Chevrolet division, whose top managers had never been brought into the persuasion process. They let the idea languish and it was eventually abandoned. "Kettering made a fundamental mistake: He didn't follow up and keep the pressure on," Shell notes. "He didn't do the political coalition-building needed to implement his idea." Andy Grove's 'Constructive Confrontation' Individual personality plays a key role in how you influence others, Shell adds. The book therefore includes two personalized "diagnostic" tests that readers can take to discover their persuasion strengths and weaknesses. One of the diagnostics is the "Six Channels Survey," which is designed to help people learn which of the key channels of influence they feel compelled to use most often at work and which they would prefer to use if given a choice. These channels include Authority, Rationality, Vision, Relationships, Interests and Politics. The idea is to help readers understand both how these six channels work and when they should adjust their pitch -- as Bono did with Senator Helms and Mandela did on Robben Island -- to appeal to different kinds of audiences. A second self-administered test, the Persuasion Styles Assessment, helps readers determine the degrees of assertiveness and natural social intelligence they bring to the idea-selling process. The authors point out that there is no one "correct" style of persuasion; rather, the key is being self-aware so you know how you perform and how others will perceive you. For example, Shell and Moussa illustrate the "Driver" style (a highly assertive type who gives only limited attention to the social environment) by examining how Intel CEO Andy Grove managed the persuasion process at Intel during his years as that company's leader. Labeled the "screamer," Grove could be intimidating to people who didn't know him well. But he was also willing to listen if people stood up to him and matched his passion. To facilitate communication, Grove instituted what he called a culture of "constructive confrontation" that freed everyone to be as blunt and assertive as he was. The result was a high-stress environment, but one in which everyone could speak their minds. The Art of Woo goes on to describe four other distinctive styles with examples drawn from business history. Banker J. P. Morgan is given as the model for the Commander (a

Grove-like person who has a quieter demeanor), John D. Rockefeller exemplifies the Chess Player (a quieter person who attends strategically to the social environment), Andrew Carnegie's life provides the example for the Promoter style (a gregarious type who uses high levels of social intelligence), and Sam Walton is the model for the style that strikes the balance among all the others -- the Advocate. Three Typical Mistakes Both Shell and Moussa have wide experience in the area of negotiations. Shell is director of Wharton Executive Education's Negotiation Workshop and author of Bargaining for Advantage: Negotiation Strategies for Reasonable People . Moussa teaches executive education courses on negotiation and organizational change and is head of the Negotiation Practice Group at management consulting firm CFAR (the Center for Applied Research). This year, Shell and Moussa launched a new Wharton Executive Education program called the Strategic Persuasion Workshop. The idea for the book arose from the comments of executive education participants who frequently spoke about internal negotiation problems they were facing in their companies. These conversations gave the authors the idea to "talk about persuasion inside organizations, with a focus on selling ideas," says Shell. "We had a laser beam into the crisis moment when you're sitting at the table and you've got an idea or an initiative or a program, and you're trying to get buy-in from a decision maker. From there, we built out the strategic process that can prepare you for that moment in the best possible way. By doing that, we were able to identify the key personality traits that great persuaders share and develop the diagnostic surveys to help people gain insights into their own styles and approaches." Asked what the top three mistakes are that people make in selling ideas, Shell notes that the number one-error is "egocentric bias," or "focusing on yourself instead of your audience. People assume that the person they are trying to sell on their idea is just like them, that he or she has the same primary goals and frame of reference, and that what they are talking about is important to the other side. But other people may not care at all about what is important to you.... It's a killer assumption." A second mistake is the belief that there are no systematic ways to persuade people to accept an idea. "A lot of people just wing it, thinking they can count on their own experience and instinctive powers of persuasion to carry the day," says Shell. "But in fact, you do need a strategy. That is what this book is about." The third most common error is to forget about organizational politics, as Charles Kettering did at General Motors. "Whenever a new idea might affect resources, power, control or turf," Shell says, "politics will be part of the problem at the implementation stage. You need to prepare an idea-selling campaign, not just a presentation."

The authors suggest that people working in any group -- from the largest Fortune 500 company to an entrepreneurial startup -- can benefit from improving their skills at the art of persuasion. As Shell notes: "Influencing others in an organization to accept and act on your ideas is a challenge that never goes away."Additional Reading

Men, Women, and Money: Negotiating for More than Small Change How Deception, Reputation and E-mail Can Affect Your Negotiating Strategy Your Move: Book Offers Negotiation Strategies for Global Executives Wharton Executive Education: Strategic Persuasion Workshop: The Art and Science of Selling IdeasThis book summary and review of The Art of Woo: Using Strategic Persuasion to Sell Your Ideas was prepared by John S. Mizell while a Business Administration student in the College of Business at Southeastern Louisiana University. On this topicWriting a Good Boo k Review

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Executive Summary The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, is an excellent read for anyone, anyone not just people in the corporate world, or people who are looking to sell their ideas to companys, the book is full of excellent strategies to help sell yourself and have others help you become a leader in your own life. The book is a great overview of just what it takes to have success in all aspects of things that you are trying to accomplish, whether it be trying to get a new law passed, or coming up with innovative ideas for your childs elementary school this book can be used to help you tackle the daunting task of selling your ideas. The authors Shell and Moussa give plenty of excellent examples past and present of people who have used the tactics to help them achieve goals they have set, which is reassuring to know that other individuals have tried and succeeded with the instructions broken down in the book. They begin in the first few chapters with the basics explaining to the reader just how the art of woo (winning others over) works. They tell some of the key factors of how to make the system work with your specific personality type. Provided in the back of the book are appendixes which test you and help you determine the best plan of attack to help you sell your idea. They also go on to explain the best

communication methods, to help get you on the same wave length as your so called buyer. As you get on through book they also teach you one of the most important lessons you can learn is to be credible and to be trustworthy, once you have learned how you can earn peoples trust you will be able to sell yourself and by selling yourself you will be able to sell your ideas. Once they teach you how to be yourself and how to become trustworthy in the eyes of others, the next few chapters the authors introduce just how to win youre your buyers over and how to show them the incentives to get them to say yes to your proposal. They touch on subject to make sure you have properly thought your idea out, how to make your proposal memorable and they teach you just how to get commitment from your buyer. They are also able to teach you just how to set things up in your proposal to almost guarantee your buyer will be interested, teaching you how to keep the momentum of your idea going and how not to let it get cold. In the final chapter they touch on just how much success and failure you can gain from having the skills to know how to sell yourself to others. The book is something that has instilled may good life skills for me to hold on to and use for the future. They illustrated a good plan to help good ideas get better and to help you help your ideas not just go to waste but to help them get recognized and have others wanting your ideas to help their companies. This is defiantly a good read for people interested in entrepreneurship and those interested in moving up the corporate latter, a read that I wont soon forget and will probably use the skills learned in this book through out the rest of my life and through out the rest of my career. The Ten Things Managers Need to Know from The Art of Woo 1. 2. 3. 4. 5. Be trustworthy and credible. Find a way to connect with your buyer communication is key. You have to sell yourself to sell your ideas. Be passionate and completely believe in what your selling. Do your homework; know who and how the person you are pitching your ideas to operates, you

have a better chance at succeeding. 6. 7. Believe it can be done, research and study the ins and outs of the idea. Present your ideas with confidence and excitement.

8.

Know all the different outlets you idea can be presented in according to how the office or

management is being ran. 9. ideas. 10. Be memorable, say or do something in your pitch that will stick with them in the long-run. Credibility is something that is unmatched; being credible is the first step towards selling your

Full Summary of The Art of Woo; Using Strategic Persuasion to Sell Your Ideas To become a successful business leader, to be respected to be deemed credible and to have people stop to listen to your ideas and to be taken seriously takes lots of work. With many people leery of todays high-powered CEO due to scandals and misuse of power, conveying and convincing people of your ideas is a skill that has to be perfected and maintain through acquired traits. Through out this book the authors gave so man valid and inspiring ideas to help business people, and all people be taken seriously, whether you are in a corporate setting or if you are looking to sell your ideas to become wealthy entrepreneur this is a must read. Having the knowledge of how to come up with an idea, test it, refine it and know the skills you will need to sell it is something that will be helpful to people in all walks of life. Through out the book it details how to shape and reform your new ideas to help sell them through out the professional world. Information is provided through out with proven tactics and real world stories to show how they were implemented through out time. Selling Ideas: How Woo Works; in this first chapter the authors outline the basic steps your idea needs to take to become great. To help sell your ideas you have to build relationships, by getting people to see things in your eyes, or from your point of view. They go over examples of business people who have used these methods to convince their bosses to use the ideas they proposed. Bob Bogle of WAL-MART got his idea across by convincing owner and CEO Sam Walton that it would be easy to maintain and cheap since it was only 7 letters to keep lit in neon. He mentioned the name then had it hanging on the side of the building once Walton saw the name it wouldnt change from there on out. He used the theory that Walton was money conscious that the small number of letters, and once it was hung on the building was all he needed to see. So finding the correct medium to convey your idea is the way to have them implemented. Start with you: persuasion styles, the next chapter in the book as it claims it introduces the key player in Woo you. The appendixes are referenced and you take situational quizzes to determine your specific style of persuasion, once you complete the quizzes your specific persuasion style is revealed to help you sell your ideas. The specific category you are placed in is explained in detail and is broken down so you can better understand how to use your dominate personality traits to your advantage. To help you use the traits when coming up with strategies to help promote the idea you have worked so hard on developing. The authors also go on to use real world stories to show how different individuals can get

things accomplished by relying on their personalities. This could be one of the most important steps in developing an idea because it helps determine who you are and your specific styles in marketing yourself along with the idea you are trying to get across to your audience. Once you have discovered the best way to promote your ideas through the personality style that fits you best the next step in selling your idea is discussed in chapter 3; Connecting your ideas to people: stepping stones. Reading this chapter you will figure out just how to connect your ideas to the key people by making your way up the chain. Beginning with studying just who needs to hear about it so it can travel its way up in the company and you will be rewarded with a possible meeting to discuss the new idea. First you will have to study and watch and keep your ears and eyes open to determine the key payers in office politics. Decide just the right person on the ground level to tell your ideas to then watch it climb up the corporate chain of employees to find it in just the right decision makers hand. Once you have decided who to leak the information to, you must be certain that your idea is well polished and all the potential problems are sorted through and the good outweighs the bad. Making sure that the idea has been well sorted through is extremely important because if its a bad idea and had major flaws the climb up the latter will be no go because it will be more than likely shut down the moment it begins the climb once others begin discussing and talking about how the idea could work with in the company. Key things to remember are to be aware of the right people with the right connections with in the companys social network and also to be sure that your idea is sound and will help the company way more than it would hurt it. Once the problems are solved and the word is buzzing the next chapter reflects what in my opinion could me the most important part of the entire thing, chapter 4; Building Relationships and Credibility: Trust. This chapter reflects on your self image how others with iin the company see you, what your motives are and are you out to make the company better or for your own personal benefit. Creating relationships can be difficult i.e. chapter 5, yet the person or persons whom you will be dealing with must trust you; they must know that you are a good a credible person and would want to do business with you. The example story in the chapter written about Charles Lindbergh was in my opinion one of the best in the book, it took a look at how a simple guy who flew mail had a dream and an idea to make it across the Atlantic Ocean. Lindbergh did all the research he could and developed a plan in which he though would be full proof and decided to make certain contacts which could further the idea to become reality. He began making contacts and although he did not end up with the plane he originally wanted he reached his goal in the end. So a mail man with no money ended up with backers who built him a plane and got his dream off in the air, why did they do this? Because they trusted him, they realized that he had done his home work and knew that he would be able to take on the challenge. With a background in flying he was credible and his ideas made sense and sure enough he made the journey and won the prize. So being credible and trustworthy just may make the difference in whether your ideas will win or not.

Once your trust is established and you realize your really selling yourself chapter 5 comes into play Respect Their Beliefs: A Common Language. In this chapter the scene was set with Bono walking into a U.S. Senator James Helms office to sell him on the idea to help Africas debt, so they could help themselves fight AIDS. The senator seemed uninterested yet Bono doing his homework and learning that the senator was also a born again Christian, like Bono he used and example from the Bible and the next thing you know the Senator was on board with supporting the plan. Finding the connection between you and the buyer of you idea is most likely the best way to win his trust and get him or her or the company on your side. Its like speaking the certain language that fits that person or company, to figure this out and learn it is one of the best ways to persuade people it makes them feel like you are one of them. Also being able to switch up persuasion styles can be extremely helpful also Bono realized his first style wasnt really helping him so he switch up and began telling a story from the Bible. Whats in it for me? Will probably be the next question out of their mouths, we understand now we want to know how it will benefit me and or the company, moving on to chapter 6, the authors hit that very point. In todays competitive business world its all about me, me, me what are you going to do for me which is understandable and making the ideas pros and cons list is imperative to describe to the buyer just what he/she will gain from investing in your idea. Making it clear to them just what they will gain, will make them more inclined to say yes. Using this technique to show how the positive will out weigh the negative and the idea will soon be something they are very interested in. Using positive aspects of the idea will help you sell yourself and your idea to the buyer yet in chapter 7 you will have to make your proposal, the authors talk about the power of because, stating reason and why they are true. They also discuss the PCAN model, Problem, Cause, Action and Net Benefit, which is a model that Steve Jobs used very well in the example story the told in the book. He walked in late got straight to the point to the people he hired to fix it and walked out. He was direct, decisive and that left a very huge impression on the guys he hired to take care of his problems with in Apple. The proposal is huge to pitching your idea, you have to be passionate, and on point. You want the audience to see just how much you believe in the product without being to over the top or too pushy with the presentation. According to the authors you want them to be remember you, dont be boring, take the time and effort to leave a good lasting impression on your audience when making your pitch. Which brings us directly in to chapter 8; Making it Memorable: The Personal Touch. When I began this chapter about making it memorable the statistics used in the beginning blew me away that 78% of people surveyed admit sleeping through a presentation. So the next thing that crossed my mind was how do I make is memorable? They go through several different ways to make your presentation memorable, the first being making it vivid and clear, the second was using demonstrations, the third was putting your heart into it, telling a story, personalize it, make it a puzzle, building bridges, and finally forcing your audience to think. These 8 different pathways are hugely effective in making your

presentation something that will always stick in the minds of the buyers, putting your heart into it alone is something that people will notice, and it will show just how much care and time you took to help the audience enjoy and remember the presentation. Once you have gone through all the motions taken all the time to carefully go through and do your background research, preparing your communication style, once you have them hooked then you have to close the deal, and make commitments which could possibly be the hardest step. It is so hard to come out and ask a buyer a yes or no question, you have to literally at this point lay it all out on the line and just wait for the response, and the thought of rejection is a terrible one. The authors in the book go through many, many different scenarios of the race to win the politics and how to close the deal and get conformation from the potential buyer, yet its still though to be the cut throat moment. Taking peoples word for things these days does not always cut it, having something in writing or letting other people hear the promises that are being made are the only true way to make sure your buyer will hold up his/her end of the bargain. So holding your client to the words they said is something that is very trick to do, and must be thought through clearly and someone else should be present when they are making final decisions. Once the authors moved into the final chapter they showed us just how powerful owning, and knowing how to use these skills can be, with the example story. Blowing you mind with just how easily Jack was able to manipulate people and make millions and millions of dollars by seeming credible, trustworthy and how well he sold himself and that brilliant idea he came up with. Which goes to show you that not only if you can take this book and apply it and use the techniques these authors have given you just how far you can go, which hopefully wont be all the way to jail, but in turn you can be come very successful with the possession of the skills and the implementation of the skills once they are mastered. The Video Lounge Selling Ideas & The Elevator Pitch http://www.youtube.com/watch?v=uCBx6S_5KlY This clip highlights how you are always selling ideas no matter where you work and what you do you are always selling the ideas you come up with. He also discusses getting people on board you have to convince others that your idea is good and right. Which is one of the chapters in the book. Personal Insights Why I think:

The author is one of the most brilliant people aroundor is full of $%, because:

I think the author did an excellent job of teaching me the art of woo. It gave me insight into personal selling and has helped me to see how to persuade people into getting your way and keeping them on your side. They are excellent at giving good examples and create an easily readable book.

With business conditions today, what the author wrote is or is no longer true because: I defiantly think the authors of the book hit the nail on the head; all the information provided by them is completely true in todays business as it was when Abe Lincoln was president. They backed these findings up by telling story after story of how the concept was applied and succeeded in many of todays and yesterdays business dealings. The factor I think is most overlooked or down played is credibility, making your self credible and trust worthy that is greatly appreciated and valued in todays business, for lack of it, and once it is established I think anyone can be successful. Then, all of the following bullet-items are mandatory to write about:

If I were the author of the book, I would have done these three things differently: 1. I would have added a few more chapters broken the material down more it seemed to be wordy and the chapters were too long. 2. I would have also taken the time to explain the appendix items more carefully I found them

challenging to understand. 3. I also would have maybe put in a few statistic graphs I find written number hard to put into

perspective, a graph or pie chart would have been helpful.

Reading this book made me think differently about the topic in these ways: 1. 2. The value of trust in business. How these principals were being used long before the discovery of how effective they were i.e.

the Abraham Lincoln story. 3. How even in huge corporations people still have the opportunity to express ideas no matter how low

down on the food chain you are i.e. Google story.

Ill apply what Ive learned in this book in my career by: 1. Doing what I had learned many years ago, that a man is only as good as his word, earning and keeping trust values are extremely important. 2. Deciding how to approach a situation on more than one level, communicating effectively to make a

connection, being able to sell yourself along with an idea.

3.

Never giving up, knowing if one outlet fails there is always another way to approach another

opportunity. Bibliography Shell, Richard G., & Moussa, Mario (2007). The Art of Woo, Using Strategic Persuasion Sell Your Ideas. New York: Penguin Group. Turner, Stephen (2007). Library Journal, www.libraryjournal/reviews. (2007). Publishers Weekly,www.publishhersweekly.com/reviews. +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Contact Info: To contact the author of this Summary and Review of The Art of Woo please email john.mizell@selu.edu. Biography David C. Wyld (dwyld.kwu@gmail.com) is the Robert Maurin Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. His blog, Wyld About Business, can be viewed at http://wyld-business.blogspot.com/. He also serves as the Director of the Reverse Auction Research Center (http://reverseauctionresearch.blogspot.com/), a hub of research and news in the expanding world of competitive bidding. Dr. Wyld also maintains compilations of works he has helped his students to turn into editorially-reviewed publications at the following sites:

to

Management Concepts (http://toptenmanagement.blogspot.com/) Book Reviews (http://wyld-about-books.blogspot.com/) and Travel and International Foods (http://wyld-about-food.blogspot.com/). +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++More from this channel

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