I want you to do the case study about superite dairies write around five pages.

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I want you to do the case study superite dairies around five pages and there is a sample you can follow attached below as well, you can look at the sample and follow the 10 steps direction attached below

I want you to do the case study superite dairiesaround five pages and there is a sample you can follow attached below as well, you can look at the sample and follow the 10 steps direction attached below

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lit.This caused d to resign his id that he and oticed him up :last rehearsal. TAIIU! 1 • PERCENT OF IALES OF SUPERITr-S MAIN PRODUCTS 36.2 21.8 14.0 8.4 19.6 ""iOO:O new plant began operations, sales spira.!ecf upward. The company rapidly passed its competitors in sales. Mr. Baker died suddenly in 1956, leavina Mr. Litney as the new president. Mr. Litney has continued the emphasis on quality and sales growth. Much o( Superite's sueceas can be attributed to the lifelong devotion of its executives. Top management includes the (onowing people. Praidellt: ChDria L Limlt)l FJfty-dght YeatSold, Mr. Litney has worked in dairy operations since lJ'llduatin, from a dairy Institution 37 years aso. He has been described by feJlcnvworkers as "aqrcsslve" and "hard driYiDg." He has a lIerce competilive instinct. He once 1'eIJW1i:ed,''There are no rule boob in this game. Yau kick them (competitors) while they are down, and keep kiclcing." Mr. Litney is very aclive in community aIfain and recently held a lOppoeition in the local Chamber or Commerce. ExecutiYe V'IU PraitkIlL' Ja_ D. Ho/HlIgfttI»1h Mr. HoIJinasworth has also spent most or his workin, life in the dairy business. A capable person, he moves more slowly than Mr. Litney, but Iddom makes mlstaIces. He is reprded as Mr. Litney's closest adYiser and COIlfidant.Mr. HoI1inpworth is well liked by Superite employees and spends much or his lime in employ. reJatinns. ,I l'lGIJllE 1 Yiee Praidellt of Sales and Pm_loll: Kellneth Balur The son of the founder, Thomas BaIa::r,Mr. BaIa::rhas been with the company since arsdualing from high school in 1952. Mr. Ba1ceris in cItarac of all piomotiona, but since the company has a contracl with all advertisinr &fOIJC:Y, he does little oftbe aetuaI p!anDin, hinIselr. Most ofhis lime is spent in worldna as alialaon between Superite and the advertisin, aaency. a.-e, fnnel'Ql Malttlger: HUnton Mr. HUDtOllis olIIce rnanaaer and head or aecountin •• llnaDce. and pUrchasin, fuDctiona. He has worked for Superite for 15 years. Before that, he superintendeDl for a larae dairy in KnoXVille,Tennessee. Marlcethtg Mallapr: William Starr Mr. Starr's main job iSle maintain relatinns with the various retsilen who handle Superite products. Wilh Kenneth Ba1cer,he aids in sellin, up displays, invesliptes complaints, and in 'eneral Promotes aoodwWhetween lhe company and retailers. He has worked for Superile only 2 years. Before thet, he had a sales poeitinn with a IIlItioaal lumber IIrm. AMis14/tt fnnllYll Ma/tllpr: Riclttml Rodnwlld - Mr. Rodewald is in charlle or production and quality COIItrol,incIucIin&storsae. maintenance, and fteet operstinns. Ho has 14 years or supervisory experieDce In dairy produeliOll and procesaina' All of Superite's top olllcials are active in community, aft'airs. Mr. Limey thinks that since 8uperite is a locaDy owned and operated business; "We have an obligation to be SOOd citizens and to help Nashville grow and proaper'tO become a better place to ,live." The company's orpnization is shown in Figure 1. 378 • Analyzing environments, resources. and strategic planning 1 177 CTS sales npany rapidly i6, leaving Mr. iasison quality devotion of its vorked in dairy described ree competitive You kick them I very active in r of Commerce. I has also spent res more slowly Litney's closest employees and i been If the founder, ting from high e company has g himself. Most :rtising agency. id head of ac- :e for IS years. messee. .relations with leer, he aids in xiwill between Jefore that, he rge of producations. He has " , , Mr. Litney IS; "We have d prosper to Total fluid product sales gained 1.4percent, whereas sales of milk in all dairy products held at about the 1967 level. Sales of low-fat milk products rose nearly 16 percent, the third year in a row that gains were more than 10 percent. Total skim and low-fat milk items in 1968 were about 17 percent of the total sales of fluid milk and cream products compared to about 7 percent in 1970. Most of the decrease came from decreased sales of low-fat (2 percent) milk. Dairy products contribute substantially to the grossnational product of the United States, accounting for about 16 percent or $12.9 billion of the total value of food industry shipments in 1967. Fluid milk made up about 60 percent of the. dairy product total. The dairy industry _!~importantJQT~nnesse~__ as can be seen in Table 2. The milk industry is not equally important to all states, and some-must import their TABLE 2 • MILK COWS. PROOUCTION. AND INCOME BY STATES. 1968 (AS OF JANUARY 1969) Cash farm income from milk Milk cow'" (thousands) State 143 2 51 102 781 99 67 15 182 139 14 156 330 252 569 212 367 180 69 170 69 473 1.057 209 380 46 210 14 39 79 38 1.039 193 156 475 155 113 728 8 72 202 329 365 75 209 231 186 67 1.887 20 13.024 Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin Wyoming United States Value of cows and heifers Jan. 1. 1968 (1000 dollars) 25.740 665 15.950 19.620 262.880 25.300 25.550 4.480 45.360 28.120 6.900 44.460 96.195 69.870 157.300 55.125 84.000 34.650 22.040 53.360 25.125 152.195 303.690 37.280 86.520 11.520 55.590 4.125 13.760 29.930 8.385 379.220 39.035 42.000 135.810 33.200 27.600 277.100 2.760 12.920 55.640 65.120 72.930 21.320 75.400 51.865 58.000 12.600 628.200 4.700 3.801.105 Milk production (million pounds) 808 18 553 688 8.950 844 680 134 1.554 1.041 134 1.454 3.109 2.434 5.178 1.717 2.510 1.033 598 1.513 695 4.588 10.263 1.093 3.059 356 1.659 137 360 810 315 10.203 1.475 1.164 4.512 1.283 971 6.916 80 514 1.640 2.115 2.982 759 1.873 1.763 1.953 425 18.210 158 117.281 Average production (pounds) Value (1000 dollars) 5.650 9.830 10.840 6.750 11.460 8.530 10.150 8.930 8.540 7.490 9.930 9.320 9.420 9.660 9.100 8.100 6.840 5.740 8.670 8.900 10.070 9.700 9.710 5.230 8.050 7.740 7.900 10.020 9.240 10.250 8.290 9.820 7.640 7.460 9.500 8.280 8.590 9.500 9.880 7.140 8.120 6.430 8.170 10.120 8.960 7.630 10.500 6.340 9.650 8.110 9.006 48.910 1.807 35.086 36.542 470.286 48.153 45.208 8.063 115.123 64.544 12.619 60.352 147.91 I 127.731 215.303 83.768 116.312 64.897 37.506 91.527 47.358 244.928 425.562 59.439 139.713 15.589 65.540 7.425 22.200 48.886 20.195 557.058 86.182 38.431 144.890 66.969 51.448 407.664 5.202 33.005 64.358 106.329 183.660 38.970 110.056 96.366 106.807 21.429 807.256 6.954 5.861.517 per cow • Average number on farms during year. excluding heifers not yet fresh. • 8ased on data in column 5 and preliminary estimates of total cash receipts from farm marketings. Source: United States Dairy Association. 378 • Analyzing environments. resources. and strategic planning Percentage of farm income.b '" 7.7 44.4 6.3 3.8 11.0 5.1 28.2 6.5 9.4 6.3 6.1 11.4 5.7 9.3 6.1 5.4 15.1 10.3 18.1 26.6 29.8 28.3 23.5 7.5 10.2 3.3 3.9 12.6 38.6 18.9 6.0 54.1 7.2 5.3 19.8 7.9 10.2 44.8 26.0 8.8 6.7 17.2 6.8 20.5 76.9 18.9 13.4 21.5 54.9 3.3 13.5 TABLE 3 dnalldairy Oducts rose l 10 percent. :of the total ent ~ 1970. rcent) milk. 5auctofthe of the total t~percent from milk Perc.ntsg. of ferm Income,· " 7.7 44.4 6.3 3.8 11.0 6.1 28.2 6.6 9.4 6.3 6.1 11.4 6.7 9.3 6.1 6.4 16.1 10.3 18.1 26.6 29.8 28.3 23.6 7.6 10.2 3.3 3.9 12.6 38.6 18.9 6.0 64.1 7.2 6.3 19.8 7.9 10.2 44.8 26.0 8.8 8.7 17.2 6.8 20.6 76.9 18.9 13.4 21.6 64.9 3.3 13.6 DAIRY PRODUCTS IN THE Manufactur.d products Frozen d_ -_.- Ch•••• • ."E ~ ~co." .~ E i Is ~ i ~ ..,~ E e• o • ! J 1960 1966 1968 1969 1960"1961 1962 1963 19646 1966 1966 1967 1968,·1 i... ~ ... V•• r I. PER CAPITA SALES OF FLUID AND MANUFACTURED UNITED STATES. 18&0. 18&&.•AND 19&8 TO 1988- fluid products ~able 2. The Import their JARY 18881 • ... Ot Ot Ot 129.3 134.9 133.0 130.7 128.4 124.7 123.7 124.4 123.3 122.8 120.9 116.8 113.6 141.7 148.7 147.3 146.4 143.7 140.7 140.2 141.4 141.6 142.1 141.8 138.4 138.8 6.2 4.6 4.4 4.3 4.3 4.1 4.0 3.9 3.7 3.6 3.4 3.1 3.0 i E :il Ul Ot 7.2 9.3 9.9 10.4 11.0 11.9 12.6 13.3 14.6 16.7 17.6 19.6 22.3 ;l! E .!! 0 i ie ...earing.the.Superite trademark Princess label is sold in round cartons, which are supposed to add to the quality image. '/ The Nashville market Superite's main sales effort is aimed at the retail grocery market, since this is where management feels that the most profit is. Virtually every major food store in Nashville handles Superite products. "There's simply no one else around here selling Superite quality," said one retailer. Another retailer, when asked why he thought no one was competing with Superite, said, "Everyone knows that someone's looking out for Charles Litney. He's got this town 'sewed up.' People seem to have more than their share of problems if they try to compete with him." Yet, few retailers are complaining about the situation. They feel that the prices they pay for Superite products are reasonable, and that the products are good. Many retailers said that they would be willing to handle Sealtest 382 • Analyzing environments. resources. and strategic planning oducts. One wh' product I in ~erenJ...J yvV'~ o percent Qf ~on lCCOrdin....&. to , June, Jg1y, ~'i/ roher, h'. Hun~ rcent by not Jfdowntime ae, probably et our needs. torage space, It 50 percent m chocolate, It eight other heminimum :am contains s 10 percent. I our producing our own t." Recently, cartons. AI~gewhich : in th~ wgrld ..to...1he..touch ~the Superite .posed to add , / :et, since this y majorfood , ne one else retailer, when d, "Everyone :ot this town ms if they try feel that the the products mdle Sealtest b products addition.'to Superite ptoou"ts; but. only because they wanted to give the customers a broader range of selection, not because they were dissatisfied with Superite products. There is only one national chainfood store in the city; the rest are locally owned. In addition to the food stores, Su rite sells to hospitals, schools, lunch (]) coun ers, an vanous ot~jnstitutions. Superite bi s or· e .. aiIhe public schools, although there is little profit in this business. The purpose fi) of ~keep th~rit~.l!~me~JrQDt-of.th~ sales am(,llln1:to about~r ~~ Sc!lool accounts ~eup9:~bl~ 60 to 90 '4ys . after delivery. It would be possible for Superite to bid for the milk contract at a nearby military installation, but since'profit margins would be slim, and· since the inhabitants would not be long-run potential buyers of Superite products, this has not been done. "Bid business is a ruthless one. You gain or lose a bid on fractions of a cent per carton. At times, we wonder if this business is worth all the effort;"time, and grief it involves," said Mr. Baker. "When it's all said and done, we probably lose money on this business. But what with our production situation on milk, we hang on, but we're not sure how long we should." Another part of the milk business is the home delivery business. This is more competitive than retail store business. Maintenance of the trucks, labor prob, lems with the drivers, and the detailed records involved are factors Superite considers. Again the management feels that it keeps the name before the public and of course it builds volume. About 45 percent of their milk sales are through home delivery, but tend t~uch Jrss profib!ble than retail store business. Fre@.~ntly ~~.w.hose-volume is Jaw wj1) try to take sOiiiC·-Of. Superite's home delivery business away from them~...They usually do this by offering discounts for an introductory period to the homemakers. Superite drivers usually match these, and so a small milk war can develop. One device Mr. Starr has found effective in stopping a milk war was explained by him. "In an area where there is a war, I'll go into a large grocery store where I'm not known. I'll fill my basket and take some of the competitor's milk . When I get to the checkout and the clerk starts to ring up the price, I'll say, 'Hey, what's the matter with you? You're charging X cents for a quart of milk. My sister can get that brand delivered at home for.-l..cents a quart lower [the price the war has brought it down to].' At this point, I say, 'Well, if that's what you charge for things here, I don't want any' and I stalk out of the store. This usually makes quite a scene for I always pick a busy time. The retailer then puts pressure on the competing dairy wanting to know why they are underselling him with home delivery business. Since the retail business is more profitable, frequently the competition' then reduces the fervor of its home delivery expansion plans." ~'-) Superite does not have a formal policy for new roduct development. "We ) use the old time-liOiiofed me 0 oftrial and error," said Mr. Litney. "There are four factors that determine whether or not a product will succeed: (1) there must be a demand for that product, (2) it must be conveniently available, (3) the product must be the best, and (4) the public must be made aware ofit through advertising." Mr. Litney said that they depended on flavor and ingredient suppliers for new ideas, and that some suggestion§ came from employees. The company is presently considering the addition of novelty treats, such as ice cream bars and ice cream sandwiches, to its product line. Similar \~items sold in Nashville are now supplied by an Illinois firm. , 383 I • Superite Dairies. Inc. A local advertising agency, Miller-Brown Advertising Company, has handled Superite's advertising for many years. Once a week, usually on Wednesday, a member ofthe Miller-Brown staff meets with Mr. Baker and Mr. Starr to plan promotional activities. Most advertising is done inside the retail stores and includes displays and "flavor-of-the-month" sales. Each month, one flavor of Princess ice cream is selected to be sold at special prices (usually 69 cents per half gallon). A "theme" is selected for the flavor of the month, such as "Hawaiian Holiday," for Superite's Royal Pineapple flavor. This theme is carried through on colorful posters and displays in the frozen goods section of the stores. This sale is popular with the retail store owners, who report increased sales as a result. Their profit margin remains the same on sale products, as Superite gives them discounts to make up for the lower selling price. Although the flavor-of-the-month sale is a continuous .campaign, more intense "saturation" campaigns are conducted about twice yearly. These include extensive radio and television advertising which is designed to convey Superite's "quality message." One such campaign served to inform the public about the company's new . electronic quality control system for ice cream production. Public suspense )was first built up by repeated reference to the letters "EQC," without explain.ing what the letters represented. Radios blared the letters against an echo background, "E ... Q ... C ... ," and newspapers and television emphasized the EQC theme. At the peak of the campaign, EQC was explained to the public in detail. Mr. Baker said that they were not certain whether or not this campaign was successful, since the results were difficult to measure. He did not feel that such advertising had much value. One of the company's recent advertising successes was a "kiddy auction," in which young children saved Superite bottle caps and labels in order to bid for toys and games. Sales were noticeably increased during this campaign. Superite has an aggressive promotion campaign for store openings. They usually feature their Princess ice cream and Superite milk. The customer may be offered ~ gallon of ice cream free when purchasing one at the regular 98-cent price. Or Superite can give the retailer a similar "one free with one" offer on milk, but not both at the same opening. These store opening deals are made to all stores likely to carry the Superite line. For some time, stores in the vicinity of the new store have complained to Superite, asking for a special deal at the time of the opening. They don't necessarily want the' same deal (for it is quite costly and they had their turn), but feel special arrangements should be made to keep them fairly competitive. . Customers have come to expect specials like this at store openings and stock up to the limit of the sale (usually 2 gallons to a customer). Superite wonders what it should offer competing stores at the time of a nearby opening. Mr. Starr and Mr. Baker worry about this because they want to keepthe retailers on their side, especially with Sealtest entering the marketJ . The case writer asked the marketing executives what their strategy was for . the other products (after all it is 20 percent of their business) and home delivery. Mr. Baker replied, "You have us there, I guess. These parts of the business have not been aggressively merchandised. Most of the 'other products' are very profitable and volume has been growing but we've been so busy with milk and ice cream we haven't given them much push. Have you got any ideas on what we should do to merchandise them?" r 384 • Analyzing environments. resources. and strategic planning "Well," the can discuss it, but think much about," said . "You sure raise qUestiOllS cost studies on that business. Mr. Starr. "I guess we just haven't on that end of the business, but If we did, I suspect profit wouldn't look we'll look into it and think about it." Recent concern over the company's new competitor, Sealtest, is forcing management to reevaluate its promotional policies. Sealtest is presently con- . ducting an intensive televison and newspaper campaign to acquamt the Nasn~le residents with its produc~. Mr. Litney thinks that Superlte should step ; up its own advertising efforts to counter the possible effects of the new competi, tion. The matter was discussed at a meeting between Mr. Litney, Mr. Baker, and Mr. Miller, of the Miller-Brown advertising agency, in which the following conversation took place: Mr. Litney: "It appears as though they [Sealtest] will be hitting us straight on, up and down the product line. As far as quality is concerned, I think our products are slightly better, but most customers probably won't be able to tell the difference. What we need to do is emphasize the quality difference in our. ,advertising." ./I~~;:;;=j. Mr. Miller: "That's right. What we can do is emphasize the greater freshness of the locally processed Superite products as compared to those transported from other areas, as Sealtest will be. this is something :that the customer can readily understand and relate to quality." Mr. Baker: "I think we're being slightly paranoid about the situation. Sure, people will try the new brand at first, just to see how they will like it. But after the newness wears off, they'll go back to buying Superite. Why? Because we still have the best products. Oh, we might step up advertising a bit at first, but 1 think an extended campaign would cost more than it would be worth." Mr. Litney: "Sure, we can count on a lot of customer loyalty. Our prices are reasonable, and 1 don't think we'll be undercut. But still, we can't ignore competition. For every sale Sealtest makes, we'll lose a sale. It won't be our. present competitors who are hurt-they're not selling in the same market," Mr. Miller: "What 1 feel we need to do is to begin an intensive campaign very soon that will firmly implant the Superite quality image in the minds of our customers. This will make them more resistant to the Sealtest sales pitch." Mr. Litney: "One thing is for certain. We haven't got where we are today just by sitting around and letting it happen. If we're going to maintain our position, we've got to act, and act now." By the time the case writer had concluded his study, Sealtest had already begun to sell in the N~..P..redictably, Superite orders fell off moderately. Management was still uncertain what strategy they would employ to liailclle the new competition. ,n WednesI Mr. Starr ·etail stores ,oneftavor Iy 69 cents th, such as is theme is ods section who report me on sale )wer selling ,aign, more 'f. These ind to convey rpany's new lie suspense out explainnst an echo sion emphaexplained to iether or not measure. He dy auction," order to bid is campaign. enings, They ustomer may t the regular ee with one" pening deals : time, stores ~for a special leosame deal lfTangements 19s and stock -rite wonders )pening. Mr. (the retailers ltegy was for s) and home : parts of the 'other prodbeen so busy ~you got any Profit planning and results The Dairy Processing Industry reports how the average processor allocates his funds (see Figure 2). Separate accounting procedures are used for retail and wholesale accounts. \ Wholesale ~ccounts are processed by a small computer, which automatically '-' 385 • Superite Dairies. Inc. _Raw material costs SS.7¢ II"'"'-J .It.:'..... Salaries and wages _ 21.0¢ ~"~""'1Ii. !io.;••••.J4 "NIII ••• ,UIIH"I' ~ Repairs, rent, insurance, depreciation, and _ related expenses 1.F~.k \~ __ IE(fi· - • ~ Advertising I.S¢ ,) 7.3¢a~~._cont~~i.~tles, Services and supplies_-"'~J~~ S.3¢ .-WirE/II\~-. • =/J I \'T. Net profit_ -, .._ Taxes and licenses 1.3¢ O.9¢ FIGURE 2 • How the average dairy processor allocates income. shows sales, accounts receivable, .and accounts payable. A weekly printout breaks sales down by products and geographical sales area. This information is then forwarded to Mr. Starr. The retail (home delivery) system must be-processed by hand since the accounts are too small and too frequently changed to be placed on the computer feasibly. Retail route men play an important role in the accounting process. Each day, they bill customers (billing is done at the time of delivery) and calculate sales per customer and total sales for the day. Records prepared by the retail men are given to the accounting department for further processing. Most wholesale sales are on credit, payable in 30 days; home retail accounts are paid at the end of the month. ~tem-!D...!iI!!Y from the heme.retail ~l~._ This is also the least profitable area of operation. Although retail operations account for 22 percent of total sales, they account for only 14 percent of profits. Mr. Hollingsworth attributes the lower profit margin to the cost of salesmen's commissions and the maintenance and upkeep on the company's 150 trucks. Overall, about 75 percent of costs are direct costs, with 50 percent for raw products and 25 percent for wages. Recent financial statements for Superite are given in Tables 5 and 6. Annual operating budgets are prepared by Mr. Hunton, who was proud to point out that last year's budget proved to be extremely accurate. Predicted 386 • Analyzing environments. resources, and strategic planning .'\ . TA.LE & •. SUPERITE, DAIRIES INC I DECEMBER:31,1ge7T01 ·$7ro23A56 Sales' . Cbst6f sales Gross profit Selling and general. expenses Income from operations Otherin
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Outline on Superite Dairies, Inc.
Summary
Superite Dairies, Inc. Dairies, Inc. is a major company located in Nashville, Tennessee. This
company deals with the processing of dairy products. The main dairy products that it produces
are supersite whole milk which is homogenized milk, vita-Cal milk which is fortified and
contains low-content of fat, supersite ice- cream and Delite frozen dessert.
Case objectives
This case study main objective was to evaluate if supersite was achieving adequate profits given
its investments and efforts in the dairy industry, this cases study also sought to evaluate the
growth of Superite Dairies, Inc. given its rival companies that were there and those that were
emerging.
Key issues
The key issues that this cases study addressed were what formed the principle that Superite
Dairies, Inc. operated on. This include the pillars that saw its growth from its foundation to how
it operates its business in their day to day operation this pillar include the quality drive in which
ensured that their products were of high quality always, utilization of various effective marketing
strategies and a well-structured company plan that had to ensure that every company arm was
functioning effectively.
External threats
The main threats that face Superite Dairies, Inc.. is the competitors, in Nashville area, there are
other four processors that possess as threats in the targeted market that also Superite seeks to

utilize. The main threat to Superite Dairies, Inc. of these processors is the Hillsdale Dairy as it
accounts for about 22 Percent of the market and with this presence; there have been great
impacts on the growth of Superite Dairies, Inc.
External opportunities
There are more great opportunities that Superite Dairies, Inc. can venture or utilizes to boost its
profits, this includes utilization of home delivery of products to their customers this can make
them the most preferred processors by the market as it delivers the products when needed.
Internal weakness
The major internal weakness of Superite Dairies, Inc. is failing to have all their employees under
a workers union that will ensure that the employees’ needs are communicated properly to the
management thus avoiding issues of employee’s strikes. The other major internal weakness is
the fact that some of the managers think it is advisable to rely on customers’ loyalty rather than
having intensive campaigns to curb the effect of completion in the market.
Internal strength
The first internal strength that Superite Dairies, Inc. has is the fact that its employees are
residents of Nashville. This is an internal strength as it will be easy to motivate the employees
since all returns that Superite Dairies, Inc. makes in terms of profit will have a major role in the
developmental projects of Nashville area.
Alternative s...


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