Professional Documents
Culture Documents
Dedications
About the Authors
About the Contributors of the Cases
Preface
Acknowledgements
v
vi
xi
xxiii
xxxiii
Part I:
Chapter 1
Chapter 2
Chapter 3
4
32
56
Part II:
82
Chapter 4
Chapter 6
Chapter 7
Part III:
196
Chapter 8
Chapter 9
Chapter 10
Chapter 11
198
228
252
276
Part IV:
Chapter 12
Chapter 13
Chapter 14
Chapter 15
Chapter 5
i-xxxii_ESM_SL.indd 1
84
110
134
168
306
338
365
408
Part V: Cases
430
Glossary
Credits
Name Index
Subject Index
541
549
553
561
8/15/08 4:45:29 PM
CHAPTER
SERVICE
PROCESSES
LEARNING OBJECTIVES
Figure 8.1 The Merlion
is an enduring symbol
of Singapores transition
from her humble
beginnings to todays
thriving services hub.
be viewed as co-producers of
service and what the implications
are.
OPENING VIGNETTE1
PROCESS REDESIGN IN SINGAPORES LIBRARIES
In the digital age, libraries have suffered from reduced usage. Many people now go
online to obtain information. The National Library Board of Singapore (NLB) had to
work hard to change peoples view that the library was a place with bookshelves full
of old books and unfriendly staff. They started on a plan to completely change the
library system in Singapore. Part of that included redesigning its service processes.
Processes are the building blocks of services. They describe the method and sequence
in which service operating systems work, show how they link together to create the
value proposition that has been promised to customers.
One interesting process that the NLB redesigned was the time-to-shelf process.
The time-to-shelf process is the time taken from the point the book is returned, to
the time it is back on the shelf. Previously, readers had to return the books to the
library that they borrowed it from. With the redesign, books could be returned to
any of its many libraries. In addition, books could be returned even if the library
was closed. To achieve this, NLB was the rst public library in the world to use
the Radio Frequency Identication (RFID) technology. RFID tags were installed
in its over 10 million books. As readers returned the books through book drops
that looked like ATM machines, the books were scanned. Customers received an
immediate message that conrmed that the book had registered as returned. At
the same time, library staffs were immediately informed which shelf the book had
to be returned to, cutting time-to-shelf to below 15 minutes. Before the process
redesign, a book could take up to over seven hours to be returned to the shelf!
...NLBs process
redesign has
kept pace with
the digital age...
PART
PARTIIIIII
To go one step further, one branch even pioneered smart bookshelves. When a
book was either removed or placed on a bookshelf, the RFID technology took note
of it. Therefore, if a book was put in the wrong place, the bookshelf knew and
alerted staff. With a hand-held device, the librarian could then locate the book in
moments. This allowed books to be traced easily and both staff and users saved
time in not having to search for specic books.
199
It is not easy to create a service, especially one that must be delivered in real time with
customers present in the service factory. Marketers and operations specialists need to
work together to design services that are both satisfying for customers and ecient
from the operations point of view. In the opening story, NLB redesigned the time-toshelf process and made the job of the shelving sta more ecient. They also reduced
the instances of users not being able to locate a book on the shelf even though it has
the status of available in the catalog system. To help in designing and managing
customer service processes, information about the sequence in which customers use
the service, and the estimated length of time needed is important. Flowcharting helps
to capture this sequence.
LO 1
Know how owcharts are drawn
and be familiar with what we can
learn from owcharting a service.
200
lowcharting is a technique for displaying the nature and sequence of the dierent
steps in delivering service to customers. It is a way to understand the total customer
service experience. Flowcharting allows us to see the way customer involvement is
dierent for each of the four categories of services introduced in Chapter 1people
processing, possession processing, mental stimulus processing, and information
processing. Let us take one example of each categorystaying in a motel, getting
a DVD player repaired, getting a weather forecast, and buying health insurance.
Figure 8.2 displays a simple owchart that shows what is involved in each of the four
scenarios. Imagine that you are the customer. Think about your involvement in the
service delivery process and the types of encounters with the organization.
Stay at a motel (people processing). It is late evening. You are driving on a long trip
and getting tired. You see a motel with a vacancy sign, and the price displayed
seems very reasonable. You park your car, noting that the grounds are clean
and the buildings look freshly painted. When you enter the reception area, you
are greeted by a friendly clerk who checks you in and gives you the key to a
room. You move your car to the space in front of the room and let yourself in.
After undressing and using the bathroom, you go to bed. After a good nights
sleep, you rise the next morning, shower, dress, and pack. Then you walk to the
reception. There you have free coee, juice, and donuts. After breakfast, you
return your key to a dierent clerk, pay, and drive away.
Repair a DVD player (possession processing). When you use your DVD player,
the picture quality on the TV screen is poor. Fed up with the situation, you
search the Online Yellow Pages to nd a repair store in your area. At the store,
the neatly-dressed technician checks your machine carefully but quickly. He
tells you that it needs to be adjusted and cleaned. You are impressed by his
professional manner. The estimated price seems reasonable. You are also pleased
that repairs are guaranteed for three months, so you agree to the work and are
told that the player will be ready in three days time. The technician disappears
into the back oce with your machine and you leave the store. When you
return to pick up the product, the technician explains the work that he did and
demonstrates that the machine is now working well. You pay the agreed price
and leave the store with your machine. Back home, you plug in the player,
insert a DVD, and nd that the picture is now much improved.
Spend night
in room
Check In
Maid makes
up room
Breakfast
Check-out
Breakfast
prepared
Technician
examines player,
diagnoses problem
Leave store
Return, pick up
player and pay
Technician repairs
player
Meteorologists input
data to models and create
forecast from output
View presentation of
weather forecast
Select plan,
complete forms
Pay
Insurance
coverage begins
PART III
Collect
weather
data
Turn on TV,
select channel
Printed policy
documents arrive
Customer information
entered in database
Weather forecast (mental stimulus processing). You are planning a picnic trip to
the park. However, one of your friends says she heard that it is going to be really
cold this weekend. Back home that evening, you check the weather forecast
on TV. The meteorologist reports that there is a cold front over the next
72 hours. However, it is north of your area. With this information, you call
your friends to tell them that the picnic is on (Figure 8.3).
201
treatment of a badly fractured ankle from his own savings. This was because
he was uninsured. Not wishing to pay for more coverage than you need, you
telephone and ask for information and advice from a counselor. At the time of
registration, you select an option that will cover the cost of hospital treatment,
as well as visits to the student health center. You ll in a printed form that
includes some standard questions about your medical history and then sign it.
The cost of the insurance is added to your term bill. Following that, you receive
printed conrmation of your coverage in the mail. Now you no longer have to
worry about the risk of unexpected medical expenses.
LO 2
Tell the difference between
owcharting and blueprinting.
At the motel you make use of a bedroom, bathroom, and other physical facilities
such as parking. You have to be physically present to enjoy the benets.
Your role at the repair store, however, is limited to briey explaining what is
wrong with the machine, leaving the machine, and returning several days later
to pick it up. You have to trust the technician to do a good job in your absence.
However, the three months repair guarantee lowers the risk. You enjoy the
benets later when using the repaired machine.
For weather forecasting, the action is intangible and your role is less active. You
do not need to pay a nancial cost to obtain the forecast. However, you may
have some time costs in that you may have to watch some ads rst. After all,
advertising revenues helps to fund the station. Delivery of the information you
need takes only a couple of minutes and you can act on it immediately.
Getting health insurance is also an intangible action, but it takes more time and
mental eort. You have to assess several options and complete a detailed application
form. Then you may have to wait for the policy to be issued, and coverage to begin.
Your choice of health plan will reect the cost relative to the benets oered.
key tool that we use to design new services (or redesign existing ones) is known
as blueprinting. Blueprinting is a more complex form of owcharting. A owchart
describes an existing process, usually in a fairly simple form. A blueprint, however,
species in more detail how a service process should be constructed.
Maybe you are wondering where the term blueprinting comes from and why we are
using it here. The design for a new building or a ship is usually done on architectural
drawings called blueprints. The term blueprints is used, because of the drawings
used to be printed on special paper, and the drawings and notes appeared in blue.
These blueprints show what the product should look like and what specications it
should follow. Unlike the architecture of a building or ship, service processes have
a largely intangible structure. That makes them all the more dicult to visualize.
202
Developing a Blueprint
How should you get started on developing a service blueprint?
u
Identify all the key activities involved in creating and delivering the service.
LO 3
Develop a blueprint for a service process
with all the necessary elements in place.
Blueprints show how customers and employees interact, and how these
are supported by backstage activities and systems. This can help to bring
together marketing, operations and human resource management within
a rm.
Blueprints can also pinpoint stages in the process where customers commonly
have to wait. Marketing and operational specialists can then develop
standards for carrying out each activity, including times for completion of a
task, and maximum wait times in between tasks (Figure 8.5).
PART III
Advantages of Blueprinting
203
Service standards for each front-stage activity (only a few examples are actually
stated in detail in the gure).
2.
Physical and other evidence for front-stage activities (stated for all steps).
3.
4.
Line of interaction.
5.
6.
Line of visibility.
7.
8.
9.
Reading from left to right, the blueprint shows the sequence of actions over time.
In Chapter 2, we compared service performances to theater. To highlight the
involvement of human actors in service delivery, we use pictures to show each of
the 14 main steps involving our two customers (there are other steps not shown).
We start with making a reservation and end with them leaving the restaurant after
the meal. The restaurant drama can be divided into three acts. These represent
activities that take place before the core product is encountered, delivery of the core
product (in this case, the meal), and the activities that follow, that still involve the
service provider.
204
The stage or servicescape includes both the inside and outside of the restaurant.
Restaurants usually decorate their front stage. They use physical evidence such
as furnishings, dcor, uniforms, lighting, and table settings. They may also use
background music to create an environment and atmosphere that matches their
market positioning (Figure 8.6).
PART III
As the curtain rises on Act II, our customers are nally about to experience the core
service they came for. To keep it simple, we divide the meal into just four scenes. If
all goes well, the two guests will have an excellent meal, nicely served in a pleasant
atmosphere, and perhaps with a ne wine to enhance it. But if the restaurant fails to
satisfy their expectations (and those of its many other guests) during Act II, it is going
to be in serious trouble.
After our diners decide on their meals, they place their orders with the server
(Figure 8.7). The server must then pass on the details to personnel in the kitchen,
bar, and billing desk. Mistakes in the transfer of information are a frequent cause of
quality failures in many organizations. Bad handwriting or unclear verbal requests
can lead to delivery of the wrong items, or of the right items incorrectly prepared.
205
ACT 1
Response Time
Script for Taking
Reservation
W
Time
Script for Greeting
Guests and Taking Car
Time
Script for Taking Coats
Front Stage
Service Standards
and Scripts
Make Reservation
Physical Evidence
Line of Interaction
Contact Person
(Visible actions)
Valet Parking
Coatroom
Nature of Neighborhood
Building Exterior
Appearance of Employee
Coatroom
Employee
Other Coats
Accept Reservation,
Conrm Date, Time, Party
Greet Customer,
Take Car Keys
Check Availability,
Insert Booking
Take Car to
Parking Lot
Maintain Reservation
System
Maintain (or
rent) Facilities
Maintain Facilities /
Equipment
Line of Visibility
Contact Person
(Invisible actions)
Line of Internal
Back Stage
Physical Interaction
Supports
Processes
Line of Internal
IT Interaction
Capacity / Reservations
Cutomer Records
Orders and Billing
Inventory / Purchases
Databases
206
ACT II
Punctuality vs.
Reservation
Script for Seating
Cocktails
Time
Script for Greeting
Guests, Taking Order
Seating
W
Time
Script for Wine Service
Wine Service
Wine Quality
Greet , Take
Orders
Deliver Wine,
Open, Pour
Verify Reservation,
Pick Up Menus
Retrieve
Wine
Cocktail
Preparation
Prepare Menu
Copies
Maintain Order/
Billing Records
Maintain
Cellars
Maintain
Bar Supplies
Maintain
Seating Plan
Wine
Storage
Beverage
Storage
PART III
W
Time
Order Accuracy
Script for Serving Drinks
Wine
Purchase / Delivery
Beverage
Purchase / Delivery
KEY
Points Fail
207
Time Line
ACT III
Time
Script for Correct
Way to Serve Meal
Time
Script for Presentation
Bill Format / Accuracy
Front Stage
Service Standards
and Scripts
Food Service
Physical Evidence
Food Preparation
Eat Meal
Bill Presentation
Bill
Line of Interaction
Contact Person
(Visible actions)
Deliver Food
to Table
Verify
Satisfaction
Deliver BIll
Take Card / Cash
Line of Visibility
Contact Person
(Invisible actions)
Pick Up Food
from Kitchen
Collect Bill
from Cashier
Line of Internal
Physical Interaction
Back Stage
F
Supports
Processes
Food
Preparation
Maintain Kitchen
Facilities
Maintain Billing
System
Food
Storage
Food
Purchase / Delivery
Line of Internal
IT Interaction
Capacity / Reservations
Cutomer Records
Orders and Billing
Inventory / Purchases
Databases
208
Bill Preparation
Cleanliness
Supplies
Frequency of Inspection
Bill Payment
Time
Script for Delivery
Use Restroom
Transact
with Cashier
Validate
Credit Card
Maintain
Security System
Coatroom
Employee
Return Card
and Receipt
Time
Script for Car Delivery
and Good-bye
Coatroom
Restroom Design,
Cleanliness
Building Exterior
(at night)
Employee
Retrieve
Coats
Retrieve
Car
Inspect
Frequently
Keep Coats
Secure
Secure
Parking Lot
Maintain
and Clean
Maintain
Facilities
Maintain
Parking Lot
PART III
Time
Payment Terms
Script for Acceptance
Restroom Supplies
Storage
Supplies
Purchase / Delivery
KEY
Points Fail
209
In the other scenes of Act II, our customers may assess not only the quality of food
and drinkthe most important dimension of allbut also the style of service and
how quickly it is served (not too quickly, for guests dont want to feel rushed!). Even
though a server can perform the job correctly, the experience of the customer can still
be spoiled if the server is disinterested, unfriendly, or even overly friendly.
Figure 8.9 The billing process
should be quick and painless to
ensure customer convenience.
The meal may be over, but much is still taking place both front stage and backstage
as the drama moves to its close. The core service has now been delivered, and we
will assume that our customers are happily digesting it. Act III should be
short. The action in each of the remaining scenes should move smoothly,
quickly, and pleasantly, with no shocking surprises at the end. Most
customers expectations would probably include the following:
u
Payment is handled politely and quickly (with all major credit cards
accepted).
The guests are thanked for their patronage and invited to come again.
210
David Maister coined the term OTSU (opportunity to screw up) to stress the
importance of thinking about all the things that might go wrong in delivering a
particular type of service.6 It is only by identifying all the possible OTSUs associated
with a particular process that service managers can put together a delivery system that
is designed to avoid such problems.
LO 4
Understand how to use
fail-proong to design fail points
out of service processes.
One of the most useful Total Quality Management (TQM) methods in manufacturing
is the application of poka-yoke, or fail-safe methods to prevent errors in manufacturing
processes. Richard Chase and Douglas Stewart introduced this concept to fail-safe
service processes.8
PART III
Designing poka-yokes and fail-proong service processes is part art and part science.
Service Insights 8.1 provides a three-step framework to prevent customer failures.
The same three steps can also be used for addressing employee errors.
211
Source
Tax, S. S., Colgate, M., & Bowen, D. E. (2006). How to prevent your customers from failing. Sloan Management Review,
(Spring), 3038.
212
PART III
hile we can fail proof processes to decrease the chances of anything going
wrong, there would come a time when processes become outdated. When this
happens, service processes should be redesigned. However, that does not mean that
the processes were poorly designed in the rst place. Rather, changes in technology,
customer needs, added service features and new oerings have made existing processes
crack and creak.9 Mitchell T. Rabkin MD, formerly President of Bostons Beth Israel
Hospital (now Beth Israel Deaconess Medical Center), characterized the problem as
institutional rust and declared: Institutions are like steel beamsthey tend to rust.
What was once smooth and shiny and nice tends to become rusty.10 He suggested
that there were two main reasons for this situation. The rst involves changes in
the external environment. Some practices may no longer be needed. Therefore,
there may be a need to redesign the underlying processes, or even create brand-new
processes so that the organization can remain relevant and responsive. In healthcare,
such changes may reect new forms of competition, legislation, technology, health
insurance policies, and changing customer needs (Figure 8.12).
The second reason for institutional rusting occurs internally. Often, it reects a
natural weakening of internal processes, rules and regulations, or the development of
unocial standards (see Service Insights 8.2). There are many symptoms that indicate
the processes are not working well and need to be redesigned. They include:
u
213
214
LO 5
Managers in charge of service process redesign projects should look for opportunities
to achieve a great leap in both service quality and productivity at the same time.
Redesigning the ways in which tasks are performed has great potential to increase
output, especially in many backstage jobs.11 Redesign eorts typically focus on
achieving the following key performance measures:
1.
2.
Improved productivity
3.
4.
Reduced cycle time (i.e. the time from start of a service process to its completion)
Ideally, redesign eorts achieve all the four measures simultaneously!
Getting rid of non-value adding stepsOften, activities at the frontend and back-end processes of services can be simplied so that the
benet-producing part of the service encounter can be focused on.
For example, a customer wanting to rent a car is not interested in
lling out forms, or processing payment and check of the returned
car. Service redesign simplies these tasks by trying to get rid of nonvalue adding steps. Now, some car rental companies allow customers
to rent a car online. The car is returned to the car park where it was
collected from, the key is returned to a safe deposit box, and the
customer does not have to come into contact with service personnel.
The outcomes are typically increased productivity and customer
satisfaction.
PART III
215
Approach and
Concept
216
Table 8.1 summarizes the ve types of service process redesign. There is an overview
of their potential benets for the rm and its customers, and also potential challenges
or limitations. You should note that these redesigns are often used in combination.
Potential Company
Benets
Potential Customer
Benets
Challenges / Limitations
Improved efciency
Increases productivity
Increases ability to
customize service
Differentiates company
Requires customer
education and employee
training to implement
smoothly and effectively
Self-service (customer
assumes role of producer)
Lowers cost
Improves productivity
Enhances technology
reputation
Differentiates company
Increases convenience
Improves access
Differentiates company
Aids customer retention
Increases per-capita
service use
Increases convenience
Customizes service
Requires extensive
knowledge of targeted
customers
May be perceived as
wasteful
Physical service
(manipulation of tangibles
associated with the
service)
Improves employee
satisfaction
Increases productivity
Differentiates company
Increases convenience
Enhances function
Generates interest
Easily imitated
Requires expense to effect
and maintain
Raises customer
expectations for the
industry
LO 6
ustomers are often involved in the production of the service. Blueprinting helps
to specify the role of customers in the service delivery process and allows us to
see if the customer has to be actively involved in producing the service or not.
PART III
217
In fact, if customers do not play their part well, it will aect the quality of the service
outcome. Marriage counseling and educational services fall into this category. In
weight loss or rehabilitation, the goal is to improve the patients physical condition.
However, the patient has to play an active part to help, by perhaps closely following
a dietary and exercise plan provided by the doctor. Successful delivery of many
business-to-business services requires customers and providers to work closely
together as members of a team, such as for management consulting and supply chain
management services.
Eective human resource management starts with recruitment and selection. The
same process should be true for partial employees. So if co-production requires
certain types of skills, rms should target their marketing eorts to get new customers
who have the needed skills to do the
tasks.18 After all, many colleges do just
this in their student selection process!
When the relationship is not working
out, there may be no choice but to end
the relationship. Doctors have a legal
and ethical duty to help their patients.
However, the relationship will only
succeed if the doctor and patient
cooperate with each other (Figure
8.16). Sooner or later most doctors
encounter a patient so uncooperative
in terms of following a prescribed
treatment, dishonest, or troublesome
that the doctor simply has to ask that
individual to seek care elsewhere.19
218
LO 7
Consumers are faced with a variety of SSTs that allow them to produce a service
without direct service employee involvement.20 SSTs include automated banking
terminals, self-service scanning at supermarket checkouts, self-service gasoline
pumps, and automated telephone systems such as phone banking, automated hotel
check-out, and numerous Internet-based services.
PART III
Information-based services can easily be oered using SSTs. These services include
not only such supplementary services as getting information, placing orders and
reservations and making payment, but also delivery of core products in elds such
as banking, research, entertainment, and self-paced education. One innovation
that has had a great impact in the Internet age has been the development of online
auctions, led by eBay. No human auctioneer is needed to go between buyers and
sellers. Many companies have developed strategies designed to encourage customers
to serve themselves through the World Wide Web. They hope that this will result in
customers reducing the use of more expensive alternatives like direct contact with
employees, use of intermediaries like brokers and travel agents, or voice-to-voice
telephone. However, not all customers use SSTs. Matthew Meuter and his colleagues
observe: For many rms, often the challenge is not managing the technology but
rather getting consumers to try the technology.21
219
time savings,
cost savings,
exibility,
convenience of location,
Customers may also derive fun, enjoyment and even spontaneous delight from SST
usage.22 However, some consumers see the introduction of SSTs into the service
encounters as something of a threat. If they are uncomfortable with using SSTs, they
may feel anxious and stressed.23 Some consumers see service encounters as social
experiences and prefer to deal with people, whereas others avoid such contact on
purpose to save time. Research has shown that a number of attitudes drive customer
intentions to use a specic SST. These include global attitudes toward related service
technologies, global attitudes toward the specic service rm, and attitudes toward
its employees.24
220
They help them to get out of dicult situations. This is often because SST
machines are conveniently located and accessible 24/7. As Figure 8.18 shows,
a web site is as close as the nearest computer. Therefore, this is easier to get to
than the companys physical sites.
Customers also love SSTs when they perform better than the service employee.
For example, SSTs allow users to get detailed information and complete
transactions faster than they could get through face-to-face or telephone
contact. Experienced travelers rely on SSTs to save time and eort at airports,
rental car facilities, and hotels. As a Wall Street Journal article summarized
the trend, Have A Pleasant Trip: Eliminate Human Contact.26 Sometimes,
a well-designed SST can deliver better service than a human being. Said
one customer about the experience of buying convenience store items from
a new model of automated vending machine, A guy in the store can make
a mistake or give you a hard time, but not the machine. I denitely prefer
the machine.27 In short, many customers like SSTs when they work well.
Users get angry when they nd that machines are out of service, their pin
numbers are rejected, web sites are down, or tracking numbers do not work.
Even when SSTs do work, customers dislike poorly designed technologies that
make service processes dicult to understand and use. A common complaint is
diculty in nding ones way around a web site.
Users also get frustrated when they themselves mess up, due to mistakes such
as forgetting their passwords, failing to provide information as requested, or
simply hitting the wrong button (Figure 8.19). Self-service logically implies that
customers can cause their own dissatisfaction. But even when it is the customers
own fault, they may still blame the service provider for not providing a simpler
and more user-friendly system.28
A problem with SSTs is that so few of them include eective service recovery systems.
Very often, when the process fails, there is no simple way to solve the problem on the
spot. Usually, customers are forced to telephone or make a personal visit to solve the
problem. This may be exactly what they were trying to avoid in the rst place! Mary
Jo Bitner suggests that managers should put their rms SSTs to the test by asking
the following basic questions:29
Does the SST work reliably? Firms must make sure that SSTs work as promised
and that the design is user friendly for customers. Southwest Airlines online
ticketing has set a high standard for simplicity and reliability. It boasts of
PART III
221
Is the SST better than the interpersonal alternative? If it does not save time or
provide ease of access, cost savings, or some other benet, then customers
will continue to use the familiar interpersonal choice. Amazon.coms success
reects its eorts to create a highly personalized, ecient alternative to visiting
a retail store.
If it fails, what systems are in place to recover? It is very important for rms to
provide systems, structures, and recovery technologies that will allow timely
service recovery when things go wrong (Figure 8.20). Some banks have a phone
beside each ATM. This links customers to a 24-hour customer service center,
if they have questions or run into diculties. Supermarkets that have installed
self-service checkout lanes usually get one employee to keep watch on the lanes.
This practice combines security with customer assistance. In telephone-based
service systems, well-designed voicemail menus include an option for customers
to reach a customer service representative.
222
CHAPTER SUMMARY
LO 1 u Flowcharting is a technique for displaying the nature
LO 3
service delivery where things can go wrong. Failsafe methods, also called poka-yokes, can then be
designed to prevent such failures for both employees
and customers.
223
LO 1 1. Flowcharting
2. People processing
20. Poka-yoke
3. Possession processing
4. Information processing
LO 5 22. Bundling
5. Mental-stimulus processing
LO 2 6. Blueprinting
LO 3 7. Backstage
11. Front-stage
33. Self-service
SCORE
224
05
6 11
12 18
19 24
25 30
31 34
2.
3.
4.
5.
6.
7.
2.
225
ENDNOTES
226
10
11
12
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
227