Assen 14 augustus 1946 Albertus Gerardus Conard BERT

Assen 14 augustus 1946
Als een vuurteken en onder het zonneteken LEEUW wordt er een creatieve en actieve organisator geboren.

Het getal 5
De vibratie van het getal 5 hoort bij de planeet Mercurius. Het vertegenwoordigt communicatie, beweging en veelzijdigheid. Het is het getal van het intellect en van modelinge en schriftelijke expressie.
Hij wordt beinvloed door het getal 5 omdat hij op de 14de van de maand geboren is. Mensen die op de 5de geboren zijn, staan vooral onder de invloed van dit getal. Dat geldt ook voor degenen die op de 14de geboren zijn.

Wisselwerking met het zonneteken Leeuw:
Dank zij zijn opvallend veelzijdige kracht harmoniseert dit getal met het zonneteken of staat er lijnrecht tegenover, afhankelijk van de stemming ven het moment. De aard van het moment is uiterst veranderlijk en het aanpassingvermogen is groot, zodat deze mensen het ene moment met zichzelf in harmonie leven als ze dat willen, en het andere in onvrede met zichzelf. Het is nooit eenvoudig deze mensen echt te leren kennen. Hun dromen veranderen als kwikzilver.

De betekenis van de 5-vibratie
De volgende definitie van het getal 5 geldt wederom zowel voor personen als voor entiteiten. Mensen met dit getal bezitten een grote natuurlijke charme en zijn in het algemeen van nature hoffelijk. Fouten en onnauwkeurigheden weten ze snel op te sporen en ze aarzelen niet erop te wijzen. Ze zijn zeer kritisch en niet in staat fouten te negeren (zowel die van zichzelf als van anderen).

Beweging en Uitdaging
het getal 14 op de geboortedag houdt verband met magnetische communicatie met het publiek door middel van schrijven, publiceren, en alle middelen van moderne media.
Parelgrijs lichtgroen en zilver zijn de kleuren die hem goed doen.

Bekende leeuwen:
Woody Harrelson, Eriq LaSalle, Jennifer Lopez, Amelia Earhart, Matt LeBlanc, Iman, Sandra Bullock, Kevin Spacey, Mick Jagger, Carl Jung, Stanley Kubrick, Confucius, Peggy Fleming, Beatrix Potter, Jacqueline Kennedy Onasis, Paul Taylor, Peter Jenning, Hilary Swank, Lisa Kudrow, Arnold Schwarzenegger, Wesley Snipes, Bill Berry, Jerry Garcia, Coolio, James Bladwin, Martin Sheen, Martha Stewart, Tony Bennett, Percy Bysshe Shelley, Raoul Wallenberg, Billy Bob Thornton, Neil Armstrong, Lucille Ball, Andy Warhol, David Duchovny, Dustin Hoffman, Whitney Houston, Gillian Anderson, Melanie Griffith, Antonio Banderas, Rosanna Arquette, Alex Haley, Mark Knopfler, Alfred Hitchcock, David Cosby, Halle Berry, Steve Martin, Earvin “Magic” Johnson, Marcia Gay Harden, Ben Affleck, Madonna, Angela Bassett, Sean Penn, Brenda Carlisle, Robert de Niro, Edward Norton, Robert Redford, Christian Slater, Matthew Perry, Bill Clinton, Connie Chung, Isaac Hayes, Alicia Witt, Wilt Chamberlaine, Tori Amos, Jennifer Lopez, Antonio Banderas, Steve Carell, Barack Obama, Casey and Ben Affleck, Whitney Houston, Fidel Castro, George Bernard Shaw, Madonna, Andy Warhol, Robert Redford, Dustin Hoffman, Alfred Hitchcock, Mae West, Jacqueline Kennedy Onassis, Robert De Niro, Arnold Schwarzenegger, Stanley Kubrick, Peter O’Toole, Emily Bronte, Bill Clinton.
1987 Linda Goodman’s Sterrentekens ” de geheime codes van het universum” Uitgegeven Uitgeverij Kosmos BV ISBN 90 215 1349




Since light travels faster than sound, isn’t that why some people appear bright until you hear them speak?

DISCOUNTITUS, The Disease that’s sweeping the marketing community

Positioning Is the Only Cure

Published: July 06, 2011
Al Ries
Last month, J.C. Penney hired a new chief executive who used to run Apple stores. In a New York Times article, here’s how CEO Ron Johnson described his plans for Penney: “Take this great American brand and make it become something unbelievably exciting.”
Fat chance.
Most department stores are infected
You seldom see a department-store advertisement based on anything except a sale. The latest J.C. Penney ad was a six-page insert promoting a “Fourth of July sale.”
In addition to dozens of “super hot buys,” the insert features “Red Zone clearance, final-markdowns 80% off. New markdowns 50-70% off.” Also featured is “jcpCA$H,” offering consumers “$10 off any purchase totaling $25 & up.”
Belk, Dillards, Kohl’s, Macy’s, Sears and most mainstream department stores are also infected bydiscountitus.
Kohl’s, in particular. A typical mailing: “Start with these incredible sale prices of 20-60% off. Take an extra 15% off everything. Plus add a $5 bonus.”
Airlines to pizza to car insurance
In industry after industry, the discount is the focus of the advertising.
Here’s the opening dialog of a typical Progressive commercial featuring Flo and a potential customer.
“Are you a safe driver?”
“Discount! Do you own a home?”
“Discount! Are you gonna buy online?”
Over at Geico, “15 minutes could save you 15% or more on car insurance.” Geico and Progressive are the biggest spenders in the category. Last year Geico spent $741 million on advertising. Progressive, $506 million. Longtime car-insurance leaders like State Farm ($453 million) and Allstate ($368 million) are lagging behind.
Penney vs. Apple
Over at J.C. Penney, if Ron Johnson plans to use an Apple strategy to turn his company around, it’s too late. Once discountitus has spread through an industry, it’s awfully hard to eradicate.
Take airlines. Yesterday, airline companies competed on the basis of who could build the better brand. Today, airline companies compete on the basis of who can offer the bigger discounts. No wonder Southwest Airlines is a big winner, and most airline customers can’t explain the difference between American, Delta and United.
One reason why discountitus is spreading so rapidly is the internet. Clipping coupons is being replaced by typing on keyboards. Groupon and the other daily-deal websites are only one factor. Anybody who owns a computer today can get competitive prices on a host of items almost instantly.
Unless you want to spend the rest of your life doing discount marketing, you should be asking yourself, “What’s the cure?”
Believers vs. agnostics
Take a closer look at the consumer a company is trying to reach with its advertising and PR.
Psychologically, consumers can be divided into two categories: 1) Brand believers and 2) Brand agnostics. And they vary by category. They can be believers in one category (ketchup) and agnostics in another category (airlines).
Watch believers go through the Sunday supplements. They only clip coupons for brands they already use.
Watch agnostics go through the Sunday supplements. They ignore brands and clip coupons for categories. (Extreme agnostics don’t buy anything without a coupon.)
Discountitus is turning brand believers into brand agnostics. The lure of a “big discount” is enough to seduce a consumer into thinking that all brands in the category are pretty much alike.
In categories that have not been seriously contaminated, the cure for discountitus is a dose of positioning. But as Prophet, a leading marketing consultancy, reported in its latest state of marketing study: “Positioning has always been about differentiation. But in this unfolding environment, differentiation is short-lived.”
We differ on that. The cure for discountitus is not differentiation. Nor is positioning essentially about differentiation, either.
Positioning is owning a word in the mind
As discountitus spreads its way through the marketing community, that word more often than not is “leadership.”
Leadership is what makes Google the most powerful brand in the “search” category. Leadership is what makes iPod the most powerful brand in the “MP3 player” category. Leadership is what makes Heinz, Hertz, Haagen-Daz, Hellmann’s, Home Depot and a host of other brands powerful in their categories.
But how to you get to be the leader? And how does the leader keep from catching the discountitus disease?
Launch a new brand in a new category
Over the past few decades, it’s become clear that the only way to become a leader is to launch a new brand in a new category.
Like Apple did with the iPad, the first tablet-computer. Currently, the iPad has some 75% of the tablet market.
An also-ran that has been line-extended to death has no hope of ever becoming the market leader. The best it can do is to narrow its focus to shore up a position in a segment of the category.
Has Pepsi-Cola ever substantially increased its share of the cola market with Pepsi-Cola Retro, Pepsi Throwback, Pepsi Twist, Pepsi Natural, Pepsi Raw, Pepsi A.M., Pepsi Kona, Pepsi Light, Pepsi Max, Pepsi XL, Pepsi Blue, Pepsi One or Crystal Pepsi?
No, it has not. In fact, regular Pepsi-Cola has fallen behind Diet Coke to third place in the cola category.
What’s next for Pepsi-Cola? More of the same. Pepsi Next.
Lower the boom on price
If you read the papers, you know the regular price of most products or services on the market today is “50% off.”
Every Thursday, our local newspaper, The Atlanta Journal-Constitution, features “This week’s best deals.” Last week, there were eight. One was “free.” One was “40% off” and the other six were “50% off.”
That’s not unusual. By far, the vast majority of daily deals are 50% off or BOGO — buy one, get one free.
When rumors of Apple’s imminent launch of a tablet computer circulated on the internet, the pundits predicted the product would be priced around a thousand dollars.
Apple surprised them with a list price of $495. The company lowered the boom at a level that competitors had difficulty getting under. Today, you find the table-computer market remarkably free of discountitus.
Apple used the same strategy with its iTunes brand by insisting on a 99-cent price. (Don’t feel sorry for Apple. The company is making its money on volume, not on margin.)
When you’re the leader in a category, you cannot be overtaken by a competitor who thinks differentiation is going to make a big difference.
And when you’re the leader in the category and you lower the boom on price, you can inoculate the category from the disease of discountitus.

Al Ries is chairman of Ries & Ries, an Atlanta-based marketing strategy firm he runs with his daughter Laura.

How FACEBOOK makes your global brand feel local

National Brands Are Only Beginning to Understand What Local Businesses Already Know About the Social Network

Published: July 18, 2011
Dave Williams
One of the greatest aspects of Facebook for marketers — maybe the greatest — is that consumers willingly share their information, opening the door to the precise targeting that advertisers dream of. Yet many brands still look at Facebook merely as a way to acquire fans, with little thought given to monetizing that list. Very few national or international brands take full advantage of Facebook’s targeting capabilities. At this point, between 60% and 70% of Facebook’s ad revenue comes from small businesses.
Such businesses are realizing the benefits of targeting consumers on a local level, similar to the way small businesses take advantage of radio, newspaper and billboard advertising to drive local sales. National brands shouldn’t feel excluded — they, too, can engage their audiences on a more intimate level by targeting locally. And unlike traditional display, Facebook gives advertisers national scale on a very local level. Unfortunately, many are leaving this opportunity untapped.
There are multiple uses for localized display on Facebook, including local events, new store openings, holiday offers and other local promotions. Consider a cellphone service provider’s marketing strategy. In addition to the centralized national marketing team, such companies often have local marketing groups responsible for particular regions. Agencies typically like to maintain a single point of communication, pushing the local groups out of the Facebook advertising strategy.
But think of the possibilities for customizing on a local level: New store openings, local promotions, even extended 4G coverage in the region are all valuable opportunities to engage consumers on the local level. It makes little sense to ignore the local angle.
Localized creative is effective at generating awareness and ultimately driving people into stores, building higher order value, and powering transactions. Think of it like the Sunday circular that runs in the newspaper every week. Instead of buying ads in the paper, brands can push weekly specials out to localized audiences, and do so far more efficiently with mass reach and frequency.
We recently ran a campaign to promote a celebrity in-store appearance for a cell phone provider. By targeting the youth market in that region with customized Facebook display ads, we achieved a 0.26% click-through rate, relatively high for any type of display. That high CTR foreshadowed massive attendance at the in-store event, completely surpassing expectations.
Groupon and Living Social are two other companies that know how to effectively leverage this local display strategy, and you’ve undoubtedly seen one or both companies advertise deals in your city in Facebook’s right-hand column. Both companies have national reach, but their business model operates on a local level, so proper targeting pays dividends in scale.
Starbucks is the most popular global brand on Facebook in terms of fans, but it can still use local strategy effectively to maximize reach and frequency in high-density markets. Every Starbucks offers the same products, but consumers often develop relationships with the brand through their neighborhood location. Starbucks often leverages this brand association via campaigns that give consumers coupons for free pastries with a drink purchase. The campaign is national in scope, but it applies the advertising weight at a localized level to maximize consumer appeal and revenues when they visit their favorite Starbucks store.
Nor is local limited to geographic targeting. Brands can target students at specific colleges and universities with unique back-to-school offers, introducing new residents to the local franchises. This is a popular strategy as brands compete for share of mind and wallet of students as they return to school this fall.
Brands traditionally disregard local online advertising because it seems time-consuming and difficult to scale. Localized websites draw small audiences, which offer very little ROI. Facebook, on the other hand, makes it easy to look at which percentage of the population will see your local message, and then build a national campaign customized and targeted on a local level at a reach and scale not previously attainable through traditional display or search advertising.
The local companies currently running campaigns on Facebook rely on the social network’s self-serve ad tool. That’s great for small companies trying to reach a few thousand consumers, but it breaks down for brands trying to reach tens of thousands of people in multiple locales. Doing that requires an entire team customizing and targeting the creative, and there’s just no way to make money that way. Facebook’s direct-sales team doesn’t offer local customization because of the time required.
Fortunately, companies with access to Facebook’s Ad API can automate the process, giving brands fully customized campaigns for individual locations on national (or even international) scale with customized targeting and creative at a fraction of the time and effort.
Marketing on a local level maximizes the impact of your marketing campaigns on Facebook by minimizing advertising waste and maximizing your reach and frequency with the right audiences, making the brand offering more appealing. Customizing an ad makes your brand message relevant to a consumer on a level where he or she can easily engage and take action. It combines the reach and targeting capabilities of Facebook in order to maximize brand awareness and drive consumers into an actual location to make a purchase — which is, after all, the purpose of marketing.
Dave Williams is the CEO of Blinq Media.

Ad Age Digital A-List: All Things D

Blog Thrives by Competing — Aggressively — Against Other Blogs, as Well as Parent Dow Jones’ Flagship Wall Street Journal

By: Nat Ives Published: February 27, 2011

You might not think it sounds like a big scoop: A post last Tuesday revealed the date of a tech company’s next publicity event.
But this one regarded the world of tech, the land of gadgets and the not-insignificant nation of Apple. “Exclusive,” the post announced in the headline, “Apple iPad 2 Event Set for March 2.”

Notch another win for All Things D.
Since the brand began as a conference in 2003 and added a news site in 2007, All Things D has become a particular sort of powerhouse in the overheated space devoted to tech news. It’s part of Dow Jones, so it’s got that gravitas, not to mention the talent, reputation and influence: Its first conference attracted speakers including Bill Gates, Steve Jobs and Sergey Brin and Larry Page. But it’s got the speed and humor of a blog.
It’s hard to imagine the Journal publishing an article entirely about the date of Apple’s event to introduce an upgraded iPad in the first place — although it might — but the All Things D post got to write it in a style that the Journal simply doesn’t: “It’s not clear when Apple will begin sending out its famous invites for the gathering, but I am guessing soon, in order to get the Apple faithful to the proper level of froth.”
That post was by Kara Swisher, who co-founded All Things D along with another longtime Journal writer, Walt Mossberg, initially as just a conference. “Just” a conference, the idea went, but also a good one.
“We both went to a lot of conferences and we thought they mostly sucked and they didn’t have real journalistic value,” Mr. Mossberg said last week. He spoke from his house, where he was testing a competitor to the iPad in his capacity as personal technology reviewer. “The Wall Street Journal and Dow Jones had a conference division we didn’t know much about. We went to them and said, ‘Let us do this.'”
This was years ago, of course, before changes in the media landscape forced some variation of “entrepreneur” or “business development” onto the modern journalist’s job description. “They looked at us funny because we were columnists, we were reporters, and that was it,” Mr. Mossberg recalled. “To their credit, they let us do it.”
It may have helped that, even though this was also before “paid content” became a bit of a grail for the news business, tickets to the first D conference would begin at $2,495 and rise to $2,995. It sold out.
The news site, which now pumps the All Things D brand into the ecosphere every day all year, took a little longer to sell. But the tech space was crawling with upstarts of varying degrees of quality. The Journal was missing an opportunity.
“I’d seen a lot these blogs, especially these tech blogs, which were just not done by professionals with standards and ethics,” Ms. Swisher said, minutes after posting her iPad 2 event exclusive. “It irked me that they did so well.”
The “previous administration” at Dow Jones, meaning those in charge before the Bancroft family sold to News Corp. for more than $5 billion, didn’t leap on the blog idea as quickly as it green-lit the conference, Ms. Swisher said.
“It took awhile to explain blogs to a mainstream media company,” Ms. Swisher said. “We started with the conference, which was immediately profitable, which they get. Eventually we had such a well-known brand we could kind of explain what we wanted to do with the web.”
The site went live in April 2007, coincidentally right around the time Rupert Murdoch was making the Bancrofts an offer. It began with four writers: Mr. Mossberg and Katherine Boehret, who also continued to write for the Journal; Ms. Swisher; and John Paczkowski. Peter Kafka, focusing on the media piece of the tech world, joined in October 2008. And however far and fast last week’s iPad 2 exclusive traveled, the site has often produced meatier scoops. Traffic is on the rise, averaging 1.4 million visitors a month last year, up from 887,000 in 2009, according to All Things D.
The conference has, meanwhile, become a tech touchstone of its own. You may have seen the video of Facebook CEO Mark Zuckerberg sweating and blinking as he struggled to answer questions about user privacy at D8, the eighth D conference, held last summer. The ninth iteration of the D conference, this May 31 through June 2, sold out weeks earlier than anticipated. Standard ticket price: $4,795. Sponsors include Microsoft, Lenovo, Qualcomm, Ricoh, Advanced Micro Devices and NYSE Euronext.
It’s less clear, because Dow Jones won’t say, whether the site is profitable in its own right. While the conferences, including the first D: Dive Into Mobile conference last December, benefit from dual revenue sources of attendees and sponsors, the site has only ad sales. Dow Jones points to recent hires at All Things D as a sign of the site’s strength, including Ina Fried on all things wireless, Tricia Duryee on e-commerce and gaming, Liz Gannes on social media and Arik Hesseldahl on the enterprise beat, all new since October.
“We really don’t talk about profitability, but sometimes actions speak louder than words,” said Kelly Leach, senior VP-strategy for Dow Jones. “The fact that Dow Jones felt strongly enough about the site to essentially double down and make a significant investment in the journalism, that was done because there’s a belief that this can be an even bigger contributor, that this has the potential to scale in a way that the conference can’t.”

Coca-Cola Wraps Largest Social-Media Project Ever

Global Program with Local Activation, ‘Expedition 206,’ Comes to Close

By Natalie Zmuda
Published: January 03, 2011

NEW YORK ( — More than 275,000 miles, 186 countries and 365 days after embarking on Expedition 206 — Coca-Cola’s largest social-media project ever — the company’s three “happiness ambassadors” have completed their journey.

Audra Melton for Coca-Cola Co.
Coke Expedition
On Jan. 1, 2010, armed with laptops, video cameras, smartphones and plenty of other gadgetry, the three 20-somethings set off to visit 206 countries and territories where Coca-Cola is sold in order to document for the masses their search for happiness. They arrived back in Atlanta at the World of Coca-Cola Dec. 29, 2010, just before the dawn of the New Year. Their journey, tracked at, as well as through Facebook, YouTube and Twitter, has racked up 650 million media impressions around the globe and engaged billions of people.
In China, for example, instant-messaging service QQ received a billion visits related to Expedition 206, said Anne Carelli, senior communications manager-digital communications at Coca-Cola. Ten billion virtual stamps, created by the ambassadors in each country using Haibao, the mascot for the 2010 World Expo, were also traded through QQ.

“We have been extremely pleased with the success it’s had in the different markets,” Ms. Carelli said, noting that the program created more visibility for the brand in key markets like China. “It’s really provided a platform for the different markets to activate as they see fit.”

The program — conceptualized as a global effort that would be coordinated by a team in Atlanta but actively managed by individual markets — forced many local markets into the digital and social-media space for the first time. It also required increased collaboration among the communications, public relations and marketing teams, something Ms. Carelli says will be instructive for future programs. And it furthered Coca-Cola’s goal of creating global programs that are locally relevant.

“It was intriguing how each market went about it in their own special way,” said Tony Martin, one of the ambassadors. “We never knew what to expect. In some places we’d go eat with a family. Then, in the next place we’d hang out with a local, legendary surfer. Or we’d show up at an airport and there would be these local traditions.”

The group also made appearances at the Vancouver 2010 Olympic Winter Games in Canada, the FIFA World Cup in South Africa and the Shanghai 2010 World Expo in China.

The campaign bolstered Coke’s Facebook presences in markets like New Zealand, and in other countries — such as Argentina, Ukraine and Uruguay — local teams connected with influential bloggers as a means of promoting the program. Still, there were areas where the program didn’t take off. On Twitter, the main handle boasts only about 1,800 followers. Coca-Cola execs stressed that the measure of success was based more on local-level engagement, pointing out that the Dominican Republic and other countries started their own Twitter handles specifically to document the visit.

“We made the conscious decision at the beginning that this was a local activation,” Ms. Carelli said. “Equally as important were the relationships formed with influential bloggers and communities. We tapped into [areas] where we might not have had as strong of a presence previously. … It pushed a lot of markets to start [new] relationships.”

The ambassadors also arrived with built in fan bases, having competed for the opportunity to be part of the program. Coca-Cola reached out to the likes of Lonely Planet, as well as its own agencies, including Ignition, an experiential marketing firm, and WWWINS, its digital agency in China, asking for recommendations. It received about 60 candidates that it then narrowed down to 18 individuals who were brought to Atlanta for interviews. From here, nine candidates, three groups of three, were ultimately tasked with promoting themselves to consumers, who determined the winners in an online vote.

Ms. Carelli said the program has exceeded expectations. Just the fact that the year-long trip was completed with the same three ambassadors, Mr. Martin, Kelly Ferris and Antonio Santiago, is an accomplishment, she joked. But that doesn’t mean there weren’t snafus along the way.

The trio made it to just 186 countries, not the 206 the company had planned on. Part of that was due to security concerns in countries like Iraq and Afghanistan. And part was due to logistics. Each ambassador required about 85 Visas and numerous passports, which caused the group to miss some countries. Mother Nature was also a challenge. An August trip to Bermuda was rescheduled for December, thanks to a hurricane. And Christmas was spent in Ireland when snow stranded the ambassadors last week.

This is the real social media

Lady Gaga becomes a ‘billion-hit’ artist

If you have watched any of Lady Gaga’s online videos, you are part of this story.

The controversial, and for some too racy, artist’s online videos have recorded one billion hits making her a record breaker.

The three videos on YouTube and Vevo that helped Lady Gaga set the record were Just Dance, Bad Romance and Poker Face with Poker Face alone recording around 375 million hits.

So how did a singer with weird wigs and outfits outdo more mainstreem popstars like Beyonce on the internet?

Eileen Koch is the owner of Eileen Koch & Company, a Los Angeles-based public relations company.

Ask Richard (Branson)

Listeners Vie For Prize for Most Creative Way to Beg Billionaire to Fund Australia’s FBi Radio Station

Published: March 18, 2010
For a more in-depth look at this Idea of the Week and for other examples of media, marketing and business innovations, visit Ad Age and Cream’s inspiration site.
Australia’s FBi radio, on the brink of bankruptcy, worked with Naked on this fund-raising idea to save the station: Ask Richard. FBi implored listeners to ask Richard Branson, the music-loving billionaire and fellow Australian, for almost $1,000,000, with a cash prize for whoever asked him in the most creative way (as judged by Richard). Efforts included a flash mob wearing Branson face masks, a woman who swam to the billionaire’s private island, and the baking of 5,000 cupcakes sporting Branson’s face. The stunts were covered on blogs, Facebook and Twitter. In the end, Branson called the station and made a generous donation.

Cream indexes and analyzes the world’s media, marketing and business innovations. Combining a library of more than 2,500 case studies with insight and analytical tools, the Cream Innovation Exchange provides inspiration and helps you discover what’s next in the world of communications.

Inbox2 – One stream for all your accounts

Inbox2 – One stream for all your accounts. Make things simple and easy, do you love that me too

CV of the founders

Inbox2 was founded by Khuram Hussain, Waseem Sadiq and Moin Sayed in 2008. Inbox2 is a Delft University of Technology Start-Up and is located in the Netherlands.

Our passion is to create simple applications to help people with all that is going on in their online life. The challenge that we have taken upon at the moment is focusing on simplification of your Inbox and creating the new messaging experience. We believe that people are primarily interested in connecting with others and don’t want to be bother with the complexity of technology. Our mission is to deliver services which facilitate and allow you to manage these connections without the hassle.

Our product has recently been nominated for Dutch innovation awards 2009.

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