capabilities to take their businesses global,

Running head: GLOBAL STRATEGIC ANALYSIS-NIKE

GLOBAL STRATEGIC ANALYSIS-NIKE 20

Global Strategic Analysis-Nike

Name

Institution

Executive Summary

In the business world today, organizations have decided to market their products at an international level. This means that there is the use of bigger resources in terms of manpower, technology, and other resources which support the industrial business activities. However, despite the fact that most of the MNEs have the resources and capabilities to take their businesses global, there still is a need for them to develop strategies which will be used as guidance for the entire activities of the business both in the local market environments and in the global markets. This report hence is meant to give a global strategic analysis of a firm, in this case, the Nike Company, and provide a suitable internationalization plan for the company. First, a global strategy can be defined as business activities in organizations which act as the organization’s strategic guide to globalization. This means that as the world becomes much more interconnected, businesses too are allowed to expand their revenue areas to outside the borders of the company’s parent nation. Globalization does not just mean having a business in one foreign nation but several. This comes with milestones such as changing cultures, laws, and competitors who the MNE has to be able to handle in order to be successful in its expansion plans. A global business strategy such as the one used by the Nike Company is meant to ensure the business has the ability to benefit from the vast opportunities and rewards which come with worldwide trading (Marc J. et al 2010)

In order to proficiently write this analysis, the main elements were divided into some eight groups which include an overview of our chosen company together with its strategic background, the condition of the industry of the company, the company’s capabilities and strengths internally, its cultural conditions as an institution, analysis of the company’s industrialization efforts, and finally, an analysis of the governance and corporate social responsibility of the company.

Contents Executive Summary 1 Overview and Key Strategic Background of Nike 3 Characteristics 3 Current International Operations 5 Recent Strategic Initiatives 6 Domestic and International Rivals 7 Tripod 1: Industry Conditions. 8 Top five markets 8 Five forces affecting Nike’s industry. 8 Key Competitiveness of Nike in Value chain. 10 Competitiveness of Generic Strategy. 10 Strategy Tripod 2: Internal Resources and Capabilities. 11 Strategy tripod 3: Institutional and Cultural Conditions. 12 Entrepreneurship and Internationalization of the Firm. 14 Internationalization 15 Internationalization: Structure, Strategy, and Learning. 16 Strategizing governance and Corporate Social Responsibility. 17 References. 19 Appendices 20

Overview and Key Strategic Background of Nike

Nike is also known as Nike Inc. and this is an American Corporation that operates on a multinational level in the business of designing, development, manufacturing, marketing and selling foot ware across the world, clothing, tools and equipment, services and other accessories. The company was formerly called Blue Ribbon Sports (1964-1971) and over time since its founding, it has been able to diversify its own products and in the process remained an internationally recognized brand in its market segment. The company has its headquarters in the city of Beaverton in Oregon, Portland metropolitan area. Over time, the company has made a lot of progress in its industry despite facing a lot of threats and challenges in the industry. Being a multinational, the company has to work to be able to be compliant with different laws and restrictions which t companies in the industry it operates in have to face each and every day (Larson D. 2011)

Characteristics

The Nike Company has grown to become the world’s largest supplier of athletic clothing and shoes. The company also is one of the biggest manufactures of equipment used in different sporting activities. The company also had revenues that go to the excess of 24.1 billion dollars as per the financial year of 2012. At that time, the company had approximately 44,000 people in the world who added up to the organization’s staff and employees. By the year 2014, the company brand alone had been valued at close to 19 billion dollars making it the highest valued brand in the sporting business. This value, as of the year 2017, had increased to over 29.6 billion dollars. Perhaps enabling it still hold the position of the most valuable brand in the sporting business.

Nike was founded in the year 1962 in January and it went by the name mentioned above, Blue Ribbon Sports. The founders of the business were known as Bill Bowerman and Phil Knight. However, the company officially became Nike in the year 1971 on May 30th taking a name from a goddess of victory of the Greek empire. The company also holds the characteristics of marketing its products under its own brand name. Some of the different product names include Nike Golf, Nike Pro, Nike +, Air Jordan, Nike Blazers, Air Force 1, Nike Dunk, Foamposite, Air Max, Nike Skateboarding together with some subsidiaries of the company including the Brand Jordan, Converse and the Harley International. The company also held the ownership of Bauer Hockey which was later named Nike Bauer from the year 1995 to 2008. They also owned Cole Haan and Umbro brands (Larson D. 2011)

The company also manages its business through operating retail stores which are under the name Niketown. With the outstanding growth the company has had over the years, they have been involved in various marketing strategies such as sponsoring of athletes considered as high profile and sporting teams all around the globe.

The company has been having a very good performance financially in the past years with revenues totaling to about 30.6 billion dollars as of the year 2015. The company also worked under an operating income of about 4.2 billion dollars. From this, the net income of the company was estimated at 3.3 billion dollars in the year 2015 with their assets totaling to over 2.6 billion dollars in the same year. They had an equity that totaled to 12.7 billion dollars in the same year. As of the year 2017, the brand value alone of the company had risen from 19 billion dollars in the year 2015 to over 29.6 billion. This is just a brief summary of the finances of the company to show how it has been able to retain possession of its market and in the process leading to its general development (Larson D. 2011)

The company operates majorly in the clothing, Accessories and sports equipment production industry, industries which over the years have experienced a lot of changes and development. However, Nike too has tried to live up to the ever-changing market trends by having new products developed to adapt to new market environments. In order to do this, Nike has a very strong research and development team that has over time been able to develop stronger, durable and more comfortable sporting shoes for athletes and also trendy wear for non-athletes who want to add to their fashion collecting with a Nike Brand. Their shoes, especially, the Jordan’s and the Air max wear, have had excellent reception across the world.

The company tries as much as possible to produce products which will be internationally accepted. However, the largest market segment of the company in North America which has been able to account for close to 44% of the total company revenues for Nike. This was as per the revenues in the first quarter of 2015 which saw a rise from the previous record of 37.3% in the same market area. However, Nike was able to grow its market segment in the United States at an average growth rate of 16.4% between the fiscal years of 2010 and 2014. This is also the most profitable segment of the company averaging its margin of operating profits at 27.6% as of the first quarter of the year 2015 (Larson D. 2011)

Current International Operations

Currently, Nike operates in a variety of international markets. One of these markets is the western European market which is one of the most promising markets that the company has. This is the second largest market for the company and the largest international market accounting for close to 21.5% of the total revenues of the company. Nike introduced new marketing strategies in this market segment, strategies which have been reflected in the operating profits of the company. Operations of the company in this market segment have seen it develop its profit margins from 23.6% in 2015 as compared to 17.1% in 2014. This area also presents great opportunities for growth of the company as the company is strategizing in order to target some of the major markets of the region which include the United Kingdom, France, Germany, Austria, and Switzerland. The company is targeting to have 6 billion dollars’ worth of revenues by 2017 up from 5 billion dollars which were recorded in the year 2015 in the same region (Lashinsky A. 2015)

Another area of operation for the company is the Greater China which is a market which presents high returns, and high performance for products. This is a market which created 8.5% of the company’s revenues of the year 2015. Operations in this international market segment have seen growth at a compound average rate of 10.6% over the years between 2010 and 2014. The segment also presents the company with profit margins of over 31.5% making it one of the most profitable segments where Nike operates in internationally.

Other areas of international operations which Nike Inc has invested in to push for its products acceptance include the emerging markets. These especially are the developing countries of Africa and Asia which have created a market for the company products (Lashinsky A. 2015). There are numerous athletic competitions which such countries [participate in and Nike has come in to ensure that they are the most reliable companies to provide for every equipment, clothing, and accessories for these markets. Some of the benefits that Nike gets from these markets is an increase in revenues and also customer acceptance of the products. These markets are very fast growing both economically and in terms of the population presenting a very reliable market that might just be the drivers of the future of the company.

Recent Strategic Initiatives

As the years go by, the company has been able to adopt different strategies in order to develop its business activities in both the local and the international areas of operations. The company has developed an initiative which will push it to be a more customer-centric and innovative. The initiatives has been developed in order to increase the company’s footprint globally and share of the market. However, the new strategic initiative taken by Nike feels to be so similar to that adopted by Adidas. In June 15th, Nike announced that they had plans to cut down the styles and workers in order to improve the sales which were reducing. With the new initiative, the company is planning to only focus on customers from some 12 cities in the world which include the New York, London, Barcelona, Shanghai, Beijing, Los Angeles, Tokyo, Paris, Berlin, Mexico, Milan, and Seoul.

These were identified as the cities with the biggest opportunities for growth of the company. The company expects to have 80% of its growth to be derived from these areas considered to be cultural capitals. The main reason that Nike has in choosing of this initiative is the fact that the trend where the products depended on basketball shoes is dying and, furthermore, the company has been having minimal sales in the recent past. Hence, this initiative will ensure that the company moves closer to the people in order to learn about market trends before the development of the products suited for the different cultures in these environments. Capitalizing on the market trend is what led to the growth of the smaller brands such as Reebok.

Domestic and International Rivals

The company’s competitor majorly in the United States market, which is the major market of the company is the Under Armour Inc. This is a company that derives close to 90% of its total revenues from the United States market and hence stands as a major force that Nike has to reckon with. Other competitors of the brand include VFC Corporation (VF) and Lululemon Athletica. The two companies have a very high dependency on the American Market which made up for 59% and 67% of their revenues consecutively. Another major rival of the Nike Company is the Reebok. In terms of products, this is a company that has very similar products to those of Nike. However, the company’s market share is the third in the foot ware industry having 11.2% as compared to Nike which has 30% of the share and Adidas which has 15%. Reebok has not been having good growth in its sales but still, holds great opportunities to be able to challenge some of these big brands in the United States and globally.

As mentioned above, Adidas is another competitor which, just like Reebok, has quite similar products to those of Nike. Adidas has had an outstanding performance in the market especially after the adoption of their new marketing strategy which focusses on the core markets of the company and developing products basing on the trends observed in these major markets. This initiative of Adidas was very instrumental in the new initiative developed by Nike in order to increase their currently reducing sales in order to meet their goal of having revenue sales of 50 billion dollars by the year 2020.

Tripod 1: Industry Conditions.

Top five markets

Nike, as in international brand operates globally. However, there are some five major markets which the company highly benefits from. These markets include the United States or the North American markets which provide for close to 40% of the total revenues of the company. After this is the Western European markets, the China market which shows very good opportunities for the company, Eastern European markets and finally, the emerging markets in the big developing nations of Africa and Asia.

Five forces affecting Nike’s industry.

There are a variety of forces that affect the industry which Nike operates in. these include the following: The bargaining power of the suppliers in the industry which Nike operates is low. This is because the products of this company are made internationally in more than 42 countries in close to 620 factories. This means that with the current suppliers being of small size, the will not have the ability to integrate. This hence reduces the power of the suppliers to compete. Furthermore, there is the fact that these suppliers are very many and scattered all over the world making them have very little influence over Nike. For this reason, the brand itself sets the standards to which the individual suppliers have to comply with. This characteristic of the industry applies to both the local and the international markets of Nike.

The second trend affecting the industry of Nike is the bargaining power of the buyers. This ranges from low to moderate according to the market. This is because the competitors in this industry are not so small but at the same time, not very large. The company can be said to have very large competition in its local market because there are other companies in the same market producing very good products which the buyer can choose from as an alternative. But when it comes to the international markets, there are very few big competitors for Nike. Adidas is the major one, in this case, hence, the customer bargaining power, in this case, is not very strong as compared to the local markets (Boudway I. 2015)

The threat of substitutes is another force that affects the industry of operation of Nike. This, however, poses a very moderate threat for Nike since most of the competitors of Nike make very similar products to them. In the local markets, there are a variety of companies in the competition which make products such as those of Nike but sells them at a very cheaper price. This, however, is moderated by the fact that the quality of Nike shoes is quite high. Comparing with the international platform, the threat might be very high since companies from other markets have also been able to create very quality products especially footwear at cheaper prices.

The threat of new entrants is another force in the industry. However, this force has very low effects on Nike as a company. This is because, even though in order to start the investment might not be very high, there are other requirements which have to be fulfilled making competitors only able to start at very local levels it is difficult to build an image for the brand like the one Nike presently has. There is also a very strong issue of concern in the marketing, distribution, and supply chain in this industry. It is not simply easy for a company to grow to the levels of Nike overnight hence creating a very low threat of new entrants in the industry for Nike both locally and internationally.

Finally, the fifth force is the competitive rivalry in the industry which is a very strong effect for Nike both locally and internationally. There are other global brands such as Adidas, Puma and Under Armour all of which are very strong almost to the levels of Nike. These companies not only score highly in their competitiveness against Nike locally but also internationally making the level of competition in the industry to be very high.

Key Competitiveness of Nike in Value chain.

Despite the fact that there are a variety of forces which might affect Nike in the industry, the company is very stable when it comes to their innovative ability and in the process ensuring very high-quality products. With these competencies, the company has been able to stay on top of the competition by ensuring that even with the changing styles and variety of products, they still ensure to provide quality at very good prices.

Competitiveness of Generic Strategy.

The strategic fit of the generic competitive strategy adopted by Nike can be assessed as follows. Due to the reducing effectiveness of their previous strategy of modeling new products while focusing on basketball shoes, the company decided to adopt a new marketing strategy which will ensure that the company focuses on some few specific markets which different cultures in order to help develop brands which will be much more competitive. This strategy very well conforms with the existing industry conditions since, with the changing needs of the market, the companies in this industry will have to create relations with customers, know what they need first before development. This is exactly what the new strategy would do for Nike (Marc J. et al 2010)

Strategy Tripod 2: Internal Resources and Capabilities.

These are the factors in any organization which can be controlled by the organization itself. Nike has a variety of internal resources and capabilities which it can use to enhance the position it holds against the competition. There are a variety of strengths presented by Nike in how they conduct their activities and their general structure. These include the fact that it designs footwear of a number of sports such as baseball, golf, cheerleading, volleyball, and tennis. The company also uses the make to stock customer order which is able to provide very fast services to customers from the available stock. The company too has a very wide market, which is in almost 180 countries where it sells product from its Nike Town Shoe and Sportswear stores. The company is also very strong in research, innovation, and development making them able to manufacture very high-quality products with lower costs keeping them at the lowest possible price. The company also is a developed brand making it quite able to benefit just by its name or the swoosh sign. This makes its brands very recognizable from the rest of the market. This is what the company has over the others with very high advantages. This is why Nike has been able to retain the title of the most valuable brand in the world for many years standing at 29.6 billion dollars as of 2017.

On the other side, there are some few weaknesses which the company has, these include the fact that it is still very heavily dependent on the shares it has in the footwear market. This is a market that over the years has had very many new entrants and vulnerabilities might come in in the event that its shares reduce. There is also the fact that the retail sector can be very sensitive to pricing. Nike depends on selling their products to retailers who often pass very similar experience to the buyers and in the process try to pass the pressure of the low price competition back to Nike (Boudway I. 2015)

The competencies described above very well fit with the global strategy adopted by Nike, which is, to provide the customer across cultures with the highest quality products at the best prices. The company has an intensive growth strategy which is to be made possible by the ability of the company to innovate and develop the business. The above strengths give them an advantage as they try to reach their goal through product diversification.

In order for the company to improve on its future development, there is a very high need to move from their focus on footwear in order to realize much profits since there is a possibility that another brand can take over that segment of their most important markets. This can be done by using the name of the company to sell other products such as clothing and equipment. There are many things which are needed in sports and Nike can come up with ideas using their development teams and develop profitable products which are not just shoes.

In order to do this, Nike does not need to have external support, the company has fill capability of developing new products because of the power they already hold in the area of innovation.

Strategy tripod 3: Institutional and Cultural Conditions.

When operating in an international business environment, there is a very high likelihood that the organization will be affected by different institutions and cultures which exists in different markets. These institutions set the rules of the game through the following ways: first, some of the formal institutions which affect the Nike business are the bodies which govern various sporting activities in different regions. Because Nike makes most of its revenues from the sport-related sales, different institutions across the world have different rules on what has to be used where. This applies to the tools, gear and even the footwear. Such institutions play a very vital role in this industry because they regulate what the targeted customer will purchase. Cultures also affect the trend in this business. When it comes to apparel production, there are some cultures which will not allow some customers to put on gear which the company sells to some other cultures. An example is the Middle East market will differ from the American market in terms of apparel. These rules and beliefs very highly influence the operations of these businesses either directly or indirectly because of the effect the power of the customers to purchase some products (Boudway I. 2015.)

Using the five dimensions of culture developed by Hofstede, we can establish how the local cultures can compare with those of the international markets. The first cultural dimension is Individualistic/Collectivistic. This simply refers to how the needs are prioritized on a personal level as compared to how they are done in a group. In the United States, it is likely that products will be bought based on individual needs, but cultures outside which are controlled by society will purchase from the group needs. The second dimension is the masculine/feminine dimension. In the US, there are not many restrictions on what men and women should put on, but some international markets such as Asia, there is a likelihood that the people will purchase based on these distinctions (Marc J. et al 2010). The third dimension is based on how comfortable the people in a certain culture are comfortable with any change. In the United States, it is possible for people to change their systems basing on the trends, however, there are international markets where people prefer to keep to what they know. This means that the company will have to create goods basing on what they want and not new ones. The fourth dimension. Power distance which is how comfortable people are with upward influence. This means that people might be influenced to purchase based on the influence from a figure considered in high regard. This applies in many societies majorly used in sales promotions. There is also the time perspective and indulgence where which argues on the basis of the ability of the people to plan for the future and regulations put on life due to social norms. It is true that markets prone to planning before purchase will have buy goods differently than those who are not culturally inclined to do that. This applies to markets such as the UK where people focus on plans hence might not be comfortable with some techniques of sales (Minocha, S. 2008)

The greatest concern in this situation is the institutional distance. Most of the markets are not very much regulated culturally but the institutional laws such as governments and other institutions are ones which majorly affect this.

In future, in order to prevent further exposures to the rules of the game, the company has to strategize on focusing on an individual market’s needs. This is by ensuring that the suppliers in different parts of the world have been able to conform to the different regulations in different societies before they are allowed to sell the products. This can be effective since the bargaining power of the suppliers is low and hence they can easily be controlled by Nike.

Entrepreneurship and Internationalization of the Firm.

Successful entrepreneurs utilize some five very important strategies which will ensure that they sustainably grow the business. These strategies are the primary building blocks which allow for an organization to have a competitive advantage and distinctiveness over the others and they include: Utilizing your networks, Hiring trustworthy people and have a strategic delegation, using proper means of raising funds for organization projects, having good market development and penetration means, seeking partnerships and acquisitions that are strategic, and finally, always seeking growth and never being comfortable in a position that has been previously held. The company has been able to fulfill all these strategies by having very good product research and development. The partnerships too such as that with Jordan and Umbra were very strategic and worked to improve sales, finally, Nike has been experiencing growth over the years buts is always thinking of better ways of doing business, this accomplishment of the five entrepreneurial strategies is what makes the company stay afloat (Carr, A. 2013.)

Opportunities for entrepreneurship in this industry have no restrictions in terms of the forces in the industry. However, there is a possibility that institutions can affect the opportunities for development since in this industry, institutions have very big roles to play on how target customers buy their goods. This is why Nike ensures that suppliers have conformed to all regulations from institutions governing a certain market in order to allow for a product to be sold.

Internationalization

Basing on institutional views and resource-based views, Nike is very highly capable of managing its international business capabilities. This is due to the fact that, Nike is already an established brand which has been present for more than 53 years, holding a very big market share in the United States, Europe, and still eyeing markets such as those of Asia especially China. Despite the little competition, Nike has the resources, basing on their operating income of more than 5 billion dollars, to be able to push for the development of their international business goals (Carr, A. 2013)

Nike has been able to align their goals with the specific locations they operate in across the globe through the adoption of the culture-specific product development strategy which they adopted. With this, it means that the company will be able to have closer contact with specific locations and in the process ensure that the products they produce are up to the standards of the specific market locations.

The management of Nike has been able to allow the company to enter different markets through the use of different suppliers across the globe. This means that the company has always dwelt on an entry that needs them to directly market and sell their own goods in a particular market. Nike markets its products under its own brand and Nike distribution stores. This means that the company is able to control the quality of the products while at the same time interacting with the customer to know of their needs. This entry mode is also important especially when the company has already built its brand making them benefit from their own reputation. Finally, it allows for product growth and diversification basing on the knowledge of the new market. However, this strategy might be costly if it fails since all the marketing and store establishments are put up by the international company. A sway in the market might be catastrophic to the company (Peng W. M. 2012)

Nike has been able to use a strategy known as differentiation generic which allows for the diversification of the products. This has been a uniquely efficient strategy giving it a niche over the competitors such as Nike. This strategy has made a positive contribution to the growth of the business.

The company has also benefited highly in acquisitions which have led to its growth against the completion. Example, the acquisition of Umbro and Cole Haan which were later sold in the year 2012 and 2013 respectively facilitated a lot of growth of the global brand. Nike also acquired two brands which today are the two main subsidiaries known as Converse Inc. and Hurley International. Both of these companies have played a very major role in is general development in the international market.

In my opinion, I would recommend for the company to try to enter new markets especially the developing markets. There is a high likelihood that developed markets have already been saturated by similar products but the developing markets still have an opportunity to increase sales revenues. Using there innovative and product development techniques, it is highly probable that the company will get a competitive advantage through this method.

Internationalization: Structure, Strategy, and Learning.

There are four strategy configurations which are commonly used by different companies. In this case, Nike utilizes the generic strategy that aims at ensuring the company puts the production costs down in order to make the selling prices low while still getting profits. This means that over time, Nike has been using the strategy configuration of cost leadership. This is due to the fact that most of the products are quite similar to those of major competitors such as Adidas (Peng W. M. 2012)

The three legs of the strategy tripod include industry based, resource-based and institutional based views. It is important for a business to integrate the three legs in order to understand any phenomenon of business. In this case, the strategic fit of the cost leadership configuration used by Nike ensures that the company stays on top of the industry dominated by very similar products, at the same time, this configuration will ensure that quality is not avoided but means of cost reduction are established based on other factors. This hence ensures that Nike retains the reputation of quality, diverse products at affordable prices in order to lead them to their goal of increasing the company revenues across the globe (Minocha, S. 2008)

This approach offers chances of innovations where researchers try to come up with ways of ensuring that quality products are created but still sold at affordable prices. The company has also been able to internalize learning capabilities for different markets through the new strategy that only focuses on 12 cities across the world where the company aims at coming closer to people and learn the different existent cultures and develop products basing on this acquired knowledge.

Strategizing governance and Corporate Social Responsibility.

With the challenges that Nike has gone through over the years, one of the most important lessons that have been learned by the management of the company is the importance of having a system that differentiates the different dimensions of corporate governance. This has been attributed to by the fact that the markets of today know of the capabilities they have against a company and its products together with the increased industrialization. One of the firm-specific capabilities developed by Nike to differentiate is the presence of the Audit Committee in the company. This group is purposed with the responsibility of ensuring that the board of the company is able to fulfill its legal and fiduciary obligations. This is one of the steps the company has taken in order to ensure that the board is able to exercise its responsibilities of ensuring that decision and policy-making by board and senior management are effective in order to increase the long-term value of its shareholders (Minocha, S. 2008)

One of the Corporate Social Responsibility acts I would suggest for Nike which would directly influence their competitive advantage is offering support for the local sporting activities, especially in the developing markets. As much as this will help improve the reputation of the brand in these new markets, it will also help know the brand and the quality of the brand. If people know of your capability, they will be influenced more to buy your products.

References.

Larson D. 2011. Global Brand Management-Nike’s Global Brand, The ISM Journal of International Business, ISSN 2150-1076, Volume 1, Issue 3, December 2011.

Lashinsky A. 2015. Business Person of the Year: CEO Mark Parker, Nike’s Master Craftsman. Fortune.com

Boudway I. 2015. Nike Try’s to Stay Nimble in a Fast Moving, Fashion Forward World. Boomberg Business Week.

Carr, A. 2013. Nike: For a Pair of Revolutionary New Products and a Culture of True Believers. 50 Most Innovative Companies. Fastcompany.com

Stonehouse, G., Minocha, S. 2008. Strategic Processes at Nike-Making and Doing Knowledge Management. John Wiley and Sons. Volume 15, Numebr 1 pp. 24-31.

Marc J., Buhovac R. A., Yuthas K. 2010. Implementing Sustainability: The Role of Leadership and Organizational Culture. Strategic Finance Institute of Management Accountants.

Peng W. M. 2012. Global Strategy. 3rd Edition. South-Western, Cengage Learning. ISBN 13-978-1-133-96461-2

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