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Newsletter - May 17, 2002
MOBILE
COMMERCE: CUTTING LOOSE
By Glover T. Ferguson and Thomas H. Pike
The
buzz today may be about cell phones and PDAs that connect to the Internet.
In fact, a much more sweeping change is under way—the emergence of
seamless, continuous economic interaction. Call it uCommerce: ubiquitous,
untethered, unbounded.
You've
got to sympathize with executives these days. Just when they thought they
were getting their arms around eCommerce, someone came along and said
things were about to change—again. The new challenge, they were warned,
was to figure out what to do about mCommerce.
Of
course, just about everyone is aware of the explosive growth in the use of
cell phones and other handheld devices that underpin mobile commerce. But
CEOs around the world are right to wonder if there is anything here beyond
the hype that promises consumers they can operate vending machines with
their cell phones or trade stocks while jogging. They want to know what
mCommerce means for their businesses and how urgent it is to embrace this
latest technology-driven change.
We
believe that mobile commerce is simply the next step-albeit a very big
step-toward something even more encompassing: universal, everyday,
around-the-clock interconnectivity. The buzz today may be about cell
phones and personal digital assistants that can connect to the Internet.
In fact, a much more sweeping change is under way-the emergence of a world
of seamless, continuous economic and social interaction.
What
we are seeing is the dawn of uCommerce—commerce that is:
Ubiquitous—taking place everywhere, at all times;
Untethered—not constrained by the lines and hard wires of
traditional computing and telephony;
Unbounded—no longer limited to the traditional definition of
commerce.
Not
just a matter of transactions, uCommerce encompasses the flow of
information between a business and its employees, supply chain partners,
customers and various smart appliances in ways that will either save money
or generate new revenue.
Business
leaders focused today on eCommerce or even mCommerce should look further
out on the horizon, preparing in addition for the challenges and
opportunities of uCommerce. Ultimately, they need to think of uCommerce as
an "and," not an "or." It should not be seen as a
replacement for eCommerce, mCommerce, or bricks and mortar. A more likely
scenario is that it will be a fusion of all three, with people moving
seamlessly from one to the other, depending on their location and the
nature of the need.
Moving
into uCommerce is not a replacement for anything your company is doing
today, but an extension of it. And it will be mandatory, not optional.
In
this world, people will be connected to one another, and to the Web, in a
variety of ways that we can only begin to imagine. Along with computers
and handheld devices, we may use our televisions, video games and
automobile consoles—giving us "tCommerce," "vCommerce"
and "aCommerce."
We
will be connected faster, more continuously, and without the constraints
of space and time that limit today's desktop devices. A cell phone, for
example, could be an always-on Internet connection, used as a mobile
device when the person is traveling, or hooked into a terminal at home or
the office.
Objects
also will communicate with one another or with people, transmitting
information about their location and status, or taking action and even
doing business on people's behalf. An appliance or automobile, for
example, will sense impending mechanical problems and schedule
maintenance; personal-finance robots will make market transactions
automatically according to preprogrammed guidelines.
Driving
forces
This isn't science fiction.
uCommerce will play a major role in our work and lives because it is
consistent with drivers of behavior that are already at work.
Mobility
Individual consumers already
approach their lives in general with a kind of fast-food mentality. In
developed countries, people multitask, using time spent in the car, online
or on the street not only to eat but to read or talk as well. Making
purchases on the go is a logical extension.
Similarly,
in business, employees at all levels are on the move. Today's employee
doesn't work just at the office—and indeed may not even have an office.
Work gets done at home, in the car, at the customer or client location, or
in any available cubicle. The efficiency and productivity of all those
individuals can be improved by any of a number of portable devices.
Once
connectivity and Internet access are no longer limited to the personal
computer, they will become available to people who were never deskbound,
like doctors, teachers, electricians and farmers. The opportunity to reach
and serve such people at virtually any time opens up new business
opportunities.
 Service
The explosion of computing
power has enabled businesses to personalize their products and services
based on what they have learned about their customers; therefore,
businesses can offer those customers a higher level of service.
With cell phones, PDAs or even
more futuristic forms of ubiquitous access that we can't yet imagine,
 that
capability is increased because the customer can, in effect, be anywhere.
Several automakers, for example, already offer drivers a variety of
personal assistance and services, often based on the geographic position
and status of their vehicle at that moment. As access becomes continuous,
customer expectations for continuous personal service are likely to
increase accordingly.
Lower-cost
access
Phones, pagers and PDAs cost
less than computers. In the consumer realm, that means Internet access is
becoming available even to people whose lifestyle or financial situation
would keep them from buying a computer.
This
has important implications for the so-called digital divide that exists
not only within the economies of wealthy developed countries, where many
citizens still do not have computers, but also between the developed and
developing worlds. Low-cost access could greatly boost Internet use in
countries like China and Brazil, where cell phone use is becoming
relatively common.
Within
businesses, mobile devices can help control the cost of extending intranet
or Internet access. Currently, the cost of computers and networks is the
fastest growing component of information technology expenses. Mobile
devices also can contribute to greater overall employee productivity.
Bumps in
the road
To be sure, uCommerce will not
burst upon the scene full-blown tomorrow. Like all new technologies,
mCommerce and uCommerce still have obstacles to overcome.
Absence
of clear standards
Unlike Europe, which has
consolidated largely around a single frequency and signaling protocol, the
United States has phones supporting three different standards to enable
communications in various regions of the country. This problem isn't
likely to be solved through either government mandate or competitor
consensus, so the "winner" will likely be whichever standard can
achieve a dominant share first.
Another
possibility is that no standard will win. The problem simply may be
overpowered with layers of technology, just as browsers can handle XML,
HTML and Java.
Limitations
of current handheld devices
Web access just isn't the same
on a screen not much bigger than a business card, and inputting data can
be hard on a cell phone pad. Voice-recognition technology is improving but
is still imperfect. Meanwhile, compact keyboards that attach to mobile
devices (such as PDAs) exist today; holographic projection screens are
under development.
Such
advances would make mobile devices more user-friendly. But the eventual
solution still is likely to be an integrated network of multiple devices,
with the user choosing whichever is appropriate to the need at the moment.
Need
for back-office systems
Here is an often-cited
scenario: A person is walking down the street, decides to get something to
eat and-using a mobile device—checks out local restaurants, gets
directions to the restaurant of choice, has a meal and pays the bill.
It
sounds good, but the systems to make this happen are not yet in place.
Imagine
the billing and settlement process. Many parties contributed to getting
our customer fed: the portal that carried the restaurant information, the
carrier that calculated the customer's proximity to the restaurant and
provided directions, the restaurant itself and the company that provided
the mechanism for payment. All deserve a cut-but who does the calculation
and distribution, and how?
There
are other pitfalls. Payment systems are still vulnerable to hackers when
data is sent via mobile devices. Privacy is also a concern. Before long,
every cell phone will come with GPS (global positioning system). That's
exciting for marketers, but customers are skittish about unwanted
intrusions and the feeling of being followed.
Lack
of killer apps
It was e-mail that made
Internet access a must-have. To date, no comparable killer mCommerce
application has emerged on a global level.
In
the business-to-consumer realm, I-Mode has caught the fancy of the
Japanese, especially teens. I-Mode offers users communication (phone,
e-mail); dozens of services, from the practical (ticket booking, recipes)
to the recreational (games, karaoke); plus several whimsical options for
standby screen displays. More than 13 million subscribers have signed on
in Japan, but I-Mode hasn't caught on outside the country. Nothing like it
has emerged in Europe or the United States, though some speculate that
short messaging may fill that role
.
Cultural
and regional differences
Europe is ahead of the United
States in adopting mCommerce, in part because European mobile phone users
do not pay for incoming calls. As a result, they are more willing than
Americans to leave their phones on. Streaming information and services to
a user's mobile device, therefore, is more likely to be successful in
Europe than in the United States.
Another
regional difference is the extent to which mobile devices are the primary
means of Internet access rather than being an adjunct to computer-based
access. Today more than 41 percent of US households have access to the
Internet via in-home computers; that figure is 27 percent in Japan and
much lower in many parts of Europe.
Finally,
the widespread use of mobile devices in Japan may be partly a result of
the country's commuting patterns. The typical Japanese commutes 54 minutes
per day, primarily by train, which allows ample time and opportunity to
work or play on a mobile device. In contrast, 70 percent of US commuters
spend less than 30 minutes per day in transit, and 87 percent of all
commutes are by car.
These
obstacles will slow the arrival of uCommerce and make its rate of adoption
uneven around the world. But they will not stop it.
First steps
What will uCommerce mean for
your business? What opportunities does it offer? We can only give that
dreaded consultants' answer: "It depends."
It
does depend-on your company's geography, industry and specific
situation. uCommerce may become a necessity either because your customers
demand it or because it is key to maintaining a competitive business
system. Or it may offer opportunities to fundamentally transform your
business model.
But
at this early stage of this—or any—technology's development and
implementation, it is hard to know the answers with any certainty. The
challenge for a business leader is to anticipate what uCommerce might mean
by starting to ask the right questions now.
Can
uCommerce help you build a new, durable relationship with customers? Think
about:
Moments
of value
The mobile aspect of uCommerce
means that you can be with the customer at the moment of need. What could
it mean for your business to be in almost continuous contact with
customers? To allow customers to access information on their own from
anywhere at any hour? To make purchases or transactions any time that
buyers decide they want something?
Product
to service
Can uCommerce help your
customers not just buy your product but use it successfully? Can you, for
example, train your customers how to get full value from the product? Help
customers anticipate or avoid problems?
Discrete
to continuous
Can the technologies underlying
uCommerce help you repackage or reprice your product? Can you offer the
product or service in smaller increments? Vary the pricing structure by
number of units, time of day, location of usage or some other dimension?
Can
uCommerce create a new way of doing your business? Think about:
The
flow of information
In politics, a common piece of
advice is "Follow the money." Here the challenge is to follow
the flow of information.
What
kind of information moves among employees, and how does it move? Along the
supply chain? To suppliers, customers, partners? How could those flows of
information be shortened, sped up, rerouted or eliminated if people could
communicate instantly at any hour? If people could "talk" to
objects, or if objects could communicate with one another?
Location,
location, location
Mobile technology offers an
unprecedented ability to know where someone or something is at any given
moment. Suppose your employees were always in touch? Had continuous access
to company data and resources? What if you could track your purchases,
inventory or shipments minute to minute? If you could pinpoint your
customers? How could this knowledge change the way you operate?
Answers
to these questions will vary from company to company, of course, and
visions of the uCommerce future will differ. Nonetheless, all business
leaders should take the fundamental first steps now.
Get a handle
on the technology
Nothing can replace firsthand
experience with the advantages and limitations of today's leading-edge
devices and applications. Reading about other applications of this
emerging technology (such as tagging devices) can help round out your
understanding of what it can bring.
Team
up on research
Why go through the learning
process alone? In the early stages, team up with other companies, even
potential competitors, to jointly research usage and preference patterns
around a suite of applications. Share the results, then separate and enter
the marketplace as competitors, partners or allies-as the situation
warrants.
Grab
the low-hanging fruit
At
the corporate level, start smart. Pick some uCommerce applications that
have the potential to be profitable; these will certainly be learning
experiences. Some applications (particularly in business to business)
offer such immediate and high payback that any risk of choosing the
"wrong" standard or technology is minimal. Treat these
applications as pilot projects. Rather than setting high profitability
goals, use them as ways to learn how the technology really works, how
people really use it.
The
technological revolution of the past decade has brought profound changes
in our working and private lives and surging productivity for many
businesses. As eCommerce is transformed into mCommerce, and as uCommerce
looms on the horizon, it's clear that this revolution is far from over
Glover
Ferguson, chief scientist for Accenture, leads the
firm's global research strategy. He oversees the technology research and
development efforts taking place at Accenture Technology Labs - Research
in Chicago; Palo Alto, California; and Sophia Antipolis in France. Mr.
Ferguson is co-director of the Accenture uCommerce Program, responsible
for shaping the firm's strategy for realizing the benefits of eCommerce
for its clients. He is based in Chicago, Illinois
glover.t.ferguson@accenture.com
Thomas Pike
is the managing partner of the Accenture Growth & Strategy practice.
Throughout his career, Mr. Pike has led a wide variety of projects
involving information and information technology, from strategy
development through implementation. Mr. Pike, one of the firm's eCommerce
experts, is a frequent speaker to global audiences on the future of the
Internet and mobile commerce. He is based in New York
Thomas.h.pike@accenture.com
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SRS-WORLDHOTELS TARGETS CHINA WITH SALES BLITZ
SRS-WORLDHOTELS,
one of the world’s leading and most dynamic hotel marketing and
representation consortia, is organizing a high profile sales blitz
in China’s two key cities, Beijing and Shanghai on behalf of its
more than 400 member hotels worldwide.
Senior
executives from SRS-WORLDHOTELS’ Asia Pacific member hotels will
meet with leading travel trade professionals, corporate travellers
and members of the press in events taking place in the two cities.
The SRS-WORLDHOTELS annual regional conference will also be held
simultaneously at The Presidential Plaza Beijing, the newest
member of SRS-WORLDHOTELS’ Deluxe Collection and the first hotel
in China to be admitted to this prestigious group.
Highlights
of the roadshow will be a cocktail presentation followed by dinner
for the travel trade at the Presidential Plaza Beijing on Friday
24 May, and a similar event to be held at The American Club in
Shanghai on Tuesday 28 May. Around 100 local travel industry
representatives are expected to attend each of the two events.
Lucky draw contests will also be held with the chance to win great
prizes including accommodation and car rental.
Joining
the roadshow will be senior executives from SRS-WORLDHOTELS
members Bali Hilton International, Banyan Tree Maldives,
Vabbinfaru, Beijing Landmark Towers, Evergreen International
Hotels, Hotel Lotte World, Metropark Hotel and Presidential Plaza
Beijing. The hotel guests will also be partnered by
representatives from Hertz Rent-A-Car and Abacus, the leading GDS
system in China, who will at both events give a demonstration of
how to make real-time online bookings of cars and hotels through
the GDS system.
"We
see the China market as one of great long-term significance for
SRS-WORLDHOTELS members, and we feel that now is the right time to
step up our marketing efforts in China," said Roland Jegge,
Vice President Asia/Pacific of SRS-WORLDHOTELS.
Details
of the two events are as follows:
Beijing
Shanghai
Date:
24 May, 2002 Date: 28 May, 2002
Time:
6.30pm cocktail, 7.15pm dinner Time: 6.00pm cocktail, 6.45pm
dinner
Venue:
Presidential Plaza Beijing Venue: Shanghai American Club
Currently,
SRS-WORLDHOTELS has more than 400 member hotels in its portfolio,
representing over 70,000 rooms in 65 countries and 250
destinations worldwide. It is the only hotel marketing and
representation group with three distinct membership categories:
the exclusive Deluxe Collection, the First Class Collection and
the Comfort Collection. SRS-WORDLHOTELS’ Asia/Pacific operation
has grown dramatically to 20 staff in four offices around the
region and the company has over 50 properties in Asia/Pacific.
SRS-WORLDHOTELS - Asia Pacific
Mr Roland Jegge E-mail: rjegge@srs-worldhotels.com
MERIDIEN
TO SELL SIX EX-PRINCIPALS
e-Tid.com
- Le Meridien
is selling sell six former Principal Hotels in advance of a £250m
investment programme which includes rebranding seven other
Principals and spending £70m turing the Cumberland into the
UK’s first all Art + Tech hotel.
Tony Troy, regional MD for UK and Ireland, said the six did not
meet ‘core brand specifications’ although they are operating
at a profit.
The hotels are: Norbreck Castle, Blackpool; The Queen Hotel,
Chester; Manor House Hotel, Moretonhampstead; Keswick Hotel,
Keswick; North Stafford Hotel, Stoke-on-Trent and the Golf Hotel,
Lincoln.
Le Meridien is owned by Nomura. The Japanese bank bought Principal
Hotels for £255m at the start of 2001 while the 120-strong
Meridien chain was picked up for £1.9bn from Compass in May.
Twelve of the hotels were immediately sold to and leased back from
the Royal Bank of Scotland.
THE
SECRET OF FOOD DESIGN: FOLLOW THE FLOW OF FOOD
By Lee
Simon The General
Group
To kick off this column, I thought I would start by giving
away the biggest, baddest secret to successful kitchen design.
All right, it is right there in the title, but it is certainly
worth repeating … follow the flow of food. By this, I mean
that the facility should be designed to handle the events that
occur as part of food preparation in sequential order. It
sounds simple, but you would be surprised to learn how many
foodservice facilities (independent and chain establishments
alike) are designed without keeping this key principle in mind.
Now, let’s look at how this concept is applied to the design of
a kitchen.
One of the best ways to consider this approach is to
identify a menu item and track its preparation methods. As
an example, I will track the production methods for a grilled
chicken breast sandwich. The first thing that occurs in the
preparation of our sandwich is the delivery of the raw products.
Located near the receiving door should be a dedicated receiving
area so that the food products can be weighed and checked for
quality. Once the product is accepted, it will have to be
stored – the chicken in the cooler or freezer, the condiments
and bread in dry storage. Already, through this example, we
have established that the receiving and storage areas have a
critical relationship and should be located adjacent to one
another. In a typical design, it would be counterproductive
to locate the receiving and storage areas on opposite sides of the
facility.
Next, the chicken may have to be thawed, marinated,
tenderized, trimmed, etc., depending on the state of the purchased
product and desired preparation methods. Bottom line … the
chicken will require preparation work. Our exercise now
reveals that the preparation area should be adjacent to the
refrigerated and frozen storage areas. Once this work is
completed, the chicken can go in one of two directions: back to
refrigerated storage for later use or to the hot production area
for cooking. You can see that our flow patterns are
developing. The preparation area, if located in between the
hot production and refrigerated storage areas will support both
immediate and long-term production needs.
Continuing our exploration, let’s assume that the chicken
is grilled and the sandwich is assembled, dressed, and sides are
provided in the hot production area. The sandwich, now ready
to be served to the patron, is picked up by the server.
Thus, the design of the pick-up area and its interface with hot
(and cold in the case of other menu items) production is critical.
The server should be able to get in and out of the kitchen without
disrupting the cooking staff – a separation should exist by
design so that the servers and cooks do not hinder one another’s
efforts.
Your famous grilled chicken sandwich with 111 herbs and
spices (take that colonel) is served and enjoyed by one and all.
Now the table is cleared and all wares are dropped off in the ware
washing area. The ware washing area, a key component of any
kitchen operation, must be strategically located. With both
the service staff and the kitchen staff requiring access, there
are several critical relationships to consider when locating ware
washing.
Ideally, the flow patterns of the service staff and kitchen
staff should meet at the food pick-up and soiled drop-off areas,
but should never cross. The servers require access to the
pick-up and drop-off areas, the service and beverage areas, and
the dining room. Likewise, the kitchen staff needs to have
access to the storage, preparation, cooking, pick-up, and ware
washing areas. Separation of the service and kitchen staff
allows your employees to complete their tasks without the
interruption that occurs when they are constantly bumping into one
another. Additionally, when the service and kitchen
employees cross paths, accidents, delayed service, and a greater
potential for cross contamination and foodborne illness result.
Take a moment to review your facility and operation.
Does your facility accommodate critical relationships established
by the flow of food? Or, do your servers have to walk
through the prep or production areas to access the ware washing
area? Are your servers and kitchen employees able to move
freely? Or, are they always engaged in “right of way”
debates? When a facility is designed based on the flow of
food, the quality of service, risk of cross contamination, and
employee morale all improve. If your facility utilizes this
approach to design, you can attest to the results. If not,
consider how you can improve the current configuration or
operational procedures to better follow the flow of food. \
Lee Simon is an award winning foodservice designer with The
General Group. Lee also is an adjunct lecturer, teaching
Hospitality Facilities Planning and Design at the University of
Central Florida's Rosen School of Hospitality Management
HSMAI
ANNOUNCES EXECUTIVE THINK SESSION JUNE 24 ON GLOBAL WIRELESS
DEVICES: ‘ CONNECTING TO THE CONSUMER ‘
Case Studies, Live Demos and Keynote Addresses Highlight
the
Full-day Program Preceding HITEC in Chicago
Global wireless technology has enabled the world to reach
and influence consumers farther, faster and cheaper than ever
before. The question confronting every hospitality and
travel entity is: How can hospitality and tourism executives
use wireless technology to better and effectively market, develop
and compete?
With those realities and inevitabilities at the forefront of
businesses today, the Hospitality Sales & Marketing
Association International (HSMAI) is dedicating the next Executive
THINK (Travel & Hospitality Innovation, Network, Knowledge) to
a study of Global Wireless Devices: Connecting to the Consumer and
its immediate and long-term impact on the hospitality, travel and
tourism industry.
The intensive one-day session (fourth in a series of Executive
THINKs), to be presented Monday, June 24, 2002 from 8:30am to 5pm
at the Swissotel Chicago, immediately preceding HITEC, unites
high-level travel and hospitality executives with experts in the
marketplace who will present the current and future state of
wireless technology, as well as case studies and live
demonstrations.
Showcasing the latest developments in wireless applications, from
handheld devices to wireless phones and new software applications,
the forum will provide a venue for stimulating dialogue and
exchanging ideas on the changing needs of consumers, and capital
intensive requirements for selected wireless applications.
Keynote speakers will be Leonard Fischer, “Technology Section”
editor, USA Today, and Henry H. Hartevoldt, senior analyst,
Forrester Research.
This Executive THINK program will include key updates on
the actual utilization of wireless applications by today’s
consumers, as well as case studies and live demonstrations of
state-of-the-art wireless products and applications from companies
such as IBM, Nextel, Six Continents and Go To Systems.
Facilitating the day’s program will be Dr. Lalia Rach, dean,
Center for Hospitality, Tourism & Travel Administration, New
York University Tisch Center.
A networking reception will be held at the close of the session,
from 5-6 pm.
Attendees will receive a workbook of handouts and reference
material on topics and issues covered during the session.
This invaluable take-away can be used for reference when
researching ideas, strategies, and tactics that can be implemented
in organizations or destinations.
Registration is limited to qualified executives in hospitality,
travel and tourism with a vice president equivalent or higher
position. For more information or to register online for the
HSMAI Executive THINK “Global Wireless Devices: Connecting to
the Consumer,” go to www.hsmai.org. For sponsorship
information, contact Bob Gilbert at bgilbert@hsmai.org or call
(202) 789-0089.
HSMAI is an international organization of sales and marketing
professionals representing all segments of the hospitality
industry. With a strong focus on education, HSMAI has become the
industry champion in identifying and communicating trends in the
hospitality industry, while operating as a leading voice for both
hospitality and sales and marketing management disciplines.
Founded in 1927, HSMAI is an individual membership
organization comprising nearly 7,000 members from 35 countries and
60 chapters worldwide.
HSMAI www.hsmai.org
FORMER
PRESIDENT AND BARBARA BUSH TO GIVE JOINT KEYNOTE ADDRESS TO
NATIONAL RESTAURANT ASSOCIATION (U.S.) ON MAY 19
Former United States President George H.W.
Bush and former First Lady Barbara Bush will honor the nation's
restaurants for their extraordinary response to September 11
during the Industry Tribute and Keynote Address at the National
Restaurant Association, Restaurant Hotel-Motel Show on Sunday, May
19, in Chicago.
Who:
Former United States President George H.W. Bush and former
First Lady Barbara Bush
What:
The Bushes will give a joint keynote address at the National
Restaurant Association's 2002 Restaurant, Hotel-Motel Show. Their
speech follows an industry tribute that will honor and salute the
nation's restaurants for their extraordinary response to September
11 including the efforts of Windows of Hope and Dine for America.
Where:
The National Restaurant Association Restaurant, Hotel-Motel
Show, McCormick Place South, Grand Ballroom (S100), Chicago
When:
Sunday, May 19, 2 pm, (Doors open at 1:30 pm) Show
attendees, exhibitors and registered media are welcome to attend.
Celebrating its 83rd year, the Association's annual
Restaurant, Hotel-Motel Show is the largest single gathering of
restaurant, foodservice and lodging professionals in North and
South America. The show will be held May 18-21, at McCormick Place
in Chicago. Each year, the Show attracts more than 2,000
exhibiting companies and 75,000 attendees and visitors from all 50
states and 100-plus countries. For the latest information, visit
the Show Web site at www.restaurant.org/show.
The National Restaurant Association, founded in 1919, is the
leading business association for the restaurant industry, which is
comprised of 858,000 restaurant and foodservice outlets and a work
force of 11.6 million employees making it the cornerstone of the
economy, career opportunities and community involvement. Along
with the National Restaurant Association Educational Foundation,
the Association works to represent, educate and promote the
rapidly growing industry. For more information, visit the Web site
at www.restaurant.org.
http://www.usnewswire.com
CONTACT: Kristin Nolt, 202-331-5964, or Tom Foulkes, 202-331-5902
both of the National Restraurant Association; media@dineout.org
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