Client-Agency Relationships Assignment | Essay Help Services

To begin your analysis, read the following article: Faisal, M. N., & Khan, B. M. (2008). Selecting an advertising agency: A multi-criteria decision-making approach (Attached). Vision, 12(4), 13–22. Once you have completed the reading, please answer the following questions: 1. From the perspective of a marketing executive, describe in your own words the process needed to evaluate various advertising agencies bidding for your business. 2. What factors did the authors emphasize needed to be considered in the selection process? What other factors do you think should be considered in the decision-making process? 3. Explain whether you think the suggested process is a practical approach that could be used by companies or not. 4. Explain your rationale for whether you think the selection process would be different for domestic or international agencies or not. Must have a strong intro and conclusion

SELECTINGANADVERTISINGAGENCY:
A MULTI-CRITERIA DECISION MAKINGAPPROACH
Mohd. Nishat Faisal and Bilal Mustafa Khan
Indian economy is evolving day by day, and with an upswing spending power of its inhabitants advertising
has been emerging as one of the most effective tools for the companies to reach out to their customers. Best
advertisement agencies create value through giving the product personality, developing an understanding
of product/service, creating an image or memorable picture of that product and above all trying to distinguish
the product apart from its competitors. Today, advertising budgets of companies are rising and thus there
are numerous agencies in the market vying for their shares. But there exists no method, which can take into
account numerous criterions and their impact simultaneously under consideration while selecting a best
advertisement agency.
Selecting an advertisement agency is a multiple criteria decision-making (MCDM) problem that requires
considering large number of complex factors as multiple evaluation criteria. A robust MCDM method should
consider the interactions among criteria. Analytic network process (ANP) is a relatively new MCDM method
which can deal with all kinds of interactions systematically. This paper proposes an ANP based methodology
for the selection of advertisement agencies. ANP is capable of measuring the relative importance that captures
all indirect interactions in a network required to be considered in an advertisement agency selection and
also their interactions. Additionally, the proposed model is evaluated for a case company.
Key Words: Advertising, ANP, MCDM, Advertisement Agency
INTRODUCTION
SELECTING an ad agency or advertising agency
(alternatively known as a marketing agency or
creative agency)- or, more to the point, the right
agency – is a crucial decision for any company.
Rothenberg (1994) cites the old adage that ‘nothing will
kill a bad product faster than good advertising.’ To really
achieve better ROI’s management expects, marketers
have to take the time to find a right partner. Choosing
wisely will lead to visible, positive result for your
company. The wrong agency fit, conversely, will not only
be a waste of money but also make your marketing life
miserable. According to Henke’s (1995) for an ad agency
‘winning numerous awards was not very important.’
Advertising agencies participate in periodic review
processes, introduction of new products and attempts to
penetrate new markets. Today, companies looking to
enter into the foreign markets often rely heavily on an
agency to provide an intimate knowledge of the local
culture. Evaluating and selecting an advertising or
communications agency is an important activity for both
large and small businesses.
Hours of research, evaluation design, project
assignment and a myriad of details associated with the
scheduled meetings and presentations can tax the limits
of even largest of the firms. Though the company’s
positioning strategy and associated branding/corporate
identity provides foundation for an advertising
campaign, selections are usually based upon
speculative, or ‘spec’ presentations made by the
competing agencies. Display of talents may range from
a discussion of advertisements they have created to
showcase highly creative, research-based,
communications campaign for the prospective client’s
consideration. An advertisement agency may replay
some award-winning ad it designed and produced, or
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
14 l Faisal and Khan
its representatives could simply discuss how much
publicity resulted from a particular press release.
Figuring out which advertisement agency is a right
partner for the company requires objectivity,
understanding and a proven process that is both effective
and adaptable. The client, industry and category
differences necessitate that each advertisement agency
selection process be tailored and focused upon the
specific needs and situations. The model developed in this
paper provide a tool for advertising and marketing
managers to include important criteria while evaluating
advertising agencies to arrive at a more informed decision
in the selection of an ad agency.
Selection Criteria:
The Basis of Evaluation
To determine the criteria when selecting an
advertisement agency, exhaustive literature review had
been carried out. Further, to determine whether the list
is comprehensive, a review was undertaken by five
experts. In all, they represent over 120 years of
experience in advertising. One of these experts is
currently a director of a large New York advertising
agency, one had been the head of advertising research
for a large consumer products company, one is the
founder and head of a moderate-sized Philadelphia
agency and two are marketing professors who have
worked for the advertisement agencies. The major
question that was posed to them was ‘what is missing
from the list and how would they weight these factors
in the evaluation of an agency.’ Interestingly, the experts
did not think anything was missing from the list. Also
interesting was that they thought that each of the
elements was of some importance. The average
weightings across five experts were utilized to develop
comparison matrices for the analytic network process.
The determinants, criteria and sub-criteria are discussed
in the following section.
Campaign Planning
1. Planning Techniques: Do they know how to plan a
campaign effectively? For example, do they provide
an effective time-line for developing a campaign? Do
they consider alternative strategies? Do they have
contingency plans? Did they plan this meeting
effectively? Much evidence exists that formal
planning techniques will improve the performance
of an organisation. Are they aware of this research
and of the recommended procedures?
2. Objectives: Do they focus on your primary
objectives? Do they know how to assess the
effectiveness of advertising so as to be able to
determine whether advertising meet these
objectives? Can they tell whether advertising
provides good ROI? What are the measurable
outcomes and what level of success might be
expected on each? Would they provide any guarantee
on the success of the campaign? Is their own
compensation tied into your success?
3. Budgeting Techniques: How does an advertisement
agency help the client in setting budget? What is the
most preferred technique of advertising
appropriation? Is scientific objective and task
method used to allocate resources?
4. Target Market Research: If it is necessary to obtain
additional information about the target market, do
they know how to design and evaluate such studies
so that they relate effectively to the advertising
campaign? Do they know how to effectively use
survey research methods? An examination of one of
their prior reports might be useful here. Are they
aware of the research in this area? (One way to assess
this would be to compare one of their target market
research reports with the research-based advice
provided by Dillman, 1978).
5. Capabilities of the Team: What are the capabilities
of people who would be working on the proposed
account? Do they have any conflict of interest? Do
they have a complete list of clients served so that
failed as well as successful relationships might be
examined?
6. Taste/legal/ethical Guidelines: What procedures
does the agency take to protect your company from
causing offense to interest groups, from boycotts, or
from legal or ethical consequences? For example, do
they have a formal review board that has legal
expertise and that recognises the interests of groups
that might be affected? Do they have a written code
of ethics that they formally apply to each campaign?
Creative Strategy
1. Creative Strategy Development
What techniques and procedures do they use to enhance
creativity? For example, when they say that they used
brainstorming, does this merely mean that a group of
people sat around and tossed out ideas, or does it mean
that they actually followed a highly structured
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
Selecting an Advertising Agency: A Multi-Criteria Decision Making Approach l 15
Advertising Effectiveness
1. Copy Testing: Does the agency copy test al all? At
what stage copy testing is done? What procedures
would they recommend to test and select the most
effective of their copy alternatives?
2. Sales Effect Research: Does the agency undertake
sales effect research to understand the probable
impact of advertising?
3. Communication Effect Research: Does the agency
evaluate attitude and behavioural changes
A Methodology for the Selection of an Advertising
Agency
The proposed methodology allows for the evaluation of
alternative advertisement agencies in two steps: (i) the
framework for an initial screening of providers and (ii)
an ANP-based approach for final selection of an
advertisement agency. The framework for an initial
screening is adapted from webmarketcentral.com. Often,
the initial screening of an agency is relatively easy but
the final selection from the list of short-listed agencies
is a tough task. In this section, we present a framework
for an initial screening of the advertisement agencies.
Later, these short-listed agencies would be used for the
ANP-based final selection. Various steps of this
framework are described in brief as follows:
Step 1
The company should develop a long list of advertisement
agencies for evaluation. The best source in compiling this
list is referrals from colleagues. Start with at least 12
agencies to investigate further, but no more than 20.
Step 2
Initial Research
In this stage internet can serve as a useful medium to check
out the agencies on the initial list and eliminate any obvious
poor fits. Most advertisement agencies won’t work with
two or more clients,’ who are direct competitors, so if one
of the company’s closest competitors is on an
advertisement agency’s client/reference list it should be
dropped from further consideration. Make sure that each
advertisement agency includes the services the company
need among their core competencies. The goal in this step
is to reduce the initial list down from six to ten agencies
for further consideration.
brainstorming procedure? Whereas clients may not be
able to judge the level of creativity of a proposal, they
should be able to judge whether the procedures seem
to be useful, so they should ask the agencies to explain
these procedures. It is difficult to predict whether a
group will come up with another creative idea just
because they came up with a creative idea for the
proposal. Worse yet, it is difficult to judge the creativity
of a given idea. But much evidence exists to show that
structured creativity techniques are superior to
unstructured group processes.
a. Persuasion Research: Are they familiar with
the extensive research findings on how to
persuade people? If yes, how do they ensure
that this research is brought to bear on the
advertising campaign? Do they have good
grounds for violating this research (for
example, research on a specific product may
show that it is an exception from the general
principle).
b. Copy Alternatives: What copy alternatives
would they consider and why? If they base this
on the ‘big idea,’ what alternative ‘big ideas’
were considered. And why was this big idea
selected?
2. Creative Strategy Implementation
a. Creative Appeals: What type of appeals is used
by the agency? Is rational appeal used more in
comparison with emotional and moral appeal?
b. Execution Style: What are the preferred styles
of the advertisement agency? Does the agency
rely on common touch approach? Does the
agency use props and animations effectively?
Media Planning
1. Media Alternatives: What media alternatives would
they consider and why?
2. Media Testing: How would they determine the
optimal amount to spend on an advertising
campaign? What procedures would they recommend
to select the most effective media? Do they focus on
the objectives? For example, how would they
calculate ROI by media?
3. Reach Vs Frequency Issues: Does the agency corelate
reach and frequency with campaign
planning?
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
16 l Faisal and Khan
Step 3
This stage involves developing request for the proposal
(RFP). Apart from asking information from prospective
advertisement agencies it should also provide enough
information about the industry and company besides its
specific needs for the determination whether it is a fit
from their perspective.
Step 4
Each advertisement agency on the list should be called
and made aware that they are probable candidates for the
final selection. This step serves three purposes: first, it
allows any agency which doesn’t want to respond to RFP,
for any reason, to opt out of the process right away.
Second, it enables the organisation to speak directly to
an appropriate individual at the advertisement agency and
begin establishing rapport. Third, it assures that RFP
would be sent to the right person at the advertisement
agency.
Step 5
Evaluate the RFP responses and eliminate those agencies
that are less than an excellent fit for the company needs
in order to get down to your shortlist of finalists (at least
two, but certainly no more than five). In evaluating the
responses, questions that should be asked are: Is the
company comfortable with the advertisement agency’s
experience, size and resources and its approach to the
company’s challenge(s) and objective(s)? Is the company
confident that its account would be large enough to be
important to the advertisement agency? Is the company
impressed by quality and tone of creative work of that
advertisement agency? Further it is advised to check with
the advertisement agencie’s references for their level of
satisfaction.
Step 6
Now finalist agencies should be called for presentations.
Ideally, unless the company is able to eliminate an
advertisement agency from consideration after the first
presentation, it should schedule two presentations with
each advertisement agency: one at the company’s facility
(to give their personnel some impression of company’s
offices, people and work environment) and a second at
their agency, including a tour.
At this step company’s evaluation team would have
an opportunity to share with the advertisement agency
representatives more information about the industry,
company and its unique strengths, challenges and goals.
Each agency has the opportunity to tell more about their
capabilities, approaches and practices. While the facts are
certainly important, the most critical criterion at this point
is the level of comfort the agency’s team has and are they
the right people a company looks forward to working
with, and entrusting its promotional activities.
Step 7
Finally, after reviewing the RFP responses and meeting
with the finalist agencies, it is the time to make final
selection. ANP-based methodology, which is discussed
in the next section of this paper, is recommended for the
final selection of a provider.
Analytic Network Process
Decision-making is a difficult procedure especially when
there are number of conflicting objectives and criteria.
Analytic hierarchy process (AHP) is one of the most
appropriate approaches for solving complicated decision
problems. AHP was proposed by Saaty (1980) as a
method of solving socio-economic decision making
problems and has been used to solve a wide range of
problems (Saaty, 1980).
AHP requires the decision maker to provide
judgments about the relative importance of each criterion
and then specify a preference for each decision alternative
using each criterion. The output of AHP is prioritised by
ranking of decision alternatives based upon overall
preferences expressed by the decision maker. The basic
assumption of AHP is that it can be used in functional
independence of an upper part or cluster of hierarchy from
all to its lower parts and the criteria or items in each level.
However, many decision problems cannot be
structured hierarchically because they involve interaction
and dependence of higher level elements on a lower level
element (Saaty, 1996). Structuring a problem involving
functional dependence allows for the feedback among
clusters of decision elements. Analytic Network Process
(ANP) is a more general form of AHP that incorporate
feedback and interdependent relationships among
decision attributes and alternatives (Saaty, 1996; 2001).
ANP has become an attractive tool for understanding
more of a decision problem since it overcomes the
limitation of linear hierarchic structures of AHP
(Promentilla, 2006). ANP consists of four major steps
(Faisal et al., 2007).
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
Selecting an Advertising Agency: A Multi-Criteria Decision Making Approach l 17
l Network model construction.
l Pair-wise comparisons and priority vectors.
l Supermatrix formation and transformation.
l Final priorities and selection of best alternative.
Some of the applications of ANP are logistics, reengineering,
project selection, quality function
deployment, performance measurement, tele –
communication technologies, industrial land valuation,
TQM (Meade and Sarkis, 1998; Ashayeri et al., 1998; Lee
and Kim, 2000; Partovi and Corredoira, 2002; Sarkis,
2003; Lee et al., 2009; Aragonés-Beltrán et al., 2008,
Bayazit and Karpak, 2007).
Application of ANP Methodology
The ANP model that is presented in this research has been
evaluated in an actual FMCG company which was
interested in evaluating the best alternative for
advertisement agency selection. This company has
planned to introduce a new fruit based drink in the Indian
markets. It is looking for a new advertising company for
the campaign of this new drink. The company wanted a
systematic way to determine the best possible option for
its advertising campaign. The company did not have any
tool to objectively analyse various advertisement
agencies and thus ANP based model was utilised for
analysing alternatives. Prior to the application of ANP
methodology, the case company identified five potential
advertisement agencies. Thereafter, these five agencies
were asked to respond to RFP, developed by the case
company. Only four of these providers responded to the
RFP. Of these four proposals, the management of the case
company identified three advertisement agencies for the
purpose of ANP-based final evaluation. The RFP
submitted by these three advertisement agencies gave the
decision-makers a basis for their comparison on various
enablers of the ANP model. The case experience helps
us to understand in a better way the advantages and
disadvantages of this methodology from a practical point
of view. The analysis and implementation of ANP model
is composed of four major steps (Chung et al., 2005;
Yuksel and Dagdeviren, 2007).
Step 1: Model Development and
Problem Formulation
The network structure of ANP makes it possible to model
various selection criteria without a concern for what
comes first and what comes next. In this research, ANP
model has been developed on the basis of literature
review and a series of informal discussions with a few
academicians and advertising experts. The first level is
known as determinants which were identified with the
help of literature and the opinions of industry and
academia. In this case, we have four criteria as the
determinants in the ANP model. These are Campaign
Planning, Creative Strategy, Media Planning and
Advertising Effectiveness. In addition to this, these
dimensions are separately dependent on some other
criteria, which have been named as selection criterion.
These criterions not only support their respective
determinants but also have some interdependencies
among themselves. A looped arc is used in the ANP model
to show such interdependencies within same level of
analysis. The alternatives that a decision-maker wishes
to evaluate are shown at the bottom of the model. A
graphical summary of the ANP model, so formed, is
presented in figure 1. This form of model is similar to
that by Sarkis (1998), Ravi et al., (2005), Jharkharia and
Shankar (2006), and Khan and Faisal (2008).
Step 2 Pair-wise Comparison Matrices and Priority
Vectors
Similar to the comparisons performed in AHP, pairs of
decision elements at each cluster is compared with
respect to their importance towards their control criteria.
The clusters themselves are also compared pair-wise with
respect to their contribution to the objective. Decisionmakers
are asked to respond to a series of pair-wise
comparisons of two elements or two clusters to be
evaluated in terms of their contribution to the particular
upper level criteria (Meade and Sarkis, 1999). In addition,
interdependencies among elements of a cluster must also
be examined pair-wise; the influence of each element on
other elements can be represented by an eigenvector. The
relative importance values are determined with Saaty’s
1-9 scale (table I), where a score of 1 represents equal
importance between the two elements and a score of 9
indicates the extreme importance of one element (row
cluster in the matrix) compared to the other one (column
cluster in the matrix) (Meade and Sarkis, 1999). A
reciprocal value is assigned to the inverse comparison,
that is aij = 1/aji, where aij (aji) denotes the importance of
the ith (jth) element. Like with AHP, pair-wise
comparison in ANP is performed in the framework of a
matrix, and a local priority vector can be derived as an
estimate of the relative importance associated with the
elements (or clusters) being compared by solving the
following equation:
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
18 l Faisal and Khan
Selection of best advertising agency
Creative
Strategy
Development
 Planning
Persuasion  Media Copy
Agency “A” Agency “B” Agency “C”
Campaign Planning Creative strategy Media Planning Advertising
Effectiveness
Creative Strategy
Implementation
development
Creative
A w = max w (1)
where A is the matrix of pairwise comparison, w is
the eigenvector, and max is the largest eigenvalue of A.
Saaty (1980) proposes several algorithms to approximate
w. In this paper, Superdecisions software is used to
Table 1: Saaty’s 1-9 Scale for AHP Preference (Saaty, 1996)
Intensity of Importance Definition Explanation
1 Equal importance Two activities contribute equally to the objective
3 Moderate importance Experience and judgment slightly favour one over another
5 Strong importance Experience and judgment strongly favour one over another
7 Very strong important Activity is strongly favoured and its dominance is demonstrated
in practice
9 Absolute importance Importance of one over another affirmed on the highest possible order
2,4,6,8 Reciprocal of above Intermediate values used to represent compromise between the
non-zero numbers priorities listed above. If activity i has one of the above non-zero
numbers assigned to it when compared with activity j, then j has the
reciprocal value when compared with i.
compute the eigenvectors from the pair-wise comparison
matrices and to determine the consistency ratios.
For the model represented in Figure 1, pair-wise
comparison matrices were developed. There were thirty
pair-wise matrices, as an example matrix of the
Figure 1: ANP Based Framework for the Selection of best advertising agency
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
Selecting an Advertising Agency: A Multi-Criteria Decision Making Approach l 19
determinant advertising effectiveness and capabilities of
team are shown in table 2. These matrices were developed
considering the average weightings across the five
experts as enunciated in section ‘selection criteria.’ The
values resulting from these matrices form the analytical
data which was further analysed in step 3 and step 4 to
reach the final decision for selection.
Step 3: Supermatrix Formation
The supermatrix concept is similar to the Markov chain
process (Saaty, 1996). To obtain global priorities in a
system with interdependent influences, local priority
vectors are entered in the appropriate columns of a matrix.
As a result, a supermatrix is actually a partitioned matrix,
where each matrix segment represents a relationship
between two clusters in a system. Let the clusters of a
decision system be Ck, k = 1, 2,. . . ,n, and each cluster k
has mk elements, denoted by ekl, ek2, . . . ,ekmk. The local
priority vectors obtained in Step 2 are grouped and placed
in the appropriate positions in a supermatrix based on the
flow of influence from one cluster to another, or from a
cluster to itself, as in the loop. A standard form for a
supermatrix is as shown in expression (2).
As an example, the supermatrix representation for a
hierarchy with three levels, as shown in figure 2a is as
follows:
0 0 0
wh = w21 0 0
0 w21 0
In this matrix, w21 is a vector which represents the
impact of the goal on the criteria, w32 is a matrix that
represents the impact of criteria on each of the
alternatives, I is the identity matrix, and zero entries
Table 2: Pair-wise Comparison of Criterion Under Advertising Effectiveness
Copy Testing Sales Effect Communication e-vector
Research Effect Research
Copy Testing 1 2 1/3 0.2385
Sales Effect Research 1/2 1 ¼ 0.1365
Communication Effect Research 3 4 1 0.6250
CR: 0.0176
Table 3: Pair-wise Comparison of Alternatives Under Criterion Capabilities of Team
“A” “B” “C” e-vector
“A” 1 1/5 1/2 0.1169
“B” 5 1 4 0.6833
“C” 2 1/4 1 0.1998
CR: 0.0237
c1 c2 cn
e11 e12….e1m1…ek1 ek2……ek mk…..en1 en2 en2….. en mn
e11
e12
.
.
e1m1 w11 …. wik ….. w1n
. . . .
w = . . . .
ek1
ek2 wk1 …. wkk ….. wkn (2)
. . . .
. . . .
ek mk
.
en1 w11 …. wik ….. w1n
en2
.
.
.
en mn
correspond to those elements having no influence. For
the example given above, if criteria is interrelated,
hierarchy is replaced with the network shown in figure
2b. The interdependency is exhibited by the presence of
the matrix element W22 of the supermatrix Wn yielding
(Saaty, 1996):
Note that any zero value in the supermatrix can be
replaced by a matrix if there is an interrelationship of the
elements within a cluster or between two clusters. Since
there usually is interdependence among clusters in a
network, the columns of a supermatrix may sum to more
than one. However, the supermatrix must be modified so
that each column of the matrix sums to unity. An approach
recommended by Saaty (1996) involves determining the
relative importance of clusters in supermatrix, using the
column cluster as controlling cluster. That is, row clusters
VISION—The Journal of Business Perspective l Vol. 12 l No. 4 l October–December 2008
20 l Faisal and Khan
with non-zero entries in a given column cluster are
compared according to their impact on the cluster of that
column cluster. An eigenvector is obtained from the
pairwise comparison matrix of the row clusters with
respect to the column cluster, which in turn yields an
eigenvector for each column cluster. The first entry of the
respective eigenvector for each column cluster is
multiplied by all elements in the first cluster of that
column, the second by all elements in the second cluster
of that column and so on. In this way, cluster in each
column of the supermatrix is weighted, and the result,
known as weighted supermatrix is stochastic.
Raising a matrix to exponential powers gives longterm
relative influence of elements on each other. To
achieve convergence on the importance weights, the
weighted supermatrix is raised to the power of 2 k + 1,
where k is an arbitrarily large number; the new matrix is
called the limit supermatrix (Saaty, 1996). The limit
supermatrix has the same form as weighted supermatrix,
but all the columns of limit supermatrix are same. The
final priorities of all elements in the matrix can be
obtained by normalising each cluster of this supermatrix.
Additionally, the final priorities can be calculated by
Goal Goal
Criteria Criteria
Alternatives Alternatives
a b
w21
w21
W32
W32
W22
Figure 2: Hierarchy and Network (a) hierarchy; (b) network
Table 4: Limit Super-Matrix
Advertising Campaign Planning Creative Strategy Media Planning
CER 0.00712 0.00712 0.00712 0.00712
CT 0.00272 0.00272 0.00272 0.00272
SER 0.00156 0.00156 0.00156 0.00156
“A” 0.22934 0.22934 0.22934 0.22934
“B” 0.17167 0.17167 0.17167 0.17167
“C” 0.26566 0.26566 0.26566 0.26566
BGT 0.00136 0.00136 0.00136 0.00136
CAB 0.00846 0.00846 0.00846 0.00846
OBJS 0.00602 0.00602 0.00602 0.00602
PT 0.00568 0.00568 0.00568 0.00568
TLE 0.00234 0.00234 0.00234 0.00234
TMR 0.01562 0.01562 0.01562 0.01562
CSD 0.01697 0.01697 0.01697 0.01697
CSI 0.01697 0.01697 0.01697 0.01697
CA 0.04072 0.04072 0.04072 0.04072
PR 0.01018 0.01018 0.01018 0.01018
CAppeals 0.01018 0.01018 0.01018 0.01018
EStyle 0.04072 0.04072 0.04072 0.04072
Advertising 0.01139 0.01139 0.01139 0.01139
Campaign Planning 0.03949 0.03949 0.03949 0.03949
Creative Strategy 0.03394 0.03394 0.03394 0.03394
Media Planning 0.03095 0.03095 0.03095 0.03095
MA 0.00264 0.00264 0.00264 0.00264
MT 0.00837 0.00837 0.00837 0.00837
Reach 0.01994 0.01994 0.01994 0.01994
VISION—The

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