LMAA Advantage Clutch Presentation October 2009 (F)

WHAT CLUTCH DOES

Typically we measure two things:
1.  How consumer markets think and in
which geographic areas that thinking is Need new picture –
this one works but
strongest to: its an FL image,
•  Identify Distribution & Ranging Opportunities Alex read the info
•  Target Trade Promotions on the left and
•  Tailor Brand Marketing Campaigns show Insert
me
•  Drive ROI from Sales & Marketing efforts

2.  How employees think about current and
potential business performance to:
•  Identify areas of the business that require action
•  Prioritize those actions for the greatest overall impact on
results.

ColourGrid® Applications & Systems ©2003-2009 XAX Pty Ltd
ColourGrid® ©2003 Intellectual Property Holdings Pty Ltd
www.clutch.com.au ©2009 Clutch Pty Ltd 2 Author: Dr. Colin Benjamin . All rights reserved in all media

INTRODUCTION TO WHAT WE MEASURED

Our survey, in addition to the Advantage Group
components focused on two key areas:

1.  How the customer thinks
2.  How satisfied the customer is with how their
business is performing Insert

WHY?
To provide better understanding of the customer
& the commercial implications of their
expectations, motivations and beliefs.


AN ANALOGY FOR THE TRADITIONAL CHALLENGE


HOW YOU USE IT

How they Think
By understanding the expectations of the
customer, their thinking, we are able to better
target Trade promotions and communications

What they think about their business Insert
By understanding the customers perception of
their own business performance we can ensure
that we are adding value and making it easier for
that customer to deal with us


WORKING THROUGH IT

How they Think
1.  The key 3 customer markets
2.  The markets explained
3.  Channel results & a working example

What they think about their business Insert
1.  The 4 dimensions of business performance
2.  The dimensions explored
3.  Channel results & a working example

Next and Future Steps


HOW THE CUSTOMER THINKS

In our survey we included questions that enabled
NEED QUOTE ON
us to profile the expectations and motivations of UNDERSTANDING THE
the customer, their Mindset. CUSTOMERS THINKING

We tend to only look in the rear view mirror, at
past sales, to segment customers. Insert Picture

But by understanding their thinking we can
anticipate the motivations of the customer, which
allows us to better tailor our sales & marketing
efforts, and improve our ROI.


HOW THE CUSTOMER THINKS – THE METHODOLOGY

•  We measured each
respondent on the preference
for all 16 possible mindsets.

•  Then we looked to identify
the key patterns of thinking

•  We have previously
identified 37 possible patterns
of thinking.


HOW THE CUSTOMER THINKS – THE METHODOLOGY

•  In the outlet survey we
identified three distinct
3 patterns of thinking.
2
• These three patterns are the
basis of our segmentation of
outlet respondents.

1


THREE DIFFERENT TYPES OF THINKING

DEFENDERS
With the hours I work, and the thanks I don’t get, the last thing I need is
people coming in here with expensive new stuff. I know what sells here & I
know what wont sell in this place.

DEAL MAKERS
We run a good profitable business here, because we carefully assess the
risks & benefits with everything we do. I make sure my suppliers know
what they need to deliver to improve our return on investment.

DISCOVERERS
We are not like other businesses, people come here because they know
that we always have something new & different. We pride ourselves on
the quality of our products and service and are always on the lookout for
n = 360
new products that fit our offer.


THREE DIFFERENT SETS OF COMMUNICATION NEEDS

DEFENDERS
With the hours I work, and the thanks I don’t get, the last thing I need is
people coming in here with expensive new stuff. I know what sells here & I
know what wont sell in this place.

DEAL MAKERS
We run a good profitable business here, because we carefully assess the
risks & benefits with everything we do. I make sure my suppliers know
what they need to deliver to improve our return on investment.

DISCOVERERS
We are not like other businesses, people come here because they know
that we always have something new & different. We pride ourselves on
the quality of our products and service and are always on the lookout for
n = 360
new products that fit our offer.


DEFENDERS - HOW THEY THINK

The thinking of this market is characterised
through statements like these:
•  There is no such thing as a free lunch
•  I don’t get opportunities to have fun, mate
•  I am doing everything I can to support my family
Picture of a guy looking for a fair deal, he
•  Its tough going and no one’s going to do you any looks tired, economically challenged and has
favors in this world a negative look on his face – he must be in a
•  Its ok for you guys, but my boss won’t let me do that bar or liquor store
•  Nah, that wont sell here, forget it
•  We’ve tried that before, it didn’t sell last time and it
wont sell this time.


DEFENDERS - HOW THEY MAKE DECISIONS.

What are they looking for:
•  Reliable, dependable service
•  Tried, Trusted, well known “everyday” Brands
•  Low Prices – are permission to play
•  Simple promotions, with low effort, that sell
themselves
•  The odd freebie as a reward (Merch/product) – or Same image as previous slide
maybe even something special for his/her kids
•  Something for their loyal “Punters” – Prizes/Gifts
•  Most definitely volume based deals, Buy 2 get…..
•  Gifts at the point of purchase – no redemption
•  Prizes for the everyday man


DEFENDERS – DOING BUSINESS:

•  Very loyal when they feel they’re being looked after
•  Often come across as Negative, doubters, with little
trust for suppliers
•  Regularly pointing out that their buy price is not fair
compared with what is being offered to others
•  Very wary of new products
•  Very careful about doing something differently Insert
•  Short term focus, it’s the next promotion, not the plan
that matters
•  Will buy impulsively if they think the deal is off the
table when you walk out

n = 360


DEFENDERS - BUSINESS IMPLICATIONS

•  These customers are focused on the basics, and will
be single minded on suppliers delivering a fair deal on
everyday brands…. Get that wrong and all else will be
meaningless
•  New products are a tough sell, you may be more
effective gaining trial by bundling offers with a tried
and trusted brand
Insert
•  Deals and margins are calculated in dollars, not
percentages!!!
•  Volume based rewards or deals are a winner
•  If there are merch and gift based promotions on
everyday brands, make sure you call on them first.
n = 360


DEAL MAKERS - HOW THEY THINK

•  Let me have a think about it and I’ll come back
•  Its only a good deal when it’s a better deal than you
did last time
•  I don’t make less than that margin on anything. You Picture of the conservative family business
have to get up earlier than that mate…. man. Neatly presented with a look of
•  Right, so you think, you know better experience, confidence and control

•  I told you last time you were here, that’s not how I
operate
•  It’s got to be competitive and you know what I mean
by that – I’m not here to make friends
•  I can’t afford to waste my time on stuff like that


DEAL MAKERS - HOW THEY MAKE DECISIONS

•  Recognized brands at acceptable margins
•  Credential – who else is buying this?
•  Safe bets, that improve their competitiveness and
their return on investment
•  Convenience and Service, make it easy and efficient
to do business Insert
•  A better deal than the guy down the road or than your
competitor offered – comparative value
•  Reliability and Respect
•  No surprises
•  Evidence that a new products will work & that the
greater the risk, the more responsibility is shared


DEAL MAKERS – DOING BUSINESS:

What are they like to deal with:
•  Very competitive and at times uncompromisingly
demanding
•  Very fact based, facts are critical
•  Conservative and considered, they may take a while
to come around to a new way of doing things or
accepting a new range Insert
•  They are influenced by the market and are a fast and
first follower of proven success
•  Reluctant to give things a go without a guarantee
•  Acutely aware of pricing, margins and importantly
what their competitors are doing
n = 360


DEAL MAKERS - BUSINESS IMPLICATIONS

•  Singularly focused on building a better business by
getting a better deal
•  Leverage is the weapon of choice they know what
they have that you want and they will be determined to
make you earn it
•  Not usually a first choice for new product launches
unless it is with a recognized brand, that is heavily
Insert
invested in – in this case not calling them first would
be a big mistake
•  Whilst they know the boundaries and stay well within
theirs, they will be determined to stretch supplier
boundaries.
•  They will demand & critically judge supplier effort and
commitment as a mark of the relationship n = 360


DISCOVERERS - HOW THEY THINK

•  Life is what you make of it
•  I think if we have a big opportunity to sell more…
•  We had this Pinot from Chile and it just flew out
•  I am always up for trying something new, as long as Picture of younger, mid 20 to mid 30
its premium quality something, fashionably dressed and styled
with a look of intrigue and exploration
•  That offer is too “bogun”
•  Everyone loved that tasting we did
•  I have had a look into those, what do you think?
•  I’m managing this place while I’m studying OR
•  I based the feel of the place on a really cool place I
went to in Budapest


DISCOVERERS - HOW THEY MAKE DECISIONS

•  Premium quality products, away from the mundane
and everyday
•  Knowledge - to make well informed choices
•  Points of difference in products & product quality
•  Promotions and experiences that they can get
involved with Insert
•  Opportunities to express their “global” awareness –
environmentally and culturally
•  Unique products that aren’t offered or carried in other
outlets
•  An appreciation and recognition for how they and their
outlet are “different” than the rest


DISCOVERERS – DOING BUSINESS:

What are they like to deal with:
•  Very big on the relationship front, they are always
expanding their base of contacts & friends
•  Will be enthusiastic and very open to trying new &
different offers
•  See margin as a given, not a bargaining chip
•  Will expect that they are treated differently than other Insert
customers & often demand evidence of that
recognition
•  Very big on the experience, and therefore quality is an
imperative
•  They will ask a lot of questions
•  They will be careful as to how they promote n = 360


DISCOVERERS - BUSINESS IMPLICATIONS

• These customers are focused on the relationship and will
judge the behaviour and loyalty of a supplier representative
on the sharing of information and level of recognition given
to them
• They are always scanning the marketplace – whilst they
are not price sensitive per se, they will know a good and a
bad deal when they see one
• Margin management is a shared responsibility
• Preferential and selected distribution is an expectation Insert
• Involving them in experienced based events is a core
relationship builder
• Involve them & their opinion in selected new product
launches tailoring activity specifically for the outlet
• Keeping them informed about the market, market trends
and new products is a fundamental.
n = 360


THE MINDSETS VARIATIONS BY CHANNEL

Variations in Mindset across the industry and
across channels justify a fresh look at who we
are dealing with in the trade.

Clear variations exist that greatly influence the
suppliers ability to: Vertical blinds of all three market pictures
•  Build better relationships
•  Gain ranging if new lines more effectively
•  Engage the customer in promotional activity
•  Drive volume growth through customer accounts


MINDSETS BY CHANNEL


THE IMPLICATIONS OF DEALING WITH DIFFERENT MINDSETS

The implications for trade going forward are:
•  The ability of the supplier to adapt new offers to the
varying customer expectations
•  The need to segment the customer by the areas that
influence tomorrows sale rather than yesterdays
•  More effectively engage the customer by being more
effective at appealing to what matters to them Vertical blinds of all three market pictures
•  Generate more ROI by anticipating the adoption rate
of new products or promotions by customer type or
channel


OUR WORKING EXAMPLE – RESTAURANT CHANNEL

•  In the Restaurant channel the
thinking is clearly led by
Discoverers
•  Communications to this channel
should favour this thinking and
allow for Deal Makers
•  For example: if you were launching a unique new product to this market you
would target Discoverers to accelerate trial and on the basis of this trial and referral
be selling secondly to the Deal Makers , who will generally require some track record
•  Alternately, if you were promoting a strong existing brand, most effort should be
directed at Deal Makers. Discoverers, will be enticed, if they can “do it differently”.


FROM HOW I THINK - TO HOW I THINK ABOUT MY BUSINESS

Picture of a happy business leader with a
Vertical blinds of all three market pictures middle manager in the background with his
head in his hands


HOW DO THEY THINK THEY ARE PERFORMING

Our measurement of business performance pre-
supposes the fact that perception is reality.
We simply measure the perception of
performance across a number of variables by
asking: Need an image here that depicts the face
•  How is the business tracking on this dimension AND of the organization and the reality of the
Insert
organization as being distinctly different
•  What is the business capable of doing

The Gap between these scores highlights the
areas of focus and in need of focus in a
business.


A NOTE ON THE METHODOLOGY

Performance Gaps are relative to account for MANAGEMENT

“emotional” variations and scores are compared
against each other by reversing out bias: STAFF STAKEHOLDERS
SKILLS STRUCTURES
SHARED
VALUES
Resp. Skills Skills GAP Avg. Comparative TODAY
Current Potential Gap Score BALANCE

A 7 9 -2.0 -1.8 -11.1% TOMORROW

B 5 8 -3.0 -2.7 -11.1% SHARED VISION
SYSTEMS STRATEGY
SOLUTIONS SUGGESTIONS

GAP scores can predict the severity of an issue
within an organisation INTERNAL EXTERNAL
LEADERSHIP
Comparative scores, which we have used here,
compare across organisations.


LOOKING AT BUSINESS PERFORMANCE

As suppliers, by understanding these areas we
can play to a customers strength and effectively
become easier to do business with.
•  We are measuring 4 areas of performance:
Picture of a happy business leader with a
Management, middle manager in the background with his
Today Leadership, Tomorrow
Problem head in his hands
Opportunities
Solving &
& Strategy
Systems

Customers,
Staffing, Skills
Internal Stakeholders External
and Priorities
& Tactics


OVERALL SATISFACTION

An overall satisfaction score is calculated by
assessing the size of the gaps across all areas of
the business. These totals are then compared to
the industry average to remain relative.

At this High level view we can see that Off
Insert
Premise Customers are far happier with their
businesses than On-Premise Customers.

Conversely, those customers in both On and Off
Premise markets, appear to be dissatisfied with
their overall business performance. n = 334



This general satisfaction is quite variable across
channels and certainly banner groups.

Even at the this high level it is clear that business
performance issues impact certain channels
more greatly than others. Insert

This variance would directly relate to how easy
these customers are to do business with

n = 334


MANAGEMENT, PROBLEM SOLVING & SYSTEMS - TODAY

On this dimension we are measuring the
satisfaction levels with:
•  managing and resourcing current processes
and business practices
•  effectively performing the everyday job of An image that represents the supply chain,
satisfying the needs of staff and customers. ordering systems, delivery and customer
service _ not cheesy though

Low levels of satisfaction here are also visible
through:
•  Poor customer service
•  Inefficient management of inventory / activity


MANAGEMENT, PROBLEM SOLVING & SYSTEMS -
TODAY

As you can see the levels of satisfaction on this
dimension vary greatly by channel:

With low levels of satisfaction you can expect:
•  Discontented customers and staff
•  Poor execution capability in the area of stock Insert
management and promotional support.

The Implication for the supplier is a greater
requirement of effort around ranging, supply,
payment and promotional execution. n = 334


MANAGEMENT, PROBLEM SOLVING & SYSTEMS - TODAY

Consistently for those dissatisfied customers
Problem Solving came up as the largest
performance issue, sighting an inability for these
businesses to make decisions about both
problems and opportunities.
http://www.dreamstime.com/
stock-image-clock-mechanism-
Furthermore many of these business found the image4203641
planning, direction and controls within their
businesses to be lacking.


MANAGEMENT, PROBLEM SOLVING & SYSTEMS -
TODAY

The implication for Suppliers here is that the
greater the satisfaction of the customer on this
dimension, the greater their ability will be to :
•  Make commitments to new propositions
•  Adapt to New ways of doing things
•  Quickly activate new activity Insert
•  Manage Supply and customer needs
•  Represent brands and messages favorably

Low levels of satisfaction here have significant
implications for return on effort. n = 334


LEADERSHIP, OPPORTUNITIES & STRATEGY - TOMORROW

satisfaction levels with: Four Quadrant
Model
•  Business Development Capability
•  Consistency of offer
An image that depicts the vision in action –
Low levels of satisfaction here are also visible the art of the breakthrough and the
breakaway moment from competitors
through:
•  Ineffective marketing
•  Poor price and margin management
•  Chopping and changing sources of supply


LEADERSHIP, OPPORTUNITIES & STRATEGY -
TOMORROW

As you can see the levels of satisfaction on this
dimension again vary greatly :

•  Under-resourced sales & marketing effort
•  Low to moderate levels of revenue growth CHART

•  Inconsistent decision making on product.

The Implication for the supplier is a greater level
of reliance on the supplier to grow the business
for them. n = 334


LEADERSHIP, OPPORTUNITIES & STRATEGY - TOMORROW

In the Functions and Venue channel a key driver
of dissatisfaction was strategy, clearly defining a
direction for the business.

On the other hand the “Other Retail” channel was
driven by a lack of process to encourage Same image as before
innovation and business development.

Accommodation had an unhealthy balance of
those two driving their result.


LEADERSHIP, OPPORTUNITIES & STRATEGY -
TOMORROW

The implication for Suppliers here is that the
greater the satisfaction of the customer on this
dimension, the greater their ability will be to :
•  Drive revenue growth opportunities
•  Be open to and adopt new ideas from
suppliers CHART
•  Deliver a consistent offer
•  Protect their identity over supplier brands

Low levels of satisfaction here have significant
implications for sales & margin growth. n = 334


STAFFING, SKILLS & PRIORITIES - INTERNAL

satisfaction levels with: Four Quadrant
Model
•  Capability and Capacity
•  Getting the right things right
Image of busy people running around but
Low levels of satisfaction here are also visible clearly working as a team – again not
cheesy
through:
•  Poor product knowledge
•  Poor venue / outlet presentation
•  A lack of focus on brands being sold.



Consistently most customers surveyed were, to
varying degrees, unhappy with this dimension of
their business:

•  Inconsistency in customer service CHART
•  Issues with staff training & compliance to
range and promotional activity.

The Implication for the supplier is a greater need
to measure compliance and invest in training
staff with relevant product knowledge. n = 334



Wine Specialists are a stand out on this
dimension with large levels of dissatisfaction. In
their case this is being primarily driven by a lack
of necessary skills in their businesses. In their
own judgment this is below the expectations of
customers. This too is an issue for Image Bars
Same image
and Functions/Venues channels.

All other channels measuring as dissatisfied on
this dimension shared the view that staffing
levels, retention and skill levels were equally to
blame for business performance.



The implication for Suppliers is the ability to
prioritize those customers that will generate
adequate returns to justify increased investments
in the area of product training.

Further customer issues with regard to staff CHART
levels and staff retention should be key
considerations before such investments.

The clear risk is an over-investment against the
sales opportunity. n = 334


CUSTOMERS, STAKEHOLDERS & TACTICS - EXTERNAL

The measure here is the satisfaction levels with:
•  Guidelines, direction and processes for Four Quadrant
Model
customer service and resolving customer issues
•  The businesses capability in delivering profit
returns for its owners and suppliers An image that portays the front libne of the
•  Capacity to adapt quickly to change organization – and in this context probably a
happy liquor retailer handing over a box to a
customer

Low levels of satisfaction here are also visible
through:
•  A lack of enthusiasm for the customer
•  Inability to collaborate well with suppliers

CUSTOMERS, STAKEHOLDERS & TACTICS -
EXTERNAL

Consistently most customers surveyed were
satisfied with their capability in this dimension.

Customer and Partner management for most
seems to be a level they believe their businesses
to perform well in. CHART

•  Very transactional purchasing conversations
and relationships
•  Poor levels of staff empowerment n = 334


CUSTOMERS, STAKEHOLDERS & TACTICS - EXTERNAL

Casinos clearly have an issue with this area of
their business , most sighting a lack of direction
and processes for resolving customer issues.

Functions/Venues and Image Bars channels
alternately had consistent issues around the area Same image
of forming and developing profitable
partnerships.


CUSTOMERS, STAKEHOLDERS & TACTICS -
EXTERNAL

The implication for Suppliers, in this instance is
more the ability to isolate high levels of
satisfaction.

In doing so, longer term growth plans can be
agreed and managed collaboratively. CHART

For these customers, the risk, is employing the
hooks or lures of an offer, instead of more open
and direct dialogue (WIIFU), or in other words
keeping it simple. n = 334


ON-PREMISE

The primary issues for the On-Premise trade
surveyed, centre around:
•  Ineffective stakeholder / supplier management
•  Inadequate Staffing & Retention
•  The need for better prioritization of effort
Insert

The key areas of strength are seen as coming up
with new ideas and having effective systems for
serving customer needs.

n = 334


OFF-PREMISE

The primary issues for the Off-Premise trade
surveyed, centre around:
•  Ineffective stakeholder / supplier management
•  People, Skills and Knowledge
•  Clear direction and execution of that direction
Insert

The key areas of strength are seen as having
effective systems for serving customer needs
and having a capability to deliver plans that
deliver the goals of the business.
n = 334



•  Remembering the dominance
of thinking in Restaurants
(Discoverers), you could expect
more focus on the Tomorrow and
External dimensions of the
business.

• With that in Mind, and despite a tendency for their to be a focus in process from
Deal Makers, this channel wide dissatisfaction, sets a new ground rule:
•  The difficulty for suppliers to get “air time” & return on effort.
•  Delays in decision making on new opportunities / products
•  The opportunity for the supplier to grow through turn-key solutions / activity



The perception of performance across the four
dimensions we have explored vary greatly by
customer and channel.

Understanding these issues and equally the
strengths of the customer are critical to
Vertical blind of all 4 images
generating greater returns from both sales and
marketing efforts.

The reality of this perception, is the daily field
sales reality. Better returns are there for those
that adapt.


OVERALL SATISFACTION BY CHANNEL

Vertical blind of all 4 images


WORKING WITH PERFORMANCE ISSUES

Management, Problem Solving & Systems
•  Avoid effort around new propositions
•  Lower expectations on ranging & compliance
Leadership, Opportunities and Strategy
•  Protect your brand identity & exposure
•  Help solve the inconsistencies of the offer
4 images vertical blinds again
Staffing, Skills and Priorities
•  Work selectively on increasing product knowledge
•  Drive simple , low involvement executions
Customers, Stakeholders and Tactics
•  Be very selective about growth partnering
•  Focus on the supply of everyday brands


KEY INSIGHTS AND IMPLICATIONS

Understanding the way our customers think, their
expectations and where they think their business
can improve, provides critical pathways for
anticipating the most effective strategies and
tactics for customer growth.
Image of rubber hitting the road
This enables us to develop more effective:
•  Channel strategies / plans
•  Product launch executions
•  Promotional targeting
•  Customer communications



The ability to segment activity and focus will
increase yield from the channel.
Getting the balance right between those who are:
•  Trying to differentiate (Discoverers)
•  Driving drive bottom line performance (Deal Makers)
AND
Further, leveraging the channel “filter”, of Making
it easy to execute, order and manage –
accommodating “Management” deficiencies.
Is the Formula for success – WHY?
The customer thinks so!


WHAT HAVE WE LEARNT & WHAT DO I DO NOW

•  At an outlet level, there are 3 main ways of
customer thinking.
•  By segmenting the market this way you can
more effectively anticipate your customers
expectations.
•  By ensuring channel plans target these Vertical blinds of all three market pictures
expectations you can more effectively deploy
resources
•  By aligning communications, promotions and
product offers more closely with the customer
expectation, you can significantly improve your
“return on effort”


WHAT HAVE WE LEARNT & WHAT DO I DO NOW

•  Satisfaction with business performance varies
by customer and by channel
•  The performance issues of your customer can
significantly impact your sales.
•  By understanding these issues you can align
your effort with your customers strengths and Vertical blind of all 4 images
possibly ease the burden of their weaknesses
•  Planning your engagement with the
customers business issues in mind, will result in
a more effective use of resources and again,
more “return on effort”.


NEXT STEPS

The next level of reporting provides:
•  Channel specific customer strategy & actions
•  Clear and detailed instructions on tailoring
offers to different customer Mindsets
•  Effective negotiating tactics by customer
Image of literally someone taking the first
Mindset
step from maybe a line of people
•  The critical business elements that are driving
performance for customers and channels
•  Clear examples on how to build the business
relationship by working with the strengths of your
customers business.


FUTURE STEPS

•  Going forward the application of these
measurements against the Mirror Programme
this year and the inclusion of Major Retailers to
this survey component next year, will increase
the insights and utilities from this part of the
Feedback Programme Image of literally someone taking the first
•  Further, the possibility of providing Industry step from maybe a line of people
Feedback by Customer Segment is a valuable
next step.


SHAMELESS PLUG – OTHER ENGAGEMENTS

SAYING & SELLING THE RIGHT THINGS IN
THE RIGHT PLACES
Consumer Demand Analysis & Forecasting
•  Identify Distribution & Ranging Opportunities
•  Target Trade Promotions
•  Tailor Brand Marketing Campaigns / Communications
•  Drive ROI from Sales & Marketing efforts Image of literally someone taking the first
step from maybe a line of people

REMOVING ROADBLOCKS
Business Performance Surveys
•  Objectively identify areas of the business that require
action
•  Prioritize those actions for the greatest overall impact on
results.


SHAMELESS PLUG – EXTENDED VERSION

Identifying distribution and ranging opportunities

Analysis of existing sales Isolated performance gaps
& distribution by Customer Customer priority & clear
execution imperatives

Confidential
Confidential


THANK YOU!!!

Scott McLaughlin
Clutch
C/- Next Reality Group
Level 15, 461 Bourke St
Melbourne

03 9604 8489
0407 200 970
scott.mclaughlin@clutch.com.au


LMAA Advantage Clutch Presentation October 2009 (F)

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