Tag Archives: Website

Use Storytelling Skills to Transform Your Web Content

Courtesy of PR NEWS.

By Stephen Terlizzi

Traditional PR approaches relied mostly on a well-defined network of contacts to whom you pitched news or an idea and some facts, and the reporter created a story. However, like that famous book about the moving cheese, many PR professionals are asking lately, “Who moved my reporter?”

As the economics of the information age have taken their full toll on the publishing industry, the “well-defined network of contacts” is looking more like a ghost town than a thriving metropolis. What’s key to remember is that these folks didn’t just disappear into thin air. Instead, many of the old school journalists have shifted and are now independent consultants who are writing for their own blogs and the Web sites of others.

The tables also have turned on traditional publications during the past 10 years, and they are now syndicating more content from major online sites. In today’s new ecosystem, a well-placed story in TechCrunch or GigaOM can have significantly more impact than any single article in a major local paper.

This means that if your company isn’t a major industry player, you shouldn’t expect to get much share of mind in a fast-paced digital world where everyone is competing for eyeballs—unless you have an exceptional story to tell.

Becoming the person who knows how to mesh “what will be published” with “writing what will be published” puts you in the perfect position to develop ready-to-go stories that will stand out from the digital noise bombarding online reporters, editors and bloggers. Let’s examine what makes a compelling story and how it translates to digital public relations.

Meet Both Needs
Regardless of the type of story, there are always two people in every story: the author and the reader. The author, or client, has a point to make while the reader wants to learn, be informed, entertained, amused, etc. An effective story meets the desires of both parties, whether it is written for an online audience or traditional media.

In the book The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell, the author talks about three types of people that are critical to the success of any word-of-mouth initiative: connectors, mavens and salesmen. As you can image, the connectors connect, the mavens inform and the salesmen convince. I think it is an excellent analogy for the purpose of writing a PR story for a client—a story to promote, a story to envision or a story to validate.

Note the use of the word “or” in the last paragraph. You must write stories that have a single, simple objective and have simple elements, as online writing must be more direct and shorter. So focus on doing one of the three points well as opposed to doing none of them well. In today’s time crunched society, deliver the point succinctly and close the story. We are not writing Dostoevsky’s Crime and Punishment.

Stephen Terlizzi is the managing partner and head of the social media practice for Tanis Communications.

This article was adapted from PR News’ Digital PR Guidebook, Volume 4. This and other guidebooks can be ordered at the PR News Press online store.

3 Simple Steps to Increase Time on Your Website

[tweetmeme]

Courtesy of Website Magazine

Most online marketers and website owners tend to measure the success of their online business by the amount of traffic they are able to generate (and, of course, revenue).

While increasing the number of unique visitors is most definitely important (and something that everyone should be concerned with), it is arguably only half the battle. Unique visitors and visits alone should not be the only means by which you are measuring success.

It is easy to understand that there is little in the way of benefit from attracting a visitor to your website that quickly clicks the back button and leaves. Often, website owners and online marketers spend more time thinking about how to attract people to a site and less on how to encourage those visitors to spend considerably more time on your website. Take heed – there is a a direct correlation between the amount of time spent on a website and its success. So how can you increase time on site (and profits)? Follow these three simple strategies.

– Design Smarter (and Write Longer) –

Of all the different site types, it is the content marketers that either have the best or the worst time-on-site averages. While one suggestion might be to simply write longer-form content, another option would be to take the longer-form content you have or will develop in the future and commit to splitting it into multiple sections. This is a common approach that has been used on sites like About.com and many newspaper sites for years. For example, a 1,000 word article could be split into four sections of 250 words each. Some content management systems have this functionality built in, so explore that feature if available to you. Another benefit of splitting content is that it gives publishers the ability to generate more advertising impressions – a big draw particularly for those selling on a CPM basis.

– Create More Relevant Jump Points for Content Showcasing –

Would you rather feature content that is timely or timeless? There are arguments for and against both, but those publishers that concentrate on identifying areas where they can showcase their best information are those that often have the highest time-on-site averages. These jump points are areas where publishers can profile/push the most popular pages, the most heavily commented upon content items or most linked-to items. There are, of course, many places to do this, including at the end of articles/posts, within sidebars, and within the content itself. There is actually some SEO benefit to creating links to this type of content on your site as the number and relevance of links to internal pages is (arguably) an important factor in search engine ranking.

– Introduce Supplemental Formats: Multimedia & Applications –

Many content publishers, to their own detriment, opt to stay with the content format most familiar to them – whatever that may be. Consumers, however, often have very different demands when it comes to their consumption preferences – offering just one only gives you one chance for one type of visitor. Start introducing supplemental formats and you’ll be surprised about the positive effect it has on time on site. For example, if you’ve got a long-form article, why not fire up the webcam and produce a short-form video about that article’s key points or takeaways. If you publish a list of events, why not introduce a calendar application which is a terrific way to increase the number of clicks on your site as well.

When it comes to increasing time on site, remember the following: your website visitors are willing to be engaged with your site (and spend more time on it), but content publishers absolutely must commit to repurposing content into new design formats, providing jump points wherever necessary to expose them to content that should be showcased, and they should introduce supplemental formats to satisfy the Web’s diverse content consumption needs and wants.

Make no mistake – increasing time on site is no easy task. Keep these three simple strategies in mind and you will not only see significant percentage increases in time on site, but revenue as well.

Most online marketers and website owners tend to measure the success of their online business by the amount of traffic they are able to generate (and, of course, revenue).

While increasing the number of unique visitors is most definitely important (and something that everyone should be concerned with), it is arguably only half the battle. Unique visitors and visits alone should not be the only means by which you are measuring success.

It is easy to understand that there is little in the way of benefit from attracting a visitor to your website that quickly clicks the back button and leaves. Often, website owners and online marketers spend more time thinking about how to attract people to a site and less on how to encourage those visitors to spend considerably more time on your website. Take heed – there is a a direct correlation between the amount of time spent on a website and its success. So how can you increase time on site (and profits)? Follow these three simple strategies.

– Design Smarter (and Write Longer) –

Of all the different site types, it is the content marketers that either have the best or the worst time-on-site averages. While one suggestion might be to simply write longer-form content, another option would be to take the longer-form content you have or will develop in the future and commit to splitting it into multiple sections. This is a common approach that has been used on sites like About.com and many newspaper sites for years. For example, a 1,000 word article could be split into four sections of 250 words each. Some content management systems have this functionality built in, so explore that feature if available to you. Another benefit of splitting content is that it gives publishers the ability to generate more advertising impressions – a big draw particularly for those selling on a CPM basis.

– Create More Relevant Jump Points for Content Showcasing –

Would you rather feature content that is timely or timeless? There are arguments for and against both, but those publishers that concentrate on identifying areas where they can showcase their best information are those that often have the highest time-on-site averages. These jump points are areas where publishers can profile/push the most popular pages, the most heavily commented upon content items or most linked-to items. There are, of course, many places to do this, including at the end of articles/posts, within sidebars, and within the content itself. There is actually some SEO benefit to creating links to this type of content on your site as the number and relevance of links to internal pages is (arguably) an important factor in search engine ranking.

– Introduce Supplemental Formats: Multimedia & Applications –

Many content publishers, to their own detriment, opt to stay with the content format most familiar to them – whatever that may be. Consumers, however, often have very different demands when it comes to their consumption preferences – offering just one only gives you one chance for one type of visitor. Start introducing supplemental formats and you’ll be surprised about the positive effect it has on time on site. For example, if you’ve got a long-form article, why not fire up the webcam and produce a short-form video about that article’s key points or takeaways. If you publish a list of events, why not introduce a calendar application which is a terrific way to increase the number of clicks on your site as well.

When it comes to increasing time on site, remember the following: your website visitors are willing to be engaged with your site (and spend more time on it), but content publishers absolutely must commit to repurposing content into new design formats, providing jump points wherever necessary to expose them to content that should be showcased, and they should introduce supplemental formats to satisfy the Web’s diverse content consumption needs and wants.

Make no mistake – increasing time on site is no easy task. Keep these three simple strategies in mind and you will not only see significant percentage increases in time on site, but revenue as well.

5 Must Haves for Every Small Biz Site

[tweetmeme]
by Ken Builder
Courtesy of Manta

I’ve put together a list of 5 must-haves that every small business website needs to include. Whether you’re building a website yourself, or have a web designer to do it for you, work through this check list and you won’t go wrong.

1. Contact details.

It might seem a bit obvious this one, but you’d be surprised how many people forget to add their contact details. Not only must you have your contact details–at a minimum your address, phone number and email address–but you must make those details easy to find. Don’t hide them away in the footer. Make the “contact us” page one of the most obvious ones. Because having a website boils down to just one thing: making more sales. And if your website visitors have a hard time getting in touch, then they’re not going to buy from you.

2. Map

A bit less obvious, but a must-have that can make a real difference to the number of leads your website generates. The nature of the Internet is anonymous–we’re all dealing with companies and individuals through a computer screen. And because of this, the Internet is a scammer’s paradise–it only takes a few minutes to build a website and pretend to be a company. So having a map of where you are adds a real reassurance to your website visitors. It turns a virtual interaction into something more solid, and gives your website visitors the peace of mind that you’re real people living in the real world

3. A Lead Capture Form

This is the next step on from adding your contact details. Many website visitors want to know more about your products and services, but are disinclined to give you a call or drop you a line. But they’re quite happy for you to get in touch with them. And in order to make that possible, you need a lead capture form. Think of this as a sales assistant approaching a shopper, rather than a shopper going out of their way to approach a sales assistant. A lead capture form allows your website visitors to leave their details and express an interest in you, without going the whole hog of picking up the phone. And since many people surf the web out of office hours, the chances are that the time that they’re actually on your website is a time when you don’t have anyone to answer the phone. Having a lead capture form allows you to give them more information when it’s convenient for you, and lets them express and interest when there’s no one around to talk to.

4. Photos of You and Your Staff

This is another great way of reassuring your customers about who they’re dealing with. In the same way that having a map gives your web visitors the confidence that you exist, having your photos on the website creates a personal connection between them and you. It’s so much harder to turn away from a face than a computer screen. Having a photo kick-starts a personal relationship with your website visitors, and it makes it much more likely that the visitor will then get in touch. The added advantage is that not many websites include personal photos, so get this right and your site will start to get head and shoulders over the faceless ones around it.

5. Newsletter Sign-Up Form

This option is a good opportunity to warm up future customers. Many people surfing the web for products and services will be in a “research” phase of the buying cycle. They’re not ready to get in touch or start buying just yet, but they are interested in finding out more information. Having a newsletter allows you to start to interact with them before they’re ready to buy. They get the opportunity to “‘taste” your service and personality, without having to commit to buying from you. You can start having a conversation with them, so that when they do decide to buy, that relationship already exists. And as anyone running a successful weekly or monthly newsletter will tell you, it can be the biggest source of new leads for your website. So add a newsletter sign-up form, and start emailing news about your company and industry to those signing up, and the customers will surely come.

5 More Must-Haves For Every Small Business Website

About the Author: The webeden.co.uk free website builder lets you build a website, even if you’re a complete beginner. Make your own website instantly with WebEden:You can sell your products, uploads your own videos and music and even integrate your blog.

The State of Video In E-Commerce

[tweetmeme]

Courtesy of WEBSITE magazine.

Online video solutions provider SundaySky recently released a telling report about how the Web’s biggest retailers utilize the power of video. Or, more to the point, how they are failing to do so.

According to SundaySky’s The State of Video in E-Commerce, released last month and citing data from the fourth quarter of 2010, nearly half of the world’s top 50 online merchants have no significant video presence. While many of them may have begun to add video on their websites – which the study concludes was the focus for many retailers in 2010 – few of them are taking proper advantage of the opportunities the medium affords them, which should be a primary focus of 2011.

In terms of conversion rates, online videos can lead merchants to higher sales on a wider range of products, increase their websites’ stickiness and reduce return rates, to name just a few advantages. For SEO purposes, video results rank higher in searches than other content and drives more traffic to retail sites. Finally, YouTube has been the world’s second-leading search engine since 2008 and is currently the fourth overall property on the entire Web.

Using YouTube as the primary barometer, 16 percent of the top 50 had fewer than 10 videos on YouTube, 42 percent had between 10 and 100, 34 percent had between 100 and 1,000, and 8 percent had greater than 1,000. If a YouTube presence is defined as more than 100 videos, that means that less than half of the top 50 retailers are taking full advantage of YouTube.

Three companies praised in the study for their use of video are Overstock, Newegg and Buy.com. All three are considered pioneers in the space for launching video portals alongside their main websites, and Buy.com ranked third behind the Home Shopping Network (72,556) and Systemax (3,537) with 2,731 videos on YouTube at the time of the study. Newegg, meanwhile, saw its views on YouTube jump 133 percent from the third quarter of 2010 to the fourth.

Some of the suggestions for retailers offered by SundaySky include scaling product videos to include everything in one’s catalog; applying even simple video SEO methods such as proper embedding and a video sitemap, and syndicating videos to not only YouTube but also to other channels such as Facebook fan pages.

Beyond Paid Media: Marketing’s New Vocabulary

[tweetmeme]

Courtesy of McKinsey Quarterly

Changes to the way consumers perceive and absorb marketing messages will force marketers to change not only their thinking but also the way they allocate spending and organize operations.

NOVEMBER 2010 • David Edelman and Brian Salsberg

Source: Marketing & Sales Practice

The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional “paid” media—such as television and radio commercials, print advertisements, and roadside billboards—still play a major role, companies today can exploit many alternative forms of media. Consumers enamored of a product may, for example, create “earned” media by willingly promoting it to friends, and a company may leverage “owned” media by sending e-mail alerts about products and sales to customers registered with its Web site. In fact, the way consumers now approach the process of making purchase decisions means that marketing’s impact stems from a broad range of factors beyond conventional paid media.

These expanding media forms reflect dramatic changes in the way consumers perceive and absorb marketing messages.1 As a result, some strategic-marketing frameworks—such as the popular “paid, owned, earned” one—are in serious need of updating. Many marketers use this framework to distinguish different ways of interacting with consumers, forms of financing, and measures of performance for each contact. Yet the paid, owned, earned framework increasingly looks too limited. How, for example, should a marketing strategist for a company react to requests from other companies to purchase advertising space on its product sites? How should a company deal with online activists when they take hold of a product or campaign to push a negative emotional response against it?

Two media types must therefore be added to the framework: “sold” and “hijacked.” These new forms of media, which demand sustained investment and attention, challenge the traditional strategies, structure, and operations of most marketing organizations. Yet marketers should view their expanding range of media options not only as a challenge but also as an opportunity worth grasping, to encourage readers to share content or even create their own.

Five forms of media

Too many companies view marketing plans as little more than an exercise in where and when to buy media placement. Yet as the number of digital interactions increases, marketers must recognize the power that lies beyond traditional paid media (Exhibit 1).

Paid,owned, earned

Paid media include traditional advertising and similar vehicles: a company pays for space or for a third party to promote its products. This market is far from dying; options for marketers are expanding exponentially with the emergence of more targeted cable TV, online-display placement, and other channels, not to mention online video and search marketing, which are attracting greater interest. The second category, owned media, consists of properties or channels owned by the company that uses them for marketing purposes (such as catalogs, Web sites, retail stores, and alert programs that e-mail notifications of special offers).

Earned media are generated when the quality or uniqueness of a company’s products and content compel consumers to promote the company at no cost to itself through external or their own “media.” Starbucks, for example, announced in July that its Facebook fan base exceeded ten million people, the highest of any US corporation. The company directly links its recent strong performance to its social-networking efforts and “crowd sourced” innovations such as “My Starbucks Idea,” a Web site where anyone can suggest ways to make the company better. Similarly, Honda Japan undertook a promotion on the social-networking site Mixi, where more than 630,000 people registered for information about the launch of its new CR-Z vehicle. The company automatically added “CR-Z” to these users’ Mixi login names (for example, “Taro CR-Z”) and gave them a chance to win a car. Nonregistered users wondered why people suddenly had login names incorporating CR-Z. Thanks to the buzz, prelaunch orders reached 4,500 units, and actual sales topped 10,000 units in the first month.

Sold

Paid and owned media are controlled by marketers touting their own products. For earned media, such marketers act as the initial catalyst for users’ responses. But in some cases, one marketer’s owned media become another marketer’s paid media—for instance, when an e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment. This trend, which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson & Johnson, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products. Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies’ marketing, and may help expand user traffic for all companies concerned.

Hijacked

The same dramatic technological changes that have provided marketers with more (and more diverse) communications choices have also increased the risk that passionate consumers will voice their opinions in quicker, more visible, and much more damaging ways. Such hijacked media are the opposite of earned media: an asset or campaign becomes hostage to consumers, other stakeholders, or activists who make negative allegations about a brand or product. Members of social networks, for instance, are learning that they can hijack media to apply pressure on the businesses that originally created them. High-profile examples involve companies ranging from Nestlé (whose Facebook page was hijacked) to Domino’s Pizza (a prank online video of two employees contaminating sandwiches appeared on YouTube).

In each case, passionate consumers tried to persuade others to boycott products, putting the reputation of the target company at risk. When that happens, the company’s response may not be sufficiently quick or thoughtful, and the learning curve has been steep. Toyota Motor, for example, mitigated some of the damage from its recall crisis earlier this year with a relatively quick and well-orchestrated social-media response campaign, which included efforts to engage with consumers directly on sites such as Twitter and the social-news site Digg.

The impact of the media revolution

The changing role of older media and the emergence of newer ones extend the marketer’s role well beyond the allocation of budgets and channels. Marketers today require a deep understanding of how consumers engage with different types of media at each stage of the journey toward a purchase decision. What’s more, these different kinds of media are related and interact with one another (Exhibit 2), so marketing plans and capabilities must adapt and evolve. Paid, owned, earned, sold, and hijacked media are evolving in four primary ways.

First, different kinds of media are becoming more integrated. The reach of paid media, for example, means that they will increasingly serve as feeders into owned-media hubs, where marketers can offer a more engaging experience, get consumers interested in products, and pivot into an ongoing and more targeted stream of contacts with users or members. New ways to connect with customers, for example, are transforming traditional relationship management by requiring marketers to interact with consumers through multiple forms of media in increasingly personalized ways. JetBlue has promoted its Twitter offering through many channels, for instance, and now has about 1.6 million followers seeking a regular feed of special deals for tickets. This approach has given JetBlue the ability to deliver timely coupons at a minimal variable cost, reducing its reliance on expensive paid media while fostering closer relationships with consumers.

Second, new publishing models are emerging because the increasing complexity of consumer needs and of efforts to address them means that marketers can’t do everything—and they are leaning on media providers for help. In what’s almost a throwback to the days of the soap opera,2 marketers are partnering with media publishers to create deeper marketing experiences for consumers and to obtain content and ad sales support. Computer maker Dell and automobile manufacturer Nissan, for example, worked with the Sundance Channel to create a television talk show hosted by Elvis Costello to attract their target demographic. With ads that seamlessly blended into the show’s content, Dell and Nissan not only gained exposure to a highly engaged audience but also shifted the perception of their brands to connect with late-stage baby boomers and with generation Xers.

In addition, applications on devices such as Apple’s iPhone are spawning tools that provide useful information. For example, eBay’s Red Laser generates a list of prices for any product whose bar code has been scanned by a mobile phone. Beverage companies show where their products are available by overlaying icons onto maps on the screens of mobile phones. In Japan, food manufacturers can increase sales across entire product categories through marketing collaborations with platforms such as Cookpad, the country’s leading online recipe site, with nine million members, more than 40 percent of whom are women in their 30s.

Third, marketing experiences are becoming more personally relevant. At first glance, personal conversations and experiences wouldn’t seem to be the best way of getting the scale and reach most marketers crave. But new kinds of media enable richer interactions and improve targeting, so they encourage consumers to share the things that make them happy. McDonald’s in Japan, for example, has developed expertise in the use of Twitter and other blogging platforms to promote new products and promotions by leveraging its huge fan base to talk about how much they love the company’s food. While this fan promotion is sometimes spontaneous, it’s often facilitated and encouraged by providing these fans with free meals. In this way, paid- and owned-media efforts (such as blog and Twitter campaigns) make consumers so enamored of McDonald’s products that the company generates a significant amount of earned media.

In a related phenomenon, the evolution of new kinds of media means that consumers are engaging more often in real-time conversations, particularly on social networks and other digital platforms. Helping consumers to express themselves is a scary and significant reversal of the control marketers have traditionally tried to maintain over brands. While most marketers are already exploring tools to monitor conversations in social media, they need to develop triage and action engines to ward off people seeking to hijack their media.

One consumer electronics company, for example, has recognized that every review or rating posted about its products creates the possibility of a hijacked conversation. It now responds to all comments within 24 hours: positive feedback gets a thank you, an invitation to become a Facebook friend, and special offers; negative reviews get explanations of how to fix issues, instructions on how to navigate an interface more easily, or follow-up questions to learn more about what the consumer didn’t like. Some hotel chains, recognizing the importance of travel sites (such as the popular TripAdvisor), likewise encourage satisfied guests to post comments online, while employing staff to follow and answer negative comments. These conversations become an interactive public-research project to gather information for future improvements. In effect, the evolution of media types means that a company’s marketers are now on the front lines of its efforts to deliver outstanding goods and services.

The challenge for marketing organizations

Marketers offer rich and complex experiences. But the consumer’s standards for the consistency of information encountered in different venues, the way it is provided in each of them, and its usefulness are becoming more stringent daily. Likewise, publishing, the brand experience, cultivating advocacy among customers, and generating personalized leads are now more important. These realities create four priorities for marketing organizations:

  • Think strategically about the role of each media type. As companies move more aggressively into, for instance, owned and earned media, the role of paid media should change: it may be used to drive consumers toward a company’s owned media or, more sparingly, as a “booster” for new-product launches and other promotions. That may require tighter coordination with ad agencies regarding the design and placement of marketing content. To reflect the influx of traffic to owned media, companies may also need to change their budgets and operations.
  • Rebalance time and resources. Owned media require patience, cultivation, and sustained engagement. Like the products of any good online publisher, a marketer’s owned media need a steady stream of traffic-building programs, fresh content, and optimized design. Focused management, sufficient budgets, and appropriate performance metrics are needed to build owned-media platforms, whether they’re foundational search or social-media efforts, site hubs, alerts, or feedback-gathering communities, to name a few possibilities.
  • Develop a clear community or social-networking strategy. Companies need an agreed-upon set of rules and principles for managing and responding to single or coordinated attacks against the brand. It’s imperative to appoint an experienced community or social-networks manager who knows in advance how to coordinate with marketing, public relations, legal, and other relevant units and has the required authority and decision-making rights. The cost of failing to respond effectively can be high. One multinational company, for example, responded to accusations about its business practices by arguing with its accusers on its Facebook page, even blocking and deleting posts. That move only heightened public interest in the dispute, in effect hijacking the page until the company apologized.
  • Improve both the art and the science of marketing. Debates among pundits of marketing typically focus on whether it is an art or a science (and thus on the relative importance of creativity and analytics). Actually, the bar is rising for both art and science, and a third dimension—execution—is growing in importance as the complexity of marketing escalates and its practitioners seek to deliver a richer consumer experience. This goal calls for teams that can design campaigns for a number of very different kinds of channels, from TV to social networks to search optimization. Data must be used more effectively to reach decisions and to apply them. Technology must make the spending of each dollar more efficient in the face of greater complexity. Quality must be defined and measured, and risks mitigated and managed.

Of course, the investment in hiring staff to answer every social-media posting may be tough to justify at first, but this approach will probably become critical for mitigating the threat of brand hijacking. And to deny negative reviews and comments legitimacy, companies must be able to make the justifiable design or service improvements consumers seek.

The list of challenges is long, and priorities will vary dramatically, depending on an organization’s competitive dynamics, willingness to experiment, and skills. Few of the necessary changes can be made through mandates from on high; they must happen organically. Ideally, chief marketing officers and other leaders would put together fresh, well-crafted pilots and get the support to invest in breakthroughs that can be applied at scale.

The proliferation of media types gives marketers a dramatically richer arsenal to deepen the engagement of consumers with brands cost effectively. Stepping up to meet the high bar of expectations, however, requires a renewed focus on execution, coordination, speed, and performance.
 

About the Authors

David Edelman is a principal in McKinsey’s Boston office, and Brian Salsberg is a principal in the Tokyo office.