How To Craft a Great Mission Statement For Your Business In 5 Simple Ways

Mission statements remain key aspects of businesses since they remind employees and leaders of what the business stands for. These mission statements can inspire people and help them become unified, so a business needs to know how to create one. This means you must review the approaches and strategies available, so you can craft a great mission statement to help your business.

How to Come Up with A Good Mission Statement

1. Know What You Want to Accomplish

If you plan to craft a mission statement, you need to understand what your business plans to accomplish. For example, some businesses want to help people feel happy and beautiful while others want to get people to find their own homes. While your business wants to make money, it needs to have another point it can focus on.

This means you need to consider the position of your business, so you can find an ideal mission statement based on the situation. The statement won’t work if your business doesn’t identify one related to it. Because of this, you need to form a connection between your statement and business by working towards a goal.

2. Look at the Big Picture

Once you identify the goals you plan to accomplish, you need to look at the situation from a larger scope. This means identifying why your business wants to reach a goal, so you can see the situation with the bigger picture in mind. For example, if your business wants to encourage people to purchase homes, you need to figure out why you want to do so.

For example, a life coach mission statement can mention wanting people to succeed, so it does this by offering its services. This means you need to understand how your business benefits its customers, so you can build your statement around it and understand the bigger picture.

3. Make it Relatable

Not only do you want your mission statement to point towards a goal, but you also want it to stand out as a relatable one. This means you need to identify one that customers and average people understand and want. You must get your customers involved and invested in your mission statement to help you succeed.

You want your customers to feel invested, so they gain a reason to support your business. If they want to see you fulfil your mission statement, they’ll continue to make purchases and support your cause. That way, your customers can feel good about helping you out while your business continues to make money.

4. Focus on Simplicity

As you craft a mission statement, you can focus on simplicity to make it better. It needs to catch the attention of people, so you can’t make them too complicated or long. This seems unnecessary, but doing so can make your mission statement strong overall. Mission statements should stick to one idea expressed in a single sentence.

If your mission statement drags on for multiple sentences, it becomes overwhelming and unappealing. When this happens, customers and employees forget about it since it becomes too long to remember. Instead, you need to make the mission statement a single line people can easily memorize and remain focused on to help your business out.

5. Ask for Suggestions

Developing mission statements helps businesses succeed, but some people struggle to create them on their own. You don’t have to think of a mission statement since you can turn to people in your business for assistance. This means you need to take the necessary time to talk with people throughout your business to receive suggestions.

You can talk with the leaders and ask them what they think might work as an effective mission statement. You can also ask customers and employees for their opinions, so you can identify more options for your mission statement. Once you find one, make sure you give credit to the person who came up with it.

Conclusion

A mission statement allows you to represent your business through a simple phrase and idea. Make sure you focus on creating a mission statement, so you can find one to represent your entire business. As you focus on this, you can impress your customers while encouraging your employees to work towards your mission statement goal.

Source: How to Craft a Great Mission Statement for Your Business In 5 Simple Ways – Newslibre

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Related contents:

Thompson, Andrew (20 August 2015). “Google’s Vision Statement & Mission Statement”. Panmore Institute. Archived from the original on 13 November 2015. Retrieved 2015-11-02.

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How to Write a Business Plan (Like a Pro)

The business plan is a document that outlines what your business is about and what it intends to achieve. However, few business owners understand how to really write a good business plan. They only think about writing a business plan when the time has come to acquire funding for their business.

And next, they write the business plans with the sole aim of getting money from banks or potential investors. This is the wrong way to go about things. Even without having funding in mind, it’s best to have a cohesive business plan written down, for your own benefit.

Below, we’ll show you how to write an accurate, detailed, concise, and comprehensive business plan that will give you the best chance of funding and assist you in understanding your own business.

Table of Contents [show]

Why Write a Business Plan?

The most commonly cited reason to write a business plan is to acquire funding. Whether you want to get an SBA(7)(a) or look towards venture capitalists, you’ll need a solid business plan.

The business plan is an outline of what your business is about, what your value proposition is, how you intend to market your business, the target demographic, and how you intend to spend the acquired funds.

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Tutorial starts at 1:20 Whether you’re starting a new business or just trying to get your existing business a bit more organized, writing a business plan is the perfect way to clearly outline how your business operates, declare goals, and set out a strategy to reach those goals. In this video you’ll learn about the six essential pages every business plan should have, what to record on each of those pages, and also how to write your business plan as quickly and easily as possible — even if you’re a complete beginner! 🔹
Download the FREE Six-Step Business Success Plan: https://www.gillianperkins.com/downlo… // WHAT TO WATCH NEXT Six Ways to Earn Six Figures Working from Home https://www.youtube.com/watch?v=Y1i8x… How I (actually) Got My First Client Online https://www.youtube.com/watch?v=AST3P… How I Created Multiple Streams of Income for Myself https://www.youtube.com/watch?v=dfaH_… How to Decide What Business to Start https://www.youtube.com/watch?v=Mid_A…
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In short, the business plan is a detailed representation of what your business is about, containing all the possible details that a potential investor would like to hear.

However, there is another reason why you’ll want to write a business plan. A business plan is essentially a crystallization of your business on paper. It will help you to understand your business. And it’s always useful to clearly define your goals and expectations.

The business plan helps you to do this, in the most efficient possible way. You are really hitting two birds with one stone. The business plan will help you to run your business, and could also help you to acquire funding. It could be said that there are four major reasons why you should write a business plan:

  1. To outline your business goals and aspirations in writing.
  2. To identify strengths and weaknesses objectively.
  3. To communicate the vision of the company.
  4. To convince investors to lend you money.

Stages of the Business Plan

There are many business plan variants that depend on your industry, business, size, preferences, and numerous other factors. However, the Business Plan is often described as going through 3 primary stages. These stages are:

  1. The Mini-Plan – This is really just a business plan outline. It is typically short, less than 10 pages in length. However, it will contain all of the relevant data. Depending on what you are trying to do and who you are trying to convince, the 10-page plan can be more than enough.
  2. The Working Plan – The working plan is often between 15 and 25 pages in length and explains how the business will operate in more detail. This is the plan that business owners will typically ‘work’ from, though it is still a little bit rough around the edges.
  3. The Presentation Plan – This is the business plan as presented to investors and bankers. It is the business plan with the correct terminology and images as appropriate for convincing a particular audience. This is really a term that is synonymous with a “business plan”.

Even before engaging in a full-blown business plan, it’s best to have a mini-plan to refer to. This can be used when hiring employees or working with partners/contractors, to give them an idea where the business is headed.

The 6 Components of a Business Plan Outline

While there is a lot of room for customization (and a lot of opinion on the matter), the business plan can be loosely broken down into 6 components:

  1. Executive Summary – Brief outline of the company.
  2. Opportunity – Value proposition and what you intend to do.
  3. Execution – How you intend to capitalize on the opportunity (sell products to customers).
  4. Management Infrastructure – Company hierarchy, organization, and significant persons.
  5. Financial Status – Cash flow status and projected income.
  6. Appendix – Any additional details and references.

These components are outlined in more detail below. Some steps have multiple subcategories (for example, you can break up step 5 into your current financial situation, projected financial situation in the future, and include a funding request).

Component #1 – Executive Summary

Executive SummaryThe executive summary is covered in more detail below in the 12 step outline. It’s the most important part of the business plan. It will contain:

  • A summary of what you provide and who you are.
  • The current market situation.
  • How much money you have, and how much you need.
  • A justification (brief) about why your business will succeed against competitors.
  • The growth potential of your enterprise.

The Executive Summary is actually the easiest part of the entire process. It’s only 1- 2 pages long and should be a neat outline of what you intend to achieve. But it’s very important to get this part correct. It will set the tone for the rest of the plan. So it has to read well and smoothly.

When writing the Executive Summary, take note that all businesses exist to solve customer problems. What is the problem, how are you solving it, and why are you better than competitors? If you answer these questions succinctly, then you are highly likely to acquire funding. Don’t hype your position – just state it clearly.

A great way to think about an Executive Summary is that it is a written elevator pitch. The Executive Summary is the perfect tool for you to refine your business concept. It allows you to write down a precise and exact concept about what your business stands for. If you have zero intention of acquiring funding from clients, it’s still a great idea to write out an Executive Summary.

Additional benefits of a concise Executive Summary are that it will help you to determine your priorities and will help the rest of the business plan run smoothly. It is often the case that if you start strongly, you will finish strongly.

Component #2 – Opportunity

The Opportunity section details where the customer base is under-served. This is a perfect place to include statistics indicating your target market and how it is expanding. Know your target market inside and out. What their spending habits are, what they are looking for, what methods of payment they prefer, how you can enhance their lifestyles, etc.

The more intimately you understand your target market, the better you can give them what they want. The more sophisticated investors will need to know that you have done extensive research on your target market.

Before you embark on any campaign you must do research to see what is viable and what isn’t. The best way to start is with a question and answer session. Here are some typical questions you could ask before starting out:

  • Is the overall industry stagnating, growing, or declining?
  • Is the demand for my specific products/services stagnating, growing, or declining?
  • What customer segment am I targeting?
  • What do customers pay, on average, for my products and services?
  • Will I offer products service for less, more, or the same price as the market average?
  • Is my price justified, and why?
  • Can I distinguish myself from my competitors in a meaningful way?
  • Have other businesses tried to do the same?

Asking these questions is critical to keep you on point. You can always refine your products and services later on, but you will still need to remain in the ballpark in terms of what the customers are looking for.

A key point here is that you need to distinguish yourself from competitors. Even in tough markets, you can do well if you offer a particular niche that is distinct from others. You will be the same, but different, though that is something of a contradiction in terms.

Investors will want to see that you are justified in asking for money and that you have given the issue a great deal of thought. Don’t get discouraged if you are in a tough and declining market. As long as you have a practical way of attracting a target market and the idea makes sense, then your business plan is solid.

A potential area of contention is that of creating a new market versus attracting an existing market. It’s entirely possible to create a market with new products. For example, nobody calls for new smartphones until they are released with new applications and features. When they find out about these new features, they ‘have’ to have them.

But as a general rule of thumb, you do need to give customers what they are already looking for. Creating a new market demand is for more ambitious types, and investors are typically very skeptical of these endeavors. Even the very best products may not sell if there is no market for them. It’s best to dig, do some research, and be very exact in terms of your target market and how you are resolving their problem.

The opportunity section will also include what your competitors are doing and how you can do it better. Differentiate yourself from your competitors as much as possible.

Component #3 – Execution

Execution is the sales and marketing side of a business plan. You can invent the world’s best application, and nobody will download it if you don’t place it in front of them.

This is where many businesses can fall short. You have to sell your products and services hard and aggressively. ’Build it and they will come’ does not work anymore. ‘Build it, market it aggressively, and they will come’ is much more accurate.

Read More……

Sarah Davis

By: Sarah Davis

Sarah Davis is a business executive specializing in mergers and acquisitions, corporate finance, and international law. She achieved her MBA from Cornell University after completing a legal undergraduate at UC Berkley. Sarah runs her own business consultancy firm in tandem with working alongside the FinImpact team.

Source: How to Write a Business Plan (Like a Pro) 2021..

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How To Keep Sustainability At The Forefront Of Decision-Making

In times of great upheaval, it can be difficult for businesses to see the big picture. Sure, making quick, data-driven decisions to reach the right customer at the right moment is important, especially when business is uncertain. But bigger aspirational goals are still essential—maybe more so.

This dynamic can be especially true when it concerns corporate sustainability—sometimes referred to as environmental, social, and governance (ESG) goals that measure the societal impact of a company or business. ESG goals are designed to allow businesses to meet their present needs without compromising the ability of future generations to meet their own needs. And ignoring those longer-term goals in the service of the here and now can undermine the future health of both the company and their customers.

In many ways, deprioritizing ESG goals in times of crisis is understandable. When economic strains are great and the business future looks cloudy, leaders often hunker down with a laser focus on the bottom line. But they must also continue to focus on the soul of their corporation, and what differentiates their products and their people.  

Today, sustainability should be front and center for companies. Business leaders increasingly see sustainability as a key facet of their mission and build it into their principles and strategy to ensure business resilience. Further, they need to acknowledge the business risk of ignoring sustainability, whether through supply chain disruptions, public perception, or lack of investment in upcoming technologies. 

A plan for progress

First, let’s define our terms—what do we mean by “sustainability”? A good place to start is with the United Nations 17 Sustainable Development Goals (SDGs), a collection of 17 interlinked goals designed to be a “blueprint to achieve a better and more sustainable future for all.”

The SDGs include decreasing hunger and poverty, combating climate change, creating clean water, reducing income inequality, and forging better educational opportunities. They were set in 2015 by the U.N. General Assembly and are intended to be achieved by 2030.

Today, we hear quite a bit about climate change and the need to reduce carbon emissions, but sustainability is much broader—including environmental and societal impact. Not all management teams and boards are up to speed on what their company can and should do to improve their footprint, even if employees have good data and solid proposals. Here are six things business leaders can do to stay on track to meet ambitious ESG goals.

1. Make the business case 

Sustainability makes business sense. A focus on ESG can help management reduce capital costs and improve the firm’s valuation. That’s because as more investors look to put money into companies with stronger ESG performance, larger pools of capital will be available to those companies. According to a study by the United Nations Global Compact and Accenture, “between 2013-2019, companies with consistently high environmental, social and governance (ESG) performance enjoyed 4.7x higher operating margins and lower volatility than low ESG performers over the same period.”

“Over the past several months, when global markets have faced tremendous pressures and volatility, companies with high ESG scores have continued to outperform, experiencing a cumulative relative return 6.3% higher than bottom performers and facing lower volatility.”

– Accenture report, “The green behind the cloud,” September 2020

Additionally, according to a 2018 global survey by Accenture of nearly 30,000 consumers in 35 countries, 62% of respondents wanted companies to take a stand on current and broadly relevant issues, including sustainability. And 42% of consumers walk away from the brand in frustration if the company doesn’t align with customer beliefs.

2. Keep an eye on the data 

Everything around us is affected by big data today and your work on sustainability should be no exception. Keep a close eye on measuring your goals, performance, and operational changes with data. Be especially mindful of the sourcing and reliability of the data collected.

One big tire company, for instance, uses data generated by sensors in their tires globally to reduce waste, increase profits, and reduce the number of defective tires going to landfills, thus doing their bit for the environment. Small improvements in efficiency due to resource optimization can result in big savings.

Related: Unlock the transformational power of information you’re already collecting. Get the “CIO’s Guide to Data Analytics and Machine Learning.”

3. Make sustainability a key part of your executive structure 

Organizations should have a chief sustainability officer and team working closely with line-of-business and tech leadership. The chief sustainability officer needs to be in board meetings and other gatherings where the long-term health of the company is considered. They must be a bridge between technologists and business strategists, pushing them to look at sustainability through a new lens—a technology lens—and asking how technology can help a company build a more sustainable world.

4. Expand your ecosystem 

Reaching your sustainability goals doesn’t happen in a vacuum. It requires an ecosystem of both government and nongovernment organizations, researchers, scientists, technologists, and businesses, for example, who share the same views. Establishing this ecosystem enables collaboration through the sharing of knowledge, data, analytics, and technologies. Seek to collaborate with others who support and foster similar goals.

Throw out your regular playbook. Sustainability is not just about technology—it is about enabling change to the business processes. It requires us all to think much more collaboratively. We are in this together.

Google Cloud and Unilever, for instance, are working together to fight deforestation through sustainable commodity sourcing. By combining the power of cloud computing with satellite imagery and AI through Google Cloud and Google Earth Engine, Unilever is building a more holistic view of the forests, water cycles, and biodiversity that intersects their supply chain—raising sustainable sourcing standards for suppliers and bringing them closer to their goal of ending deforestation and regenerating natural resources.

This will allow Unilever to provide a better picture of the ecosystems connected to their supply chain, and create a better mechanism for detecting deforestation. Ultimately, it will lead to greater accountability while simultaneously prioritizing critical areas of forest and habitats in need of protection. 

5. Be an internal evangelist for change

As a business leader committed to helping the organization meet ambitious ESG goals, being an internal evangelist and continuously championing the importance of sustainable practices is key. Make it your mission to reinforce the mindset that sustainability is not optional—it’s imperative not only for the success of the organization but for much broader, purpose-driven motives beyond that. Work on collaborating with other managers to propose and execute on initiatives to “green” operations within each department. Commit to following through on these initiatives, measuring the impact, and improving the effectiveness as you go.

6. Make bold commitments—even if the path there isn’t clear

As Accenture underscores in this September 2020 report on how a thoughtful cloud-first approach can help boost your profits and benefit the planet, “the greater the ambition, the greater the reduction in carbon emissions.” Broaden the scope of possibility by setting ambitious sustainability goals and timelines for your organization. You might not know how to get there, but making bold, transparent commitments opens the door for increased collaboration and sets the direction for others who might be able to help find a way.

For example, in September Google announced a new goal to operate on 24/7 carbon-free energy in all our data centers and campuses worldwide by 2030. Sundar Pichai, CEO of Google and Alphabet was candid, saying, “this is far more challenging than the traditional approach of matching energy usage with renewable energy, but we’re working to get this done by 2030.” Establishing executive buy-in, setting shared goals, enforcing accountability, and consistently measuring and evaluating your progress will make all the difference when it comes to moving the needle.

It may be hard to do, but I believe that now, even during a global crisis, sustainability should be at the center of a business’s decision-making. Sustainability is not only good for your bottom line, but it’s also good for your top line and good for the planet—the perfect trifecta.

Keep the momentum going: Reduce your environmental impact with Google Cloud. Explore tools and technology for sustainability at scale.

Jen Bennett

Jen Bennett

Jen is a Technical Director in Google’s Office of the CTO where she collaborates and co-innovates with Google’s strategic customers. She has spent her career leading engineering and product organizations leveraging data and analytics to transform a number of industries from sports and media to manufacturing. In her free time, Jen reached the pinnacle of soccer (football) as a FIFA referee refereeing several Women’s World Cups between 2002-2010. Jen holds a MS BioEngineering from University of Pittsburgh and a BSEE from Cornell University.

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Churchill College, University of Cambridge

Businesses are under pressure to become socially and environmentally sustainable, but this creates difficulties in decision-making, as executives need to reconcile competing social, environmental and economic demands. Most of the solutions proposed to this problem have focused either on improving information and analysis (Zapico, 2014), on cognitive approaches (Hahn, Preuss, Pinkse, & Figge, 2014) or on organisational issues, such as shared values (Epstein, Buhovac, & Yuthas, 2015). However, there has been very little work looking at the integrated set of capabilities that organisations might need to be able to address multiple tensions. We therefore set out to understand how executives experience the conflicting demands of sustainable business, and how they resolve these tensions in decision-making.

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How To Effectively Determine Your Market Size

One of the most crucial tasks an entrepreneur has is to calculate the size of their market, and the potential value that market has for their startup business. Without this data you can’t create a viable business plan, or be taken seriously when approaching potential investors.

As described in my book, The Art of Startup Fundraising, the market needs to be in the billions. Otherwise, even if you have the perfect team and product the returns will be limited for potential investors making your investment opportunity less attractive.

Market Size for Startups

Determining the market size is critical. It tells you and your partners, team and investors how much potential business is really out there. It helps calculate how much value there really is for your individual venture. This is critical to know, even if you never plan to raise a dime in outside capital.

Market size becomes far more important if you ever need to raise funding for your business. It is one of the most basic digits every potential angel and VC investor is going to expect. Even your friends and family should be asking about it during seed and pre-seed financing rounds. Coming up empty handed is going to destroy your credibility instantly.

Unfortunately, this is one factor which entrepreneurs frequently blow when formulating initial plans, stepping out into a new business and when pitching investors. So, how do you do it right?

How to Determine Market Size

To calculate your market size, you’ll either be looking for data on the number of potential customer, or number of transactions each year.

For example; if you are selling toothbrushes, virtually everyone can be counted in your big whole market figure. If people are listening to their dentists, and they are purchasing new toothbrushes 2-4 times per year, that number is even larger. If you are selling houses, then there may only be an average of 5.34M transactions in a good year, in the entire United States.

Keep in mind:

  • Show projections going out 3 years (it’s hard to accurately analyze after that)
  • Account for organic growth or decline in the years ahead
  • Your roll out to geographic areas over time

There are a variety of ways to acquire this data. Census and labor bureau hold a lot of information, and most industries have formal associations which compile and track this type of data. You can also commission your own research or purchase studies.

Once you have the data you want to make sure that you are presenting it in a powerful way in your pitch deck since it is one of the most important slides. A good pitch deck template is the one created by Silicon Valley legend, Peter Thiel (see it here) that I recently covered.

Thiel was the first angel investor in Facebook with a $500K check that turned into more than $1 billion in cash. Thiel actually includes not one, but two slides around the market and its size. Moreover, I also provided a commentary on a pitch deck from an Uber competitor that has raised over $400M (see it here).

How to Determine Market Value

Market size, or the number of potential customers or unit sales is one thing. How much that is worth, is a completely different, and perhaps more important figure.

You need to know how much revenue that market has to offer. For example; UpNest is one of the fastest growing real estate tech startups, which helps home buyers and sellers save on Realtor commissions. If the average home price is $394,300, and there are 5M sales per year, and the average Realtor commission is 5% of the sales price, and 90% of users use a Realtor, UpNest is in an $88.7B per year industry. Or has a market size of $88.7B.

Determining Total Addressable Market (TAM)

Realistically, no startup should or can expect to gain 100% market share. Trying to capture an entire market, without first targeting several niches, price points, customer sizes or geo areas for roll out, is going to be financial suicide for the vast majority of entrepreneurs.

For example; even giant online real estate firm Zillow, which dominates the marketplace, has far more modest estimates for its own new venture in buying and flipping houses directly with consumers. The company’s CEO recently said that if it could acquire 275,000 units a $3,500 profit each, it would be doing very well. That’s about $1B a year from just one extra revenue stream, at just over 18% of the available market share.

Of course, most new startups can’t expect to even command that much market share. Even if you could, most seasoned investors won’t believe it until you prove it. Tx Zhuo of Karlin Ventures says “If it’s 1 to 5 percent of the pie, you have a realistic plan.”

If you have no idea what’s a reasonable amount of market share in your industry, Projection Hub says one hack is to anonymously call around to all of your local competitors and find out how much volume they are doing. Then estimate you’ll be doing a fraction of that as you gain traction.

Also factor in the static versus evolving marketplace. Do population growth rates mean there will be more prospective customers in your market in 5 years, or less? Don’t forget to factor in your own impact on the market.

For example; if you were Amazon a decade ago, you should have factored in the fact that you are about to destroy the marketplace for regular bookstores. Their price cutting also slashed the value of the market in a huge way.

Early stage startup investor at Matrix Partners, Jared Sleeper notes there are actually :three distinct ways to calculate TAM.”

They are:

  1. Top-down, using industry research and reports.
  2. Bottom-up, using data from early selling efforts.
  3. Value theory, using conjecture about buyer willingness to pay.

It’s best to know them all before you go into an investor meeting, or finish polishing your pitch deck.

Summary

Knowing your market size is a basic foundational part of launching any startup venture. Every entrepreneur needs to know how to calculate it, and how it relates to potential revenue in their addressable market.

Be realistic. Investors like big numbers, but don’t have patience for flakes over-inflating numbers. You should be able to show the potential to achieve VC sized growth and returns over time. Just make sure you can back up your claims with the data and research, you derived your numbers from, and how you arrived at your assumptions.

I am a serial entrepreneur and the author of the The Art of Startup Fundraising. With a foreword by ‘Shark Tank‘ star Barbara Corcoran, and published by John Wiley &.

Source: https://www.forbes.com/

Related contents:

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Video Games   https://jvz3.com/c/202927/184902/
VideoEnginePro     https://jvz2.com/c/202927/372916
VideoGameSuite    https://jvz3.com/c/202927/366537/
VideoRobot Enterprise   https://jvz8.com/c/202927/291061
VidKreate   https://jvz6.com/c/202927/386029/
VidMingo   https://jvz6.com/c/202927/378359/
VidRaffle   https://jvz2.com/c/202927/386840/
VidSnatcher    https://jvz3.com/c/202927/342585
VidVoicer    https://jvz1.com/c/202927/379983/
Vidzura   https://jvz4.com/c/202927/385754/
Viral dash   https://jvz6.com/c/202927/375959
Viral Quotes      https://jvz2.com/c/202927/386984/
VirtualReel   https://jvz8.com/c/202927/376849
Vocalic  https://jvz2.com/c/202927/383848/
VoiceBuddy    https://jvz1.com/c/202927/342854
WebCop  https://jvz4.com/c/202927/378683/
Webinarkit   https://jvz3.com/c/202927/383937/
Webprimo   https://jvz1.com/c/202927/379455/
WordPress Mastery   https://jvz1.com/c/202927/386249/
WowBackgraounds   https://jvz2.com/c/202927/381556/
WP GDPR    https://jvz8.com/c/202927/299907
WP Simulator    https://jvz3.com/c/202927/46987/
Writer Arc   https://jvz1.com/c/202927/386602/
writing job   https://jvz8.com/c/202927/213027
XBrain Forex   https://jvz3.com/c/202927/372305/
XFUNNELS   https://jvz2.com/c/202927/310335
Xinemax  https://jvz1.com/c/202927/381749/
YoDrive   https://jvz2.com/c/202927/384700/
YoSeller   https://jvz4.com/c/202927/387544/
Your 3DPal   https://jvz2.com/c/202927/381685/
YTSuite   https://jvzoo.com/c/202927/381179
Zappable   https://jvz3.com/c/202927/367328/
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