RU. Int. J. vol.

1(1), 2007

Braning as a Competitive Advantage for SMEs

Angkana Anarnkaporn E-mail: aaa_um@hotmail.com Abstract The world of branding is clearly dominated by big businesses. Yet, in developing countries like Thailand, small- to medium-sized enterprises (SMEs) comprise the largest number of businesses in the economy. In order to provide a clearer picture of the character of branding as a strategy in SMEs, this study explored the concept and degree of brand orientation in the SME sector. Seven key components of brand activities were identified and tested on SME owners and managers in various industries in Thailand. Next, the study investigated the relationship between brand positioning strategies and bases of segmentation in a SME business. Furthermore, this study examined the effect of each segmentation base on the different strategic positioning options used by SMEs. The results show that there is a significant positive relationship between brand orientation and five of the brand activities. Furthermore, it was found that there is a significant positive relationship between the level of segmentation and the four types of brand positioning strategies. The findings suggest the combined use of both macro- and micro-bases of segmentation in order to leverage similar strategic positioning across global markets. However, micro-bases of segmentation are suggested for firms seeking differential positioning strategies. An effective use of the proposed framework will have salient implications for SMEs, including cost efficiencies, opportunities to transfer products globally, expansion opportunities of current operations, and development of more effective brand positioning decisions. Introduction A critical question many small- to medium-sized businesses (SMEs) often ask is whether it is worthwhile spending a substantial amount of money, time and energy in rethinking their marketing practices, adopting a strategic marketing approach, and going through the branding exercise. Most SMEs may well subscribe to the popular belief that strategic marketing and branding are the domains of large companies and MNCs. Though tempted to reorganize their marketing practices and adopt branding strategies, SMEs often do not have the financial, infrastructural and human resources that enable them to do so. As a result, many are carried by the inertia that dictates marketing to be selling and exists to support production. In general, brand theories are usually about big companies and multinationals, since the attention of brand management has been focused primarily on them. Open randomly
25

RU. Int. J. vol.1(1), 2007

any management book and more than likely you will find big companies like Procter & Gamble, IBM, Unilever, McDonalds, Ford, or Coca-Cola being used as branding examples. It has left us with the unclear picture of where SMEs fit into brand theories. When brand management is discussed in books or journals, SMEs are hardly recognized or treated as a separate entity in spite of the fact that the majority of all businesses belong to the small- to medium-sized enterprises group. If that is the case, several questions concerning SMEs can be raised: if the firm is small but has lofty ambitions, what should it do? Does strategic marketing and branding really matter to SMEs? How can SMEs strategically rethink, reorganize their marketing practices and strategies, and build brands on a small budget? These are salient issues, which SMEs need to address. The main purpose of this study is to provide an understanding of the role of branding in creating competitive advantage in SMEs. The study is conducted on SMEs in Thailand that encourages free trade and is one of most dynamic economies in the Southeast Asia region. This research hopes to provide insights and guidelines for SMEs to follow in selecting appropriate strategies for their brands. The specific objectives of this research are as follows: 1. To identify the level of brand orientation in SMEs. 2. To test brand activity factors in SMEs. 3. To test relationships among brand activity factors related to brand orientation level. 4. To test segmentation base factors in SMEs. 5. To test the relationship between the level of segmentation and brand positioning strategy among SMEs. Branding Challenge for SMEs Competition in the global economy becomes fiercer day by day, and as technology advances, so does the competition. In order to survive, grow and compete in this competitive climate, entrepreneurs of small- and medium- sized enterprises have to study market conditions and implement effective strategies. Of all the competitive tools available to SMEs, we argue that branding should be among the top of the list. A brand within a small geographic market has great opportunities to steal market share from the gigantic global brands, with its ability to serve the customer in a more flexible and creative way than its bigger counterparts. Stibel (1988) noted that with a well-planned brand strategy, not only national but also small companies could overcome the market competition. An example would be the case of Community Coffee versus General Foods Maxwell House and Procter & Gambles Folgers. Community Coffee, a small regional coffee roaster was losing its market share to those national companies that have put enormously into national advertising. After analyzing its strong and weak points, Community Coffee found a way to turn an apparent weakness into a potent weapon. Its sales force was tied to a store-to-door
26

RU. Int. J. vol.1(1), 2007

sales/distribution system that was extremely expensive for the national brand companies, but this system has enabled the company to be in contact with its customers on a regular basis. Accompanied by an aggressive program of trade allowance and new product introduction, this regional coffee roaster more than doubled its share in the regional market within two years. Investment in media takes a great amount of money. This misconception has led many SMEs to think that they only have to focus on product and price. Actually, what happens is that the global brands are forced to invest heavily in media due to their lack of ability to be present locally everywhere. The process makes customers feel closer to global brands than the smaller brands that they are often physically closer to. However, brand building is not done solely through advertising and media. Advertising only plays a part in brand building. SMEs can use its closer physical connection with the customer to create a compelling experience with the customer. They can emphasize their brands strengths and credibility with their customers and reassure them that their small brand is the better option. Many SMEs are sub-contracted to manufacture brand name goods for foreign companies. When comparing revenue from subcontracted work or OEM (original equipment manufacturer) with revenue earned from producing their own brand, many differences can be noticed. Since the production base for many foreign companies is selected based on lower labor costs, this carries a risk for manufacturers who depend on these contracts, because in case labor costs are found to be cheaper elsewhere they would lose orders and therefore revenue (Pehrsson, 2004). Hui and Zhous (2003) study shows that when congruence between brand origin and country of manufacture occurs, the latter information has no significant effect on product beliefs and global product attitude. When country-of-manufacture information indicates that a branded product is made in a country with a less reputable image than that of the brands origin, the information produces more negative effects on product evaluations for low equity brands than high equity brands. Thakor (1996) asserted that the origins cues are already embedded within many well-known brand names, and that mere manipulation of country of assembly or manufacture probably does not eliminate the effects of those cues. For example, a Samsung sound system or Toyota car assembled in a country outside the country of origin may not stop people from continuing to regard them as a Korean or Japanese brand respectively. SME operators should create a distinctive brand for their products with the objective of becoming accepted both overseas and within the country. Establishing a respected name for products would give manufacturers the potential to compete in the world market. One of the first things to ensure a strong brand is the quality of the product. SME operators must pay attention to quality in order to satisfy customers and build product confidence. Several marketing strategies can be employed to build customer awareness, including the launching of public relation campaigns, distribution of information about the products, and promotions emphasizing the quality of goods and services. Customers will eventually accept and embrace these products.
27

RU. Int. J. vol.1(1), 2007

SMEs in Thailand In Thailand, a country with about 64 million people, the largest number of businesses is comprised of SMEs. They are present in all economic sectors including manufacturing, trade and service. Strengthening SMEs is a main issue to consider when it comes to growth and income distribution in the country. The Institute for Small and Medium Enterprises Development (ISMED) reported that SMEs in Thailand represent over 90 percent of the total number of entrepreneurs in nearly all business sectors, and employ over 60 percent of the labor force. Furthermore, SMEs contributed between 38% and 39% of the total GDP in Thailand from 1999 to 2003. In 2003, the value of industrial exports from Thai SMEs was over 45% of all industrial products exported from Thailand. All these statistics underscore the huge contribution of SMEs to the Thai economy. Unfortunately, many SMEs fail each year. According to the Thai Ministry of Commerce, the failure rate was 69% in 2002. This indicates that business failure is a huge problem among SMEs. For a long time the Thai government has been focusing on an export-led growth strategy, which means that the development direction of Thai SMEs is to compete in the world market. Unfortunately, Thai SMEs suffer from the so-called nutcracker effect: (a) in terms of production cost, especially labor cost, Thai SMEs cannot compete with neighboring competitors that have lower labor cost such as China, Indonesia, and Vietnam, and (b) in terms of product quality and technological advancement, Thai SMEs cannot compete with their counterparts in Italy, Japan, or Taiwan. Thai SMEs are using labor-intensive and old-fashion technology to produce goods of the same quality as products from China and Vietnam, but with higher production cost. Therefore, Thai SMEs are facing the problem of declining competitiveness, which leads to the problem of limited access to capital as well. Furthermore, SMEs have not been able to increase capital via stock markets because of lack of expertise. Meanwhile, borrowing from commercial banks is very costly and difficult. Lack of creative entrepreneurship is another one of Thai SMEs weaknesses. Most Thai SMEs are family-run and rely on the family members limited experience. This traditional style of running a business may work well for the local market but is usually far below the acceptable standard for the international market. Finally, SMEs have not been getting much help from the Thai government. SME promotion has been under government consideration for many years. However, government agencies are not ready to play an effective role in promoting SMEs. For these agencies to be effective, several things have to be changed, including the structure of organization and the capability of human resources in the public sector. Currently, there are some obstacles for SMEs to access public facilities. Nonetheless, the government is currently promoting industry standardization and has assigned the state-run Thai Industrial Standards Institute to expedite issuing certificates for products made by local communities so that they are acceptable by
28

RU. Int. J. vol.1(1), 2007

consumers while simultaneously upgrading products to globally acceptable standards. The government has a firm policy to support the private sector in creating brands. In addition, it has become a driving force especially in the fashion industry helping to create Thai Go, a brand name for Thai designers. These products are now on sale and compete with well-known foreign brands. While the quality is similar, the prices are quite different. The public sector also has several plans to create strong Thai brands, one of these being called Bangkok the city of fashion. If this plan is actually implemented, many Thai entrepreneurs and products will be created. Creating brands for goods is thus important for SMEs operators to take into consideration along with building recognition. Hopefully, if SMEs operators can attach importance to these factors, it would not be difficult for them to achieve success in their businesses. Theoritical Framework Concept of Brand Orientation The term brand orientation was first defined by Urde (1994) as an approach in which the process of the organization revolve around the creation, development, and protection of brand identity in an ongoing interaction with target customers with the aim of achieving lasting competitive advantages. The goal of brand orientation is: (1) to represent either functional or business-unit focus on brands that support strong customer and stakeholder relationships regardless of the brand being at the corporate level or product level, or being a service or manufactured product (Bridson and Evans, 2004), and (2) to enable an organization to have a clear brand vision and identity. Three developing trends - decreasing product divergence, increasing media costs and integration of markets - are identified in the business world today as causing brand orientation to become a competitive strategic choice (Urde, 1994). The globalization and integration of markets have opened up large markets as well as created the most competitive environment for business. Regional pacts such as the European Union, the North America Free Trade Agreement, APEC, etc. have all intensified the global competition. Neither multinational corporations nor entrepreneurs are able to avoid the eventuality of global competition. Seen in this light, a branding strategy seems to be the most effective way in differentiating ones product, yet keeping ones marginal advantage. To achieve the full power of competitive edge, companies should focus their strategy on brands, which can be described as brand orientation. Brand orientation focuses on consumers' utilitarian satisfaction. In order to achieve brand objectives, organizations need to manage their internal and external activities to maximize value-adding capabilities beyond the functional aspects, for example, a delivery of service and quality among customers and other key stakeholders. The brand is the key to building customer loyalty in the
29

RU. Int. J. vol.1(1), 2007

marketplace, and all communications associated to the brand should be related to appropriate competitive positioning and value. The brand and building brand equity are recognized as being significant factors in achieving positional advantage in the market and, thus, financial benefits. In general, the literature review revealed a paucity of scholarly activity on brands and their management in the business sector, despite the fact that marketing ideas have been applied to the business sector for at least 30 years (Kotler and Levy, 1969). Those articles that did exist, however, relied primarily on case study reports and brand practice papers and few of them have mentioned brand orientation in the SME context. Hankinson (2001) defined brand orientation as the extent to which the organization regards itself as a brand. The author operationalized brand orientation in terms of four core brand activities, namely: 1) understanding the brand; 2) communicating the brand; 3) using the brand as strategic resource, and 4) managing the brand. Based on these four themes, Hankinson developed a scale to measure brand orientation. This research will adopt Hankinsons brand orientation scale to study SMEs in Thailand. Hybrid Segmentation Approach Many early segmentation theories were based on macro-level factors such as economic (Kotler, 1986); cultural (Whitlock, 1987); geographic (Daniels, 1987) and technological (Huszagh et al, 1986). However, later studies found that the predetermined country bases were inadequate for segmentation when considered without behavioral bases (Helsen et al, 1993; Nachum, 1994). A hybrid approach that considers both country bases (macro-level) as well as buyer response bases (micro-level) was found to be more realistic (Hassan et al, 2003). Hybrid segmentation strategy was developed to identify the indicators/ attributes of brands that are suitable for the implementation of global market programs (Helsen et al, 1993; Luqmani et al, 1994; Kale and Sudharshan, 1987; Kreutzer, 1988; Hassan and Katsanis, 1991). Market segmentation must be examined in order to determine the best brand positioning strategy. In this study, hybrid segmentation strategies were utilized as a framework to evaluate four brand-positioning strategies, namely:focus strategy, geo-centric strategy, operationalized strategy, and localization strategy. Model & Hypothesis Our research model captures the two important dimensions of a brand strategy: the level of brand orientation and the level of segmentation. The level of brand orientation is hypothesized to be associated with seven brand activity variables: understanding the brand, brand management, influence upon others, communicating the brand, brand communication tools, strategic use of brand and brand objectives. The level of segmentation is hypothesized to be associated with four strategic positioning types: focused strategy, geocentric strategy, optimization
30

RU. Int. J. vol.1(1), 2007

strategy and localization strategy. The research model is presented in Figure 1. The first set of hypotheses (H1 to H7) was developed to explore the relationship between the level of brand orientation and the seven brand activity factors: Hypothesis 1: There is a positive relationship between the level of brand orientation and the level of understanding the brand (U) in SMEs. Hypothesis 2: There is a positive relationship between the level of brand orientation and the level of management of brand (M) in SMEs. Hypothesis 3: There is a positive relationship between the level of brand orientation and the ability to influence others (I) to adopt a brand approach to their SME business. Hypothesis 4: There is a positive relationship between the level of brand orientation and the level of communicating the brand (C) in SMEs. Hypothesis 5: There is a positive relationship between the level of brand orientation and the range of brand communication tools (T). Hypothesis 6: There is a positive relationship between the level of brand orientation and the level of strategic use of brand (S) in SMEs. Hypothesis 7: There is a positive relationship between the level of brand orientation and the usage of brand to fulfill a range of business objectives (O). Since markets have evolved, a hybrid approach consisting of country bases and buyer response base is found to be the appropriate approach (Hassan et al, 2003). This approach helps identify and profile segments on an inter-market basis and develop strategies to reach them with brands. However, a review of the literature reveals a dearth of empirical studies that examine the link between segmentation and strategic brand positioning, especially with reference to SMEs. In order to better define the parameters of the relationship between brand positioning and segmentation in SMEs, a second set of hypotheses was generated to examine the relationship between market segmentation and brand positioning strategy: Hypothesis 8: There is a positive relationship between the level of segmentation and focused strategy in SMEs Hypothesis 9: There is a positive relationship between the level of segmentation and geocentric strategy in SMEs. Hypothesis 10: There is a positive relationship between the level of segmentation and optimization strategy in SMEs. Hypothesis 11: There is a positive relationship between the level of segmentation and localization strategy in SMEs.

31

RU. Int. J. vol.1(1), 2007

Methodology This study uses a survey design. A questionnaire was developed to capture information on three areas: demographic information, brand orientation, and brand positioning. In Part 1, the respondents were asked general demographic questions such as company position level, age, gender, educational level, and the industry in which they work, and so on. Part 2 of the survey contained 30 Likert-scale items measuring brand orientation, as developed by Hankinson (2002). Part 3 of the survey contained 3 items, as developed by Hassan and Craft (2005): the first item contained 14 macro-level segmentation base statements; the second item contained 22 micro-behavioral level segmentation base statements, and the third item contained four brand positioning strategic statements. In order to increase generalizability of the results of study, the researcher targeted SMEs from different industries. A total of 1,000 questionnaires were mailed out and 517 were returned and used for analysis. Data were analyzed by factor analysis to determine the number of brand activity factors and segmentation base factors that are relevant to SMEs in Thailand. For this purpose, principal component analysis with varimax rotation was used. The factor analysis of 26 items generated 7 factors as follows: (1) Understanding the brand, (2) managing the brand, (3) ability to influence others, (4) communicating the brand, (5) brand communication tools, (6) the strategic use of brand and (7) the usage of brand to fulfill a range of business objectives. Factor analysis on segmentation base variables produced 7 factors: (1) macro-economic, (2) macro-cultural, (3) macro-demographic, (4) micro-demographic, (5) attitude and usage, (6) microculture, and (7) brand loyalty. Correlation analyses were used to test the hypotheses. The results are reported in the section below. Results & Discussion The results show that the majority of the survey participants were either business owners or partners (59%), while participants occupying middle to high management positions came in second (31%) and the remainder (10%) occupied other positions. In terms of age, 31% of the participants were aged between 30-40, 30% between 40-60, and 21% between 25-30. With respect to gender, the distribution was almost equal, with female participants accounting for slightly more than 51% of the respondents. In terms of educational background, most of the participants possessed at least basic college education. The majority had a bachelors degree (37.33%) while those with a masters degree were a close second (34.82%). Together these 2 groups accounted for over two-thirds of the participants. More than half of the participants were working for SMEs that have in existence for over 10 years.

32

RU. Int. J. vol.1(1), 2007

In terms of brand orientation, the majority of the participating organizations (50.29%) exhibited a medium level of brand orientation. 43.24% showed a high level of brand orientation while 6.47% were classified as having a low level of brand orientation. With respect to the segmentation base factors, the results show that the respondents considered all these factors to be either moderate or moderate-to-high when looking at the market for their product and/or service. The localization strategy was used the most followed by focused strategy, optimization strategy and geocentric strategy. In summary, SMEs had indicated that the level of segmentation is essential to some extent in considering the appropriate market for their products and services. Attitude and usage were found to be the most important segmentation factors while localization was the most frequently used positioning strategy. Brand Orientation vs. Brand Activities The hypotheses in this study were tested using correlational analysis. With regard to the relationship between brand orientation and brand activity factors, the results show that 3 out of the 7 hypotheses were supported, that is, H1 (p<0.00), H4 (p<0.00), and H5 (p<0.05). On other hand, the following hypotheses were rejected: H2, H3, H6 and H7. The key findings of this study can be summarized as follows: The higher the level of brand orientation shown by the SME, the greater its understanding of the brand concept. The higher the level of brand orientation, the greater the range of brand communication tools used by the SME. This suggests that brand orientation is not only a perception, but that it is linked to demonstrable managerial actions and behavior. The higher the level of brand orientation shown by the SME, the greater the communication of its brand. The level of brand orientation is not associated with the level of brand management in SMEs. The level of brand orientation is not associated with SME ability to influence others to adopt a branded approach to their organizations. The level of brand orientation is not associated with the use of brand to fulfill business objectives. The level of brand orientation is not associated with their strategic use in SMEs. The last four findings suggest that brand management in Thai SMEs is not a high priority issue. The SME may recognize the importance of branding; however they may not have the time to put the strategy into action. The implications for applying the brand orientation construct to the SME sector are that SMEs should examine how well their organizations and indeed their staff perform on each of the factors. Addressing these factors will help the SME
33

RU. Int. J. vol.1(1), 2007

focus on specific brand tasks so that a culture of brand centrality will develop throughout the organization. Such a culture will enable the SME to compete more efficiently in an increasingly competitive environment. To a certain extent, this study confirms that brand orientation may play a critical role in guiding a firms growth. The study also shows the relevance of branding activities to SMEs. This research demonstrates that brand orientation can be a positive force for brand-marketing performance. With the construct of brand activities being clearly articulated, SMEs can now understand their own situations better and implement the appropriate brand activities to guide strategic planning and future market activities. Segmentation vs. Brand Positioning Strategy With respect to the relationship between segmentation base and brand positioning strategy, all the hypotheses were supported, that is, H8 (p<0.01); H9 (p<0.00); H10 (p<0.01); and H11 (p<0.01). This study has identified three underlying macro-level segmentation bases including macroeconomics, geo-demographics, and macro-cultural factors. In addition, there appears to be four underlying micro-level segmentation bases including demographics, attitude and usage, micro-culture, and brand loyalty. The findings of this study hold important implications for understanding market segmentation as well as product positioning relative to defined market. There is a clear relationship between choice of positioning strategy and the choice of bases on which to segment a market. Today buyer wants are converging in key markets. This represents both a challenge and opportunity for marketing organizations. One means to address his convergence is to target groups of buyers who share important characteristics relative to the SMEs products and brands. This study suggests to managers that hybrid market segmentation might best be empirically identified and targeted through the integration of macro and micro segmentation bases. The study also provides specific empirical evidence of a relationship between the strategic use of segmentation and strategic brand positioning. Many SME executives involved in segmentation use a single segmentation factor when making segmentation decisions. This study demonstrates that there is every reason not to limit segmentation design to a single type of variable but to integrate multidimensional criteria such as those presented in the framework of this research. A segmentation approach based solely on a single criterion may have comparatively limited utility to the firm. The effective use of hybrid base segmentation in conjunction with an appropriate corollary product and brand positioning would have more positive economic implications for the firm. There are three economic implications of effective hybrid market segmentation as applied to SMEs. First, effective segmentation can lead cost efficiencies resulting from reduced duplication of effort in multiple markets where
34

RU. Int. J. vol.1(1), 2007

similar segmentation members are represented. Second, segmentation can create opportunities for transferring products, brands and ideas across subsidiaries in different locations or regions. Finally, enhancing our understanding of market segmentation strategies will pave the way for more effective brand management decisions that may result in better market performance. Conclusion & Significance of study Since there is a little information on brand orientation and brand positioning in SMEs, this study makes a significant contribution to the study of branding in the small business and entrepreneurial sectors. All prior studies about brand orientation have been conducted in Western countries. This study is the first that combined the study of brand orientation and brand positioning among SMEs in Thailand. On a practical level, this study is expected to increase SME awareness of salient brand activities such as understanding the brand, managing the brand, influencing others to adopt brand approach, communicating the brand, the strategic use of brand, brand communication tools, and the usage of brand strategy to fulfill business objectives. Furthermore, by introducing the principle of segmentation-based strategic positioning, this study will help SMEs choose the right strategy and the right market to establish brands more efficiently, not only domestically but also globally.

References Bridson, K. & Evans, J. (2004). The secret to a fashion advantage is brand orientation. International Journal of Retail & Distribution Management, 32(8-9), 403-414. Daniels, J. D. (1987). Bridging national and global marketing strategies through regional operations. International Marketing Review, 2(3), 29-44. Hankinson, P. (2001). Brand orientation in the charity sector: A framework for discussion and research. International Journal of Nonprofit and Voluntary Sector Marketing, 6(3), 231-242. Hassan, S. S. & Craft, S. H. (2005). Linking global market segmentation decisions with strategic positioning options. The Journal of Consumer Marketing, 22 (2-3), 81-90. Hassan, S. S., Craft, S. H. & Krtam, W. (2003). Understanding the new bases for global market segmentation. Journal of Consumer Marketing, 20(5), 446-60.
35

RU. Int. J. vol.1(1), 2007

Hassan, S. S. & Katsanis, L. R. (1991). Identification of global consumer segments: a behavioral framework, Journal of International Consumer Marketing, 3(2), 11-28. Helsen, K., Jedidi, K. & Desarbo, W. S. (1993). A new approach to country segmentation utilizing multinational diffusion patterns. Journal of Marketing, 57, 60-71. Hui, M., & Zhou, L. (2003).Country-of-manufacture effects for known brands. European Journal of Marketing, 37(1), 133-156. Huszagh, S.M., Fox, R.J. & Day, E. (1986). Global marketing: an empirical investigation. Columbia Journal of World Business, 20(4), 31-43. Kale, S.H. & Sudharshan, D. (1987). A strategic approach to international segmentation. International Marketing Review, 4, 60-70. Kotler, P. (1986). Global standardization-courting danger. Journal of Consumer Marketing, 3(2), 13-15. Kotler, P. & Levy, S. (1969). Broadening the concept of marketing. Journal of Marketing, 33(1), 10-15. Kreutzer, R.T. (1988). Marketing mix standardization: an integrated approach in global marketing. European Journal of Marketing, 22(10), 19-30. Luqmani, M., Yavas, U. & Quraeshi, Z.A. (1994). A convenience-oriented approach to country segmentation. Journal of Consumer Marketing, 11(4), 29-40. Nachum, L. (1994). The choice of variables for segmentation of the international market. International Marketing Review, 11(3), 54-67. Pehrsson, A. (2004). Strategy competence: a study of successful business establishments. Strategic Change, 13(5), 271-282. Thakor, M. (1996). Brand origin: conceptualization and review. Journal of Consumer Marketing, 13(3), 27. Urde, M. (1994). Brand orientation-A strategy for survival. Journal of Consumer Marketing, 11(3), 18-32. Whitloc k, J.M. (1987). Global marketing and the case for international product standardization. European Journal of Marketing, 21(9), 32-44.

36