Posts filed under ‘Crisis Management’

Recovery at Sea – What Carnival Cruise Line’s Disaster has to teach businesses

Is there something positive that can come about from the recent ill-fated cruise of the Carnival Triumph?  I think so and I wrote about it in this week’s Hartford Business Journal(  (

Here’s what Carnival has to teach all of us:

Keep Your Stakeholders Informed Early and Often – Here, Carnival got 50 percent of the equation right.  They did, indeed mobilize all media, both traditional and contemporary, to tell their story.  But it kicked in later than a 140 character world would like.  By the time Carnival CEO President Gerry Hill made his first statement on February 12, the ship had been disabled for two days and its condition widely reported in the media. 

Once Carnival’s efforts did kick-in, though, they were timely and productive.  Carnival Cruises’ crisis team created a dedicated page on the Carnival website for news updates.  They also mobilized web-based media with consistent updates via Facebook and Twitter.  Throughout the crisis, Carnival’s social media team posted 20 updates to their Facebook page. (By the way, that page already had more than two million likes, illustrating the need for companies to have their social media programs firmly in place before a crisis.) 

 In addition, Carnival used two Twitter feeds (@CarnivalCruise and @CarnivalPR) to issue updates.  Those updates included “news you can use” as well as tweet that shined a positive light on what they were doing to keep people informed.  Here’s an example: “We’ve taken more than 7,000 calls from family & friends & have been in regular contact with our guests’ designated on-shore contacts.”   One caution here: early on in the crisis, Carnival’s Facebook updates were repetitive, covering the same details over and over.  Most likely, there wasn’t much to add to the story at that time, so I would have advised skipping those repetitive posts.  Since Facebook updates are right next to each other, repeating yourself looks like you’re more interested in just saying something than saying something that adds to the conversation.  That looks a bit disingenuous.  I’d rather see updates that are just that – new information. 

 Issue and support informative, apologetic and compassionate press releases – Your first message in any crisis needs to be a show of compassion and concern to for those affected.  Carnival’s first release did just that.  And it was bolstered by the fact that it appeared to come directly from their CEO, Gerry Cahill.  It reviewed the facts as they knew them, explained that their safety systems kicked in to contain the fire and made sure to say there were no immediate injuries.  Then, it explained what Carnival was doing to bring the ship into a port, outlined what compensation the passengers would be getting, and concluded with: “We’re terribly sorry for the inconvenience, discomfort, and frustration our guests are feeling. We know they expected a fantastic vacation, and clearly that is not what they received. Our shipboard and shore side teams are working around the clock to care for our guests and get them home safely.”  This statement, and all others throughout the crisis, was well supported with properly dated and time-stamped messages via Carnival’s social media.  This allowed anyone following the crisis to spot the latest information easily.

Make the most of your press releases – Carnival’s social media team kept journalists up-to-date with their social media, letting members of the media know when the releases were to be held and when they could be tweeted.  In addition, their social media posts had links to press releases on their site and their Facebook posts had embedded links to press releases.

Using Social Media to Listen and Respond – The cruise line’s social media team also carefully monitored online discussion, addressing questions that came up on line. Most importantly, they used Twitter to address and correct rumors.  Given the length of this crisis, the longer it went on, the more likely rumors were to grow and gather steam.  They did their best to stop them.

Mark the End of the Critical Phase of a Crisis with a Thank You – Carnival’s team made its most important contribution to the future of the cruise line when the ship made landfall.  Upon landing, they posted “All Carnival Triumph guests should be back home with friends and family by now…Crew will be making their way to other ships or back to their homes over the next few days.  Thank you to our incredible guests, tireless team members and everyone who provided assistance this past week.  Best wishes to all as their journey comes to a close.”  These were immediately followed up with five more tweets that reviewed Carnival’s dedication to “great vacations”; apologies to guests, family and friends and more thanks to those who helped end the situation, such as the Coast Guard.  This followed an in-person dockside apology by Carnival CEO President Gerry Hill when the ship landed in Mobile.  His heartfelt expression of concern and gratitude appeared genuine.  Unfortunately, his attempt to “personally” deliver his message to each of the passengers onboard fell flat.  It was carried over the public address system while the passengers were clamoring to get off the ship.  Many didn’t even hear it or care to at that point.

Make it right with action that lets people know you “get it” – Although no one can undo the mental and physical impact of such an ordeal, Carnival’s gone a long way to make things right.  Passengers will receive a full refund, credit for a future cruise, a flight home, and reimbursement for most onboard purchases plus $500.  Much controversy is swirling around whether Carnival’s done enough, but the extent of their settlement offer tells me they are trying to do the right thing.  Unfortunately, it won’t be enough for some.  The lawsuits kicked in less than 48 hours after the ship landed and the online ads from law firms trolling for “wronged” passengers are proliferating.

Recovery from any crisis is a slow and difficult process of rebuilding trust with words and deeds.  Those of us who handle crisis communications also know that recovery from multiple, related crises can be particularly difficult.  That’s the case for Carnival.  Their recent disasters have included a similar fire aboard the Carnival Splendor in 2010 and the Costa Concordia crash in 2012.  These will make recovery especially tough.  My observation is that they have the team and tools in place to do just that.  And the message to all of us in business is that recovery is possible with compassion, concern and a wiliness to make the most of the people and technology at our disposal.


March 5, 2013 at 2:16 pm Leave a comment

Can Penn State Put the Happy Back in Happy Valley?

 Today’s sentencing of former assistant Penn State football coach Jerry Sandusky puts something of a cap on the crisis that has defined the university since the story broke in November, 2011.  The question is can this venerable institution rebuild its brand?  Yes, but with care. 

 Before moving on, Penn State officials need to answer five questions to the public’s satisfaction:

  1. Is it true?
  2. Who’s responsible?
  3. Was it intentional?
  4. Could it happen again?
  5. What does it say about the brand?

 The way Penn State honestly tackles these questions (and I do mean honestly) will determine whether the public sees their next steps as more of the same or a true attempt to rebuild trust.

 If and when they lay that foundation, here are 10 steps I’d like to see them take to regaining their reputation:

  •  Acknowledge mistakes – What disturbs people most about this scandal is how mightily Penn State has fought the idea that their culture encouraged the idea that the university could do no wrong.  Clearly, looking the other way on a scandal of this magnitude illustrates a flawed mind-set.
  • Implement deliberate and honest recovery actions – It’s time to reconstruct that mind-set and honestly change the system.
  • Build coalitions and support structures – Penn State has already started reaching out to alumni to cultivate them as their community ambassador.  They are also in the process of actively mobilizing others who are loyal to the institution like students, parents and faculty.  Good for them.
  • Commit to meaningful change – This mean honestly looking at how things are done, what’s acceptable behavior and building a fail-safe system that allows people to anonymously report their concerns.  It will help the university truly prevent something of this magnitude from happening again.
  • Demonstrate behaviors you are advocating – This means integrating an attitude of compassion, composure, humility and sincerity in all your rebuilding efforts.
  • Monitor progress – With today’s technology, monitoring the conversation can and should be a critical step in gauging the reaction to your efforts and adjusting them accordingly.
  • Keep in touch – Let everyone who cares about you know how you are planning to rebuild.  Share your strategy through social media, traditional media, your website, You Tube, and those good old standbys like letters, personal phone calls and emails.  It’s not enough to launch a recovery campaign; you need to bring them all on-board.
  • Solicit ideas for recovery – Those who have been hurt by this blow to the Penn State brand, deserve the dignity of helping you recover.  Set up formal ways of soliciting and using their ideas.
  • Survey stakeholders – You’re going to want to know what’s working and what’s not.  Make sure you ask the people who care, over and over.
  • 10. Don’t celebrate moving on too soon – Make sure you respect all the victims of this tragedy by avoiding the impression that you’ve put the whole thing behind you and are ready to forget.  This dishonors them and makes your recovery efforts seem superficial and disingenuous.

Penn State has a long road ahead of them, but I believe they can and will recover.  They’ll need to be honest, demonstrate that they learned from the scandal and have the ability to move on in an ethical manner.  It won’t be happy in Happy Valley for a long while, but with a concerted effort, Penn State will become a better and more compassionate institution. Today was just the first step.

October 9, 2012 at 3:56 pm Leave a comment

Komen Crisis Management Attempt Works Against Them – Big Time

The Susan G. Komen self-defense is making matter worse for them.  Their YouTube explanation is a good example of how NOT to handle a crisis.

The video is long, self-justifying and takes up 2/3 of it with worthless explanations that dodge the issue.  If you’re going to use YouTube, get to the heart of the matter quickly.  This strategy strikes me as a giant stall and sleight-of-hand to distract us for the real issue.  The lesson for every #crisismanger is this: meet your critics head-on.  Stalling with good words, mission statements and policy explanations makes us wonder what you’re NOT saying.

As a long-time fan of both #SusanGKomen and #Planned Parenthood, I have to say the #Komen folks are coming off here as the villains and Planned Parenthood’s looking like the victim.  Not a good interplay for #Komen.  We know who we root for and it’s not the villains!

UPDATE FEB. 3: Looks like someone at #Komen wasn’t tone deaf.  Decision was reversed today:  It’s a start now GO OUT THERE AND START REBUILDIING YOUR REPUTATION, KOMEN.  You’ve got a way to go!

February 2, 2012 at 5:42 pm Leave a comment

Making The Most of a #McStake

As a vegetarian, I never thought I’d be saying this, but here goes….. Good job McDonald’s.

When their Twitter campaign using #McDStories went terribly wrong, they admitted it and took it down.  They introduced the hashtag Thursday with they tweeted “When u make something with pride, people can taste it.”  People jumped on the hashtag, using it to kvetch about all things McDonalds ranging from food poisoning to chipped molars from the burgers.

They moved quickly to take down the campaign.  Here’s part of the smart, self-effacing email from McDonald’s social media director Rick Wion that explained it:


Last Thursday, we planned to use two different hashtags during a promoted trend – #meetthefarmers and #mcdstories.


While #meetthefarmers was used for the majority of the day and successful in raising awareness of the Supplier Stories campaign, #mcdstories did not go as planned. We quickly pulled #mcdstories and it was promoted for less than two hours.


Within an hour of pulling #McDStories the number of conversations about it fell off from a peak of 1600 to a few dozen. It is also important to keep those numbers in perspective. There were 72,788 mentions of McDonald’s overall that day so the traction of #McDStories was a tiny percentage (2%) of that.


With all social media campaigns, we include contingency plans should the conversation not go as planned. The ability to change midstream helped this small blip from becoming something larger.

Bravo, McD’s!  You admitted a mistake and didn’t let the need to be right keep you from admitting a screw up.  Here’s the lesson to all corporations where arrogance gets in the way of such actions: you can admit a mistake and people will forgive and forget.  Or you can think of yourselves as infallible and NO ONE will forgive OR forget.

January 26, 2012 at 4:03 pm Leave a comment

“No Comment” is No Good

By Andrea Obston, President, Andrea Obston Marketing Communications LLC.

A whole blog post on “no comment”?  What is there to say?  Nothing.  Just say no to “no comment.”    

This seemingly innocuous phrase provides false comfort.  It can give the speaker the illusion of thinking “Well, that’s done with.  We said nothing.  The press has nothing, so the story’s dead.  They’ll leave us alone.”  Unfortunately that’s simply not true. Companies that think that a “no comment” will lead the reporter to drop the story haven’t dealt with many reporters.  A “no comment” from a company often entices reporters to dig deeper.  And those reporters will go elsewhere for sources, allowing company outsiders like competitors and disgruntled ex-employees to shape the coverage.  In short, companies that choose the “no comment” route in the face of a crisis give control of their reputation to others.

In addition, the phrase “no comment” sounds a lot likes “I’m guilty” to both reporters and the general public.  It says “I know I did something wrong, but you’re not going to get me to say what it is.”  Research shows that 58% of Americans equate “no comment” with “I’m guilty”.

Here’s an example:  In her book The PR Crisis Bible, Robin Cohn tells the story of an executive who ran into a well-known business reporter in the halls of his company.  “Excuse me,” the reporter said to the executive, “I just have one question.”  The CEO responded with a gruff “No comment” and literally fled the scene.  It turns out the reporter had an interview with someone in the company and needed directions to his office.  But the CEO’s “No comment” was so intriguing that the reporter went back to his office and started trolling the Internet looking for problems at the company.  He found them and eventually the story he did lead to a loss of confidence by investors and a drastic drop in the company’s stock.

The point is, that saying “No comment” does not make the matter go away.  It gives it sizzle in a reporter’s mind, making them wonder just what you’re trying to hide.  Let me give you a local example:  We worked with a property management company that was having troubles with a union.  Despite the fact that the NLRB cleared them of any violations, the union persisted in staging very public and theatrical demonstrations outside one of their buildings. One morning, my client received word that another demonstration was planned for the next day.  That afternoon, I received a message from the real estate reporter for the local paper.  The client’s attorney refused to let me call the reporter back to find out why she called, directing me instead to send a fax that said, “Management will have no comment about any labor actions.”  Within minutes, the reporter was on the phone to me.  “I didn’t know they had labor problems,” she said.  “I was calling you to set up an interview about the new owners of the building.  What’s really going on?”

Make no mistake: I am not advocating sacrificing a quick public response for an accurate one.  I’ve worked with enough attorneys to know that a premature statement by a company can have disastrous effects on both litigation and the company’s reputations.  But so can giving control of the story to someone else.  I’m reminded the case of a natural gas company in Pennsylvania whose delayed reactions to a leak resulted in the death of two people.  In the crisis management team meeting early that morning the CEO, public relations officer and in-house counsel, decided that the company would publicly accept responsibility for the tragedy, outline how and why it happened and explain how they had modified their procedures to prevent a repeat.  “We knew we’d have to accept responsibility for the accident,” the PR counselor told me.  “It was the in-house counselor who approved the strategy, feeling it would mitigate punitive damages because, as he put it, ‘Juries read newspapers, too.’”  It would have been easy for the company to issue a “no comment” after such a horrendous incident, but by going into a pro-active mode, they were able to take control of the story quickly.  Incidentally, 18 months after the incident they were honored by the city as one of its most credible corporate citizens.

I’m not advocating such a dramatic response to every crisis.  This strategy would be too extreme for many clients.  But, what I am saying is that there are ways to respond to a crisis, even early on, with phrases that do not shut off further communications with reporters and make them wonder what the company’s hiding.   Consider these alternatives to “no comment:”

  • “We do not have enough information to make a statement right now.”
  • “We cannot tell you anything new at this time.”
  • “We will be coming out with information about that on…”
  • “We are looking into that situation…”
  • “It would not be appropriate to say anything at this time.”

What’s the difference?  These phrases avoid delivering information that is premature while keeping the channels of communication open for a more appropriate time.  When the company understands the situation and has developed its strategy for managing the situation, attorneys and public relations professions can develop strategies together to present the situation in the court of public opinion.

Remember, the public judges the worthiness of a company by its behavior under pressure.  “No comment” is the quickest way to undermine that public trust, both today and tomorrow.   We can do better for our clients.

Comments, Questions, Answers, Suggestions?



April 18, 2011 at 2:37 pm Leave a comment

Don’t Forget the Stakeholders

By Andrea Obston, President, Andrea Obston Marketing Communications, LLC

One of the biggest mistakes people make when dealing with a crisis is to focus all of their attention on the media. I know this may sound a little odd coming from a PR professional (like the doctor who decries the use of medicine) but it’s true. Sure, communicating early and often to reporters and bloggers is critical.  They are important sources of information.  But it‘s a mistake to think they are the only group that requires attention during a crisis.

In the book Dealing with an Angry Public, the authors write about the need to reach out to everyone affected by a crisis and to really listen to what they want.  It’s easy to assume, for example, that someone damaged by a malfunctioning product is only interested in getting as much money as possible out of the product’s manufacturer.  The first person to sue Ford over its ill-fated Explorers (more than 100 people died in accidents in these SUVs) didn’t want money.  What she wanted was an apology.  That’s all she wanted, but Ford never took the time to find this out and immediately went into bunker mentality and hunkered down for a financial battle with her.  How much easier it would have been if they’d just taken the time to listen.

The next time you’re working with a client in response to a crisis, encourage them to think about the variety of people it effects before reacting.  Suggest they withhold any actions until they make a list of all the people who have a stake in the outcome of the crisis.  Then, and only then, can you work with them to formulate a strategy that will allow them to return to business relatively whole.

Here is a partial list of the “publics” that are often impacted in crisis communications:

•      Those affected by the events – While this is obvious, I’m often surprised that the “recipients” of a disaster are the last people considered in a crisis situation.  Caring for them first and really listening to their concerns can head off problems later.

•      Board members – Members of a clients’ board deserve a heads-up on any crisis.  For obvious reasons, you don’t want them to learn about a crisis from the local media.  They are often a client’s most visible “community ambassadors”.  They deserve early warning and the courtesy of a few talking points for dealing with any questions they receive.  They should also be instructed on the client’s procedures for handling the press, should they get the call from an enterprising reporter or blogger.

•      Stockholders – No mystery here. Sarbanes-Oxley covers this one, but that’s the least the client should be doing for this group.  Use the incident as an opportunity to reinforce a two-way flow of information.

•      Employees – Here’s another group of community ambassadors who have the potential to help a besieged client get their messages out their way (as well as the potential to do harm if not kept in the loop.) Your client should arm them with selected talking points, remind them to send all in-depth interviews to a designated in-house contact and establish on-going dialogue on the situation. Such actions may very well cut short rumors and cement their relationship with them.  Employees resent it when they are like mushrooms (that is, kept in the dark).

•      Bankers and Vendors – Negative developments make bankers and vendors nervous.  It’s better to honestly let them know what’s going on before they hear about it from rumors and your client’s competitors.

•      Community leaders and the general public – Encourage your clients not to rely solely on news accounts to tell their story to this group.  Letters, emails, opinion pieces and paid ads in the local press allow the client to tell their story fairly and accurately.  This is particularly important if a crisis could affect those living near a client’s facility, like a release of toxic waste, a fire or even a plant closing.  What happened?  How will it affect their lives?  What is your client doing to protect the local community or mitigate the effects?  What can they expect to happen next?  What methods has the client put in place to communicate further developments?

•      Regulatory agencies – As we discussed in the stockholders’ section, regulatory requirements should be thought of as the bare minimum when it comes to communicating with this group.  With an attorney as the advisor, such groups should be kept as up-to-date as possible.

This list is only the beginning.  Obviously, it does not include members of the media and the blogosphere.  Attorneys and PR people should develop a crisis plan before it’s needed that takes into account all appropriate “publics” depending upon the clients’ industry.  Research tells us that 40 percent of companies hit by disaster go out of business within five years

A comprehensive crisis plan that takes into account all of the publics affected can be an important tool to make sure your clients aren’t victims of this 40 percent “mortality” statistic.  Working together, we can help our clients retain their reputations and get back to business as soon as possible.

Comments, Questions, Answers, Suggestions?



March 28, 2011 at 3:01 pm Leave a comment

Introducing the AOMC Blog, The Reputation Manager: Rebuilding Trust After a Layoff

By Andrea Obston, President, Andrea Obston Marketing Communications, LLC

How does a company rebuild trust after a layoff? Is there a second act or is it best to push past the layoffs and hope no one notices?  Not in today’s environment.  Not if you expect to be in business tomorrow.

We know that companies that weather their layoffs most successfully are those that communicate the decision honestly to all the stakeholders it touches.  But most companies are so focused on the internal aspects of this difficult decision that they choose to ignore its external impact.  This puts their company’s future in jeopardy.

As a manager or business owner, you may be faced with the tough decision of whether or not to deal with your layoff publicly.  It will help if you remember this: the purpose of many layoffs is to preserve the business in tough economic times so it lives to fight another day in the future. In other words, the business (and you) will be experiencing the short-term pain of a layoff in exchange for the long-term health of the company.  It’s not fun and it’s not pretty, but it is often a solid business judgment made with an eye towards the future.  And in order to preserve the company and its reputation, you need to plan on managing the public face of that layoff as part of your downsizing plans.

Ignoring this point puts the future of your business at risk.  Businesses that close their eyes to the communications aspect of layoffs can expect to find themselves on the defense.  No one looks good in defensive mode, especially when they are dealing with angry customers, curious reporters and surprised local government officials.  The last guy who looked good playing defense was Troy Polamalu.

As crisis managers, we are called in to companies before a layoffs to help them with their communications before, during and afterwards. We help them put a public face of this very private decision.  We’ve learned two key truths in this work: 1) Companies either choose to take control of their reputations during difficult times or end up allowing others to do it for them and 2) People judge companies by the way they behave in tough times.

Companies either take control of these situations or the situations end up controlling them.  You take control through straight-forward communications.  That means communicating with your customers, prospects, employees, vendors and the rest of the world that the layoffs were a thoughtful business decision on the part of strong company with a good future.  In plain language (and before people have a chance to make up their own stories) you need to deliver these messages:

  • We have had a staff reduction of X number of people;
  • We value all employees who work for this company and did not make  this decision lightly;
  • This was a difficult choice that we made to ensure the long-term health of this company;
  • The layoffs were necessary because of the impact of prevailing economic conditions.  These have hit our customers and therefore our bottom line.  By the way, it is not necessary to be as excessively dramatic as one organization that ascribed the need for layoffs to “the global financial crisis”.
  • This company is strong and has a long history of weathering economic changes.  It will continue to provide the superior customer service and products that have characterized it for the last XX years.

It is also critical that your company prepare for any outside interest in the layoff as a symbol of a trend in your industry or region.  While these stories have been done over and over, there is a good chance that an eager (or bored) reporter or blogger may seize on this if they are looking for an angle to make the story of your layoff more “interesting.”

Here are some basic steps that will help you prepare for the public face of your layoff decision:

1) Make a list of all groups impacted above and beyond the employees laid off.  Look at both internal and external audiences. Internally, these may include some or all of these groups: remaining employees, managers, members of the board, stockholders and investors and retirees.  Externally, think about customers, vendors, affiliated organizations, referral sources, industry trade groups, government officials, (locally and statewide) and members of the community.

2) Understand the concerns of each group and be prepared to address them.  Often, these concerns will vary.  Employees will be most worried about losing their jobs.  For example they may be afraid that this is the first several layoffs.  For investors, they need to know the bottom-line impact of this move, especially if it sets the stage for long-term profitability.  Local government officials, on the other hand, will want to know about timing of the downsizing and what you’re doing to help laid off workers find other jobs.

3) Communicate with each of these audiences in the most direct way possible.  That may be letters, phone calls, pro-active press releases (if you want announce the layoff yourself), reactive press statements (if you prefer to have something on-hand in response to a reporter’s call), posts on your site, and/or updates on any social media your company uses for self-promotion.  Remember, you’ll be depending upon these outlets to carry the good news about your company as part of your recovery.  That means treating them with dignity during the tough times to gain their trust for the future.

4) Remember that timing is everything.  When we pre-plan for layoffs with our clients, the most difficult part is the timing issue.  It all boils down to this: the more personally affected someone is by the layoff, the earlier they need to be told directly.  Not by reading it in the newspaper; not by coming upon it on someone else’s Facebook page and not by catching wind of it through the grapevine.  By you.

5) Fight information leak as aggressively as you can.   In today’s “porous” business environment, once you tell one person, you can expect the story to be public.  Employees tweet.  Members of the board have neighbors in the media.  Vendors share information with your competitors and retirees stay in touch with each other.  The best way to “manage” this process (and you’ll note that I purposely put that word in quotes) is to have a written internal policy about how information is to be shared outside company walls.  That policy should designate one person as the only liaison with the press.  It should also include explicit instructions to all employees about how they handle any press calls.  That should include a strong statement that they not speak with any member of the traditional or “new” press (i.e. bloggers) and a phrase that allows them to tactfully send the caller to the official press contact.  We prefer something like: “We have someone who’s handling calls from the media.  Give me your contact information and I’ll make sure gets into contact with you.”   That sounds a lot less suspicious than, “They told me I’m not allowed to talk to you.”

Your policy statement should also cover what people write about the company when they participate in social media such as Linked In, Facebook and Twitter.  While the jury’s still out on how much control you can exert over people’s off-work communications, you can and should explain why refraining from social networking about the company’s internal affairs benefits everyone associated with it, especially in stressful times.

6) Look for ways to deliver good news after a respectful time.  It’s not enough to say your company is strong and expects to weather hard times, you’ve got to prove it.  As part of your communications planning, look for ways to demonstrate that your company is back to business as usual.  Search out customer hero-tales.  Congratulate employees who picked up the slack.  Celebrate small victories internally and announce them publicly.  Touch base with customers to make sure transitions to new customer contacts are going smoothly. Be willing to learn from any complaints you hear.

Your company has probably worked long and hard to establish relationships of trust with your customers, employees and local reporters.  Those relationships are the assets upon which you can rebuild your company’s   future.  If they are cultivated and nurtured, they’ll you get through and past these difficult time and lay the foundation for your future success.

Comments, Questions, Answers, Suggestions?



February 14, 2011 at 8:41 pm Leave a comment

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Andrea Obston, President

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