How to Become a Successful Distributor in the FMCG Sector

The Fast Moving Consumer Goods or the FMCG sector is a place where goods are sold at a relatively low price and includes products which sell out much quicker than other products. They mostly keep perishable items as opposed to durable items. For example, packaged foods, beverages, toiletries, over-the-counter drugs etc.; whereas durable items include kitchen appliances, textiles, items which can be used for many years. FMCG goods mainly compose of items which have low shelf life. Because it includes items which are required by masses in their daily lifestyle and because this sector has a huge demand, it is essential that this sector divides it work amongst various other short segments. The major segments in the FMCG sector are Manufacturer – Packaging – Sales and Distributorship – Retailer/Wholesaler.A distributor is someone who will ensure that all your products reach the right people. Whether it is business to business or business to personal. In any emerging market, as demand for a product increases, so does the need for distributors. From everyday use items like cooking oil, packaged foods like biscuits, snacks and everything else with an expiry date, every new trend which comes up as a team of dedicated distributors hard at work to find quality manufacturers and help them bring their product to retail.Steps to follow to become a Distributor:

Decide what type of distribution business you will run: Distributors can be split into two categories based on who they serve. The first category is, retail distributors buy from wholesalers or manufacturers and sell products directly to consumers. The second Category is, wholesale merchant distributors buy from manufacturers and resell the products to retailers or other distributors. You need to decide which type suits you best and work upon that.

Decide what you would like to distribute: You could focus on a specific product or offer a variety of items. You could base your decisions on a product about which you may feel passionately or any product which you think is not available much in the market. While many large companies are served by equally large distributors, these distributors are unwilling or unable to serve smaller, more specialized business.

Estimate your start-up costs: In addition to a business plan, you will also need some idea of how much money it will take to get your business up and running. As a distributor, your major area of expense will be your inventory. This means that your start-up costs will go parallel as to what product or products you choose to sell. If you are selling a single product then the pricing will depend on how many retailers you are targeting.

Figure out how to sell your products: This will depend largely on who your customers are and what type of products you’re selling. In any case, you have to chalk down specific goals on what methods you can adapt to sell your goods. One of the best ways to do so is to connect more and more with the manufacturers as well as the Retailer/Wholesalers. The more connections you build, the better opportunities you get. This can mean anything from advertising to personal meetings with store owners to search-engine optimization (SEO).

Form your company legally: You’ll have to legally create the company before you can do business. Check with your state regulations and see if you need to create an operating agreement or another type of founding document. Gather any business partners you have for this venture and have them sign any legal documents you fill out

Make your business licensed and registered: You will have to register your business with the correct places or business association as and when required. Your company should be listed in the legal list of companies. Other legal steps may be required to get your business started.

Contact manufacturers or wholesalers of your products: You will need to find sources from which you will buy your product. To locate manufacturers and wholesalers, you will need to build Relationships and connections which will help you to define your work. Networking is the foundation of the distribution industry. You must gain a deep understanding of your target market and clients to develop stronger partnerships. Keep communication open and available.

Purchase inventory: Once you’ve found a source for product, it’s time to place your first order. You’ll need to purchase however much inventory you need. Keeping in mind the budgetary and space constraints you will also need to buy products pertaining to the limit of your users. This is especially true of products with a short shelf-life or FMCG goods. Also, consider the logistics you will require to distribute your goods.

Find a location for your business: The size of the space you need to hold your inventory will be determined by the size of your product and your delivery method. You should consider starting off small as your business builds a reputation. As your business grows, you can move into larger facilities that can accommodate your inventory needs.

Create a website for your business: Creating a customer friendly website is essential in today’s business model. The website should describe prices and product offerings. This is especially important if you sell directly to consumers. You can also invest in search engine optimization (SEO) that directs potential customers directly to your website by placing it higher in search engine results.

Market your product to potential customers. Send out your catalogue to potential customers in your area. The tools of marketing that you can find in today’s digitally marketed world are immense and of huge influence.

The distributorship business is very lucrative. To become a distributor in the FMCG sector, you must have an eye for spotting trends in their industry, as well as with building relationships with manufacturers and retailers. If you’re interested in becoming a distributor for the FMCG sector, you need to follow the FMCG model.

How a Social Impact Calculator on Aging Can Help Your Community

Many of our communities have been involved with Community Needs Assessments, Community Health Needs Assessments, Community Economic Development Plans, and ongoing planning for the built environment. All of these planning lenses are helpful ways to look at communities, and build for the future. One of the most important lenses to use for community planning for the next 10 to 20 years is the projected impact of aging on our communities, counties and states. What will is mean for a state to move from being 39th in proportion of older adults in 2010, to being 4th by 2030? What does it mean for a county to have a population shift that includes an increase of older adults by over 100% in the next 10 years, along with a projected reduction of people under 40 years old?

Understanding the Demographic Trend

The demographic trend has been called by many names, such as the “Age Wave,” or “Silver Tsunami,” with arguments in meetings and on blogs about whether those terms are helpful or pejorative, descriptive or ageist. In addition, some people find the terms “elderly” difficult, while others find “seniors” to be patronizing. Once people have dealt with parsing the grammatical minefield, then the most important issues are to understand both the demographic trend and other substantive factors.

Although a few in the field indicate that the aging of the population is rather slow and easily absorbed, the vast majority of experts agree that this is a significant, fast-moving trend that will not be easily absorbed. Research I’ve conducted has covered everything from future health professional shortages and health system gaps to the built environment, funding and policy trends. The potential impact of the aging of our population on communities and states is significant. It will require proactive, sustained responses at community, state and national levels.

Some communities and states are better positioned to respond to this trend than others.

Impact Also Depends on a Few Other Key Factors

The ability of groups to effectively respond depends upon a number of other key factors. Although the demographic trend is the primary issue, other important factors impacting our ability to respond include the following:

  • Overall community health;
  • Poverty levels, average and median incomes (especially for middle aged and elderly);
  • Local municipal budgets, economic ratings, and taxing capacity;
  • Legislation, policies, and funding related to both aging and community development;
  • Regional infrastructure and built environment.

The impact of the demographic trend is also shaped by the state of community and regional planning already in place to deal with the impact of aging upon our communities. Leadership and citizen engagement are also important factors that could help drive and mobilize initiatives. Leaders can and should respond. The issues are complex, but not overwhelming. However, they need to be addressed proactively.

How a Social Calculator can Predict the Potential Impact of Aging for Communities and States

Many of these factors have been analyzed by our team through a number of aging related research and planning projects over the past few years. We are now completing an Aging Social Impact Calculator that can provide an initial scan of the local environment, and the state environment. It looks at key factors that shape a county’s or state’s social, economic, and community health.

Research projects that I’ve recently completed demonstrate that the Social Determinants of Health, health rankings, economic benchmarks and policy issues either help communities and states to move forward, or serve as additional challenges.

Social Determinants. The Social Determinants shape us as individuals, families and communities. They include things such as family income, jobs, poverty and financial assets. Income, assets, poverty, and unemployment have been demonstrated to be some of the most important shapers of family and community health, health disparities, and health equity. Race and ethnicity have been seen as extremely important by the World Health Organization, U.S. federal government bureaus, and the health research and funding community. Individual, family and community educational levels are also significant. Taken together, or aggregated, one finds community snapshots that reflect the local economy, jobs and poverty; racial and ethnic mix; and educational levels. They help to predict how our lives will be shaped in the future.

Community and State Health Rankings. Communities and states are rated on their overall health by many research groups. One of the key national ratings used is the Robert Wood Johnson Foundation’s (RWJ) annual County Health Rankings and Roadmaps. They provide excellent state and county ratings based upon an analysis using more than a few dozen separate indicators. That ranking provides extremely important information to help determine whether an area faces significant health disparities and inequities. Rankings can tell planners whether community health challenges will pose additional difficulties that negatively impact the community’s ability to respond to the aging trend; or whether the positive community health will facilitate communities to implement strategies to respond. These health rankings can help inform plans that more effectively address key issues.

Economic Benchmarks. Communities are very much shaped by large and small economic trends. Short and long-term economic ratings provide a picture of community economic health. Counties and states with strong economic ratings have more ability to respond to these challenges than do those with a weak economic picture. Communities that face a loss of jobs and capital, and a diminishing tax base, are not as well positioned to respond to the Age Wave as communities that have a different economic picture.

Other factors that can also help predict the impact of the demographic trend include whether or not a region has a net population loss. Areas that are losing population also begin to lose jobs and infrastructure over time, unless this can be proactively addressed.

Laws, policies, legislative initiatives and funding priorities and strategies can also shape how well a local community or state is able to respond to this trend. Policies and funding that support economic development, the built environment, and services for older adults provide an environment that facilitates a community or county’s proactive response to this demographic trend.

The Power of Collective Impact

The combined, or collective impact of (1) demographic trends, (2) Social Determinants, (3) health rankings, (4) local and state economies, and (5) policies together shape a region’s sustainability. They also can serve as general predictors of how hard hit a community may be by the aging of the population. Taken together, these factors provide a picture of what may happen for communities, counties and states. They help us understand current and projected collective impact.

Aging Social Impact Calculator

The Aging Social Impact Calculator looks at states and counties, and provides an initial prediction about the level of impact you may expect from the aging of the population in your region. Some of the most important benchmarks that make up the predictive picture include:

  • Demographic Factors
  • Social Determinants of Health
  • County Health Ranking (Health Outcomes and Health Risk Behaviors)
  • County Economic Picture
  • Policy and Funding Framework

Working with a Predictor

Any social impact calculator has predictive capabilities. Many economic calculators have been used successfully by the World Bank, the Low Income Investment Fund, and others. The Robert Wood Johnson’s County Health Rankings and Roadmaps and state level health department profiles (like the New Mexico Community Snapshots) provide pictures of community health that capture both the present and the near future. The Aging Social Impact Calculator offers snapshots of projected impact on a community, and the community’s strengths and weaknesses in that will affect its ability to respond. It provides a helpful picture of local and state capacity, which can help leaders to choose priorities that fit their capacity to respond.

Predictors offer a holistic general picture that can serve as an important starting point for communities and states to respond to the needs of older adults. They serve as broad frameworks or roadmaps. Once a predictor profile is developed, then community leaders can look deeper into the community to:

  • Understand and address key issues;
  • Choose priorities, and create the size and scope of a response that fit community capacity;
  • Build upon community strengths and assets;
  • Reduce risks;
  • Create plans that bring stakeholders together and leverage resources.

Every state and community has its own unique assets that can be utilized to respond to this issue, which are complex, and difficult to measure with a social impact calculator. These include the rich family and social networks, community leaders, volunteers, faith communities and civic organizations that represent significant community assets.

1. The term “Age Wave” was coined by Ken Dychtwald decades ago to capture the coming demographic trend that was then on the horizon, and is now a reality.

2. Social Determinants of Health were developed by the World Health Organization, and utilized by major institutions (U.S. Department of Health and Human Services, Kaiser Foundation) and key research organizations throughout the U.S. to deal with community health in a holistic way.

Communications for Change

An article in the December issue of PM Network by Sarah Fister Gale deals with the public relations issues that companies engaged in the extraction of oil and natural gas reserves by the process of fracturing, or “fracking” as it’s called by the industry. The issue is basically one of distrust: people concerned about the affect of toxic chemicals on their drinking water distrust the extraction companies. They suspect that the chemicals they use are poisoning their water. In some cases they may be right but in the majority of cases, their suspicions are unfounded. Unfounded or not, these suspicions have a negative impact on the drilling projects. The same suspicions caused by a lack of facts can impact on IT projects, especially those introducing a new process or replacing existing systems. Before I examine the affects of communication on those projects, let me bring you up to speed on the issue Sarah Fister Gale wrote about.

Fracking requires the extraction company to dig a deep well through intervening layers of shale or other hard deposits and flush the gas or oil to the surface by pumping pressurized water, sand, and chemicals into the well. The pressure created opens up fissures and flushes the gas or oil to the surface. If fracking only relied on water and sand to achieve results, there would be no issue; it is the toxins that are sometimes used in conjunction with these natural agents that are the issue. Because the process requires the flushing action to be carried out at a level that is usually lower than the water table there is a risk that any toxic chemicals used could contaminate the drinking water. This fear is compounded by the exemption that American companies enjoy from the Safe Drinking Water Act. The amount of public resistance to fracking projects has led to the postponement or cancellation of some projects as politically savvy environmental protection groups exert pressure on politicians to intercede.

Companies who have enjoyed some success in countering these campaigns have done so by treating the communities whose water the project could affect as stakeholders and treating communications with the communities as a project deliverable. An example of one such communications campaign involved newspaper ads which included photos and descriptions of all the equipment and materials used in the project. This approach presupposes that the materials and equipment in use does not introduce harmful chemicals to the drinking water. Communication with these stakeholders from the initiation phase of the project is another key to success.

Fracking projects are not the only ones that can fall prey to the fear of the unknown. Many IT projects run the risk of meeting user resistance because the effect of a new system on their jobs is an “unknown”. Users fear that their jobs are going to be made more demanding or that they will lose functionality with the new system. They may also fear losing their jobs as a result of a new software system making their jobs obsolete. Project managers responsible for projects which implement new software systems should take a page from the fracking industry’s book. The tools used to communicate may differ but the same principals that make the fracking communication effective can make communications for the IT project effective.

The first rule of effective communications is to treat the user community as a project stakeholder that must be communicated with. The primary user community will be immediately obvious, these are the folks the system must be rolled out to and who must be trained in its use, but look beyond that initial community. Are there any folks downstream or upstream of this primary group whose work could be impacted by the new system. Even if the work products are substantially the same, could slight differences affect their work? Could differing delivery schedules affect them? The use of process flow charts can help you identify hidden stakeholders. Don’t stop at the edge of the chart; check out the groups at the other end of those “off the page” markers.

Make communications with these stakeholders a project deliverable. Large extraction companies frequently employ whole groups of people whose only job is communications. They are seasoned veterans of project communications and can manage all aspects of this work from identifying stakeholders, to defining the best strategies, to composing the right communications. Smaller, less sophisticated, IT projects must manage this activity on their own. Make sure your project has a communications management plan, identify all the stakeholders and then find out what information each stakeholder group would be best served by. Another trick we can learn from the extraction sector is to engage these folks as early as possible, don’t wait until the week before implementation.

The stakeholders you must communicate with may include workers whose jobs will be eliminated when you deliver your new system. You may be tempted to discount these people – after all, they won’t be around to trouble you after your new system is implemented. Often the best and brightest of these folks get re-assigned to other jobs that you may come in contact with so treating them with respect is in your best interests. Even those who will leave the company will have an impact on those left behind. If the perception is that these people are treated fairly, included being kept informed, the effect will be positive. If the perception is that they are deliberately being deprived of information, the effect will be negative.

Now for the $64,000 question: exactly what do I say to people whose jobs will disappear when the new system is introduced? Firstly, don’t try to hide or cover up the fact that jobs will be eliminated; your dishonesty will be discovered and from that point forward you will have lost everyone’s trust. Work with your HR organization to develop information to be communicated. These are the people who understand which policies affect that type of communication. They should also be experienced with putting these types of communications packages together. Secondly, get all the facts around job eliminations. Which jobs will be eliminated? Which jobs will be opening up because of the change? How do workers go about applying for other positions in the company? Your HR organization should be able to help with all these questions. Include what you know about the project. What were the reasons behind building the new system? How will the new system benefit its users? How will it benefit the company? There may be information that is sensitive and can’t be communicated until the public has been informed. This information is usually of the type that would tend to influence stock prices. When you are unable to share this information, inform your stakeholders of the reason you can’t share it with them. It is very likely that communications for a new system that is part of a major change in business will be managed at the corporate level. Your communications should form a part of that larger plan.

Be honest in your communications. Give people the facts they are interested in or that they need. We are often tempted to gloss over any negative impacts the new system may have on the user community. We don’t deliberately mislead people but we tell people things we think they want to hear. Don’t be afraid to mix the good news with the bad. Frequently new systems require users to endure short term pain to enjoy long term gain. Don’t shy away from communicating information about the short term pain. Your user community is smart enough to figure out the value proposition. Just remember that once the cat is out of the bag it is very hard to put it back in. Know who has overall responsibility for communication in your company and always seek for their blessing of the information you want to communicate and the timing of that communication.

Timing is everything with communication. Being communicative with your stakeholders at a time when they aren’t particularly concerned with your project is wasteful of your project’s communication resources. Communicating a welter of technical details about the new system a year before implementation won’t be seen as honesty, it will be seen as noise and ignored. Good communications should give your stakeholders the information they want when they want it. This criterion must be balanced with the information available and when it becomes available. Communicate a description of the new system in a few sentences, along with the business reasons for choosing it in your first communications. You can also communicate changes to existing processes and procedures in very broad terms. This information should answer the question: how will the new system affect my work, but only at a very high level. Communicate project progress and any “wins” the project experiences during your build phase. Communicate the specifics of how the new system will impact work to specific groups of workers as the project gets closer to delivering.

Training on new systems is critical to their delivery of the value envisioned in the business case. Training sessions can also present you with opportunities to communicate to the trainees. Include the reasons the new system is being introduced with training in how to use it. Use the information you have available to support your communication and start out as you mean to go on. Let the stakeholders know when you will be communicating with them and if possible what you’ll be communicating (your communication management plan). During the initiation phase of your project you’ll have very little information available, but you will have the Business Case and Project Charter to use. The benefits, both tangible and intangible, the new system will bring to the organization is a good start and you should have that information to hand. You may want to tailor that information to suit your audience. Filter the benefits to make them specific to the group of stakeholders you are communicating with.

Slipping delivery dates for the introduction of a new system that will cause stakeholders some discomfort can leave these people feeling like they are being drawn through a knothole backwards. Realize that there are many different reasons that a final delivery date could change that have nothing whatever to do with the project or your management of it. The people who are paying for your project have every right to change the final delivery date when they have good business reasons for doing so. I wonder how many dates were changed as a result of the fallout from 9/11. Don’t paint yourself into a corner with your communications. Let stakeholders know that the delivery date chosen for the project could change down the road if business needs dictate. If you have to communicate a change in date, be sure to communicate the reasons for the change. Don’t just say the new Acme time tracking system will not be delivered on April 1st as originally planned, but on July 1st, tell the stakeholders that priorities have shifted to take advantage of a business opportunity that will increase revenue by 15%. This shift means that project work is being delayed and this will move final delivery to July 1st.

Treating project communications as a key project deliverable probably won’t eliminate all the fear and loathing of the new system you are building, but it should succeed in eliminating it for those stakeholders capable of viewing the project objectively. At the very least it will trigger questions that will provide you with an opportunity to refine the information you give your stakeholders.

6 Steps to the Social Aspects of Sustainable Communities Planning

Successful sustainable communities planning can be divided into two categories: physical sustainability and social sustainability. Information on the former (physical sustainability) is readily available but what about the equally important social aspects of building an off the grid eco village? Once energy self-sustainability, food self-sustainability, and structure self-sustainability (home building) is covered, how do you assure that the people in your community will want to stay, and new people will want to join, both of which are foundations of sustainable community growth?

I have identified 6 key components to the social sustainability aspect of community building: decentralized government, individual freedom, recreation, entrepreneurial model for financial independence, group living activities, and an outreach program. It should be noted that A) these are all equally important and B) the importance of each of these increases the more community is emphasized in your eco village; meaning people living together and coexisting rather than just living in the same location and existing.

Decentralized Government:

The definitive work I have read on this point, and recommended for anyone starting a community, would be M. Scott Peck’s book, “The Different Drum: Community Making and Peace.” A summary of why decentralized government, and more specifically decision-making through consensus, is important is three-fold: it builds a community of leaders, it supports equality and fairness assuring everyone is part of major decision-making, and it requires communication and thoughtful interaction.

Each of these three points is important to the long-term social sustainability of a community because they all empower people and keep communication lines open. Lack of communication and people feeling ‘lost in the shuffle’ or insignificant to the creation are arguably the two largest undermining factors of community building, and not just sustainable communities but at work, home, and in people’s families. Nobody likes to feel like their views and needs are going unheard and nobody likes to feel like they aren’t important; the solution is governing by consensus and a decentralized power structure that I’ll cover more in detail in a future article.

Individual Freedom:

Individual Freedom is ESSENTIAL to the growth and sustainability of a community. This seems obvious but my personal opinion is that society as a whole is really missing the boat in this department and the number one reason for people to want to start a new life in an off the grid community, even more important than all the ethical reasons for sustainability, should be freedom.

Individual freedom means being able to dress, think, say, and do what you want as long as it doesn’t harm anyone else. If people want to cross-dress, meditate on their head, smoke pot, and worship the Chicken God they should be able to do so in the privacy of their own home without worrying about repercussions OR JUDGMENT. Start your community with this level of freedom in mind and a consensus governing structure will keep it that way and help expand the paradigm of everyone involved.

Recreation

Recreation is about making your community fun. Your community could be the most off the grid super self-sustainable living environment on the planet, but if it is a boring place to be who would want to live or visit it? The solution is building recreation into your daily living structure and involving the entire community. Things like live music, movie nights, mediation or yoga classes, community construction projects, food production, etc. can all function as recreational activities that help bring people together and keep them together.

True sustainable growth of your community comes from making it a place people want to be all the time. If everyone living in your community wants to get away to have fun then you have failed in your mission to create a truly sustainable environment and you should sit down with all of your members and discuss how to fix it. Success in this area will not only guarantee people will want to stay in your community but it will also keep friends, family and new members coming to you rather than you seeking them.

Entrepreneurial Model for Financial Independence

By “entrepreneurial model” and “independence” I do not mean a community model but an INDIVIDUAL MODEL. A self-sustainable community is by definition financially independent but an individual model for financial independence should also be available to those members that desire more than just ‘retiring’ to a community without the possibility of anything else.

The way we are doing this is by pooling the resources of our community and creating businesses (see also Outreach Program below). Any time a new person is considered for community membership we evaluate potential business opportunities they may bring and work with that person, if they are interested, to create residual income streams that benefit both the individual and the community.

By doing this we create more individual freedom and provide opportunity to build a business and still leave room for people that might want to try community living but aren’t sure they would want to stay long-term. This benefits both them because of the resources and capital we can provide, and us because businesses we help to build still pay a small percentage to the community that helped create them even if the business owner decides to move on.

Group Living Activities

Group living activities are things like group dining, child care, educational classes, laundry, etc.; anything that might be a part of traditional living that can be performed more efficiently by the cooperative effort of the community. These are separate from the recreation activities I mentioned above but they can overlap as there is no reason activities like dining can’t also be structured as recreational activities.

The real key is providing benefit exclusive to the community living experience and maintaining the community ‘energy.’ What this means is that people living in your community should easily be able to tout the extensive time and energy-saving benefits of community living; rather than complain about how exhausting it is dealing with so many people so close. Work together to see what can be streamlined for the benefit of everyone and keep discussion open about how to improve any systems in place. Most domestic duty activities can be performed more efficiently and more enjoyably for an entire community of 80-100 people by a rotating group of two or three individuals; this saves time, money, resources, and should garner the appreciation and support of everyone involved.

Combining group living activities also keeps the energy of the community communal; the goal is for your community to feel and operate like a close-knit family. Family energy, however, requires all of the previous four points. If you look at family models that do, versus don’t, work you will see that successful families maintain each of the listed social points: A) a balance of power where everyone is heard and respected B) freedom where everyone feels comfortable being who they are C) social activities that make the family a fun place to be and D) freedom to leave – nobody is trapped financially or otherwise.

Outreach Program

Unless your community goal is isolation, and in my opinion even if it is, an outreach program is essential to supporting the energy and growth of your community because it brings new people to your creation to see what it is. The more self-sustainable your community is, the less tangible reasons people will have to travel outside the community; this means you need to either bring the outside world to you or people will most likely leave the community just for something new.

The outreach program we are creating is through dedicating a little more than a third of the community to tourism, designing the recreational activities so they are part of the daily living plan but open to visitors of the community, and founding the individual entrepreneurial model on an internet web presence that introduces people to the community through the individual businesses. This is a three tiered approach but any one of these approaches can be used to support your community, the important part is that you have some sort of outreach program that not only help build your community but also helps to educate the world.

Conclusion:

Sustainable communities planning is becoming more popular every year. People want to start a new life but don’t know how or don’t have the resources. If you are someone like me working to change the current paradigm and set people free, be sure you consider the social aspects of community building. We already have a plethora of disconnected and uncooperative communities called the cities of America – they aren’t working. Let’s start creating something different and move ourselves closer to the sustainable planet we are capable of.

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hiusan.gq hhusjk.gq fwusxt.gq gpusni.gq sbusgg.gq fwusmm.gq hhusbz.gq hhusex.gq gpusel.gq cbussb.gq dmusgg.gq fwusqh.gq hhusmr.gq fwusvm.gq fduscp.gq fxusat.gq hhusev.gq hhuskt.gq fdusqw.gq fxusaj.gq fwussr.gq hhuszg.gq gousyx.gq fwusja.gq gpusev.gq fduskm.gq hhusgc.gq fwusxl.gq fxusbk.gq fduskg.gq gpusrd.gq gpuscj.gq hhusub.gq fxusai.gq hhusdb.gq elusab.gq suuslu.gq fwustq.gq fwusuj.gq fxusan.gq bcusnq.gq hhusse.gq bdussr.gq hhuswg.gq gpustp.gq bbuslz.gq hhussj.gq gpuslp.gq fduswe.gq gpushr.gq hhusin.gq fwusts.gq hhusci.gq wgusvv.gq zkuswt.gq fduslf.gq fdusjy.gq fdusfp.gq hhuswo.gq ftusms.gq gpusmr.gq fdusee.gq gpusrm.gq fdusii.gq hiusae.gq gpusui.gq gpusic.gq fdussk.gq hhussf.gq icusbe.gq ywusyd.gq gpusgt.gq hhusdh.gq fxusam.gq fdusew.gq fdusup.gq chuszh.gq fdusem.gq fdussn.gq csusup.gq hhuszt.gq bmuswn.gq hhusws.gq fxusas.gq hhussp.gq fwussn.gq hhusnr.gq gpuslt.gq hhussm.gq hhusic.gq rrusle.gq gpusks.gq fdusgy.gq gpustg.gq gpusup.gq mcusab.gq fduskj.gq gpusoy.gq gpusjx.gq fwusvw.gq fdusoc.gq fdusjw.gq fdusdv.gq gpuskh.gq fxusbl.gq gpusko.gq hhuspz.gq fdushz.gq fdusea.gq syusjy.gq esussi.gq hhusvf.gq gpussw.gq hhusck.gq fdusog.gq fdusdx.gq hhuspf.gq yiuske.gq mousnx.gq fwusio.gq fduswg.gq btusos.gq hhusmn.gq hhussn.gq hhuset.gq gpusmx.gq hhusgs.gq hhusty.gq hhusgj.gq kiusle.gq hhusbk.gq hhusrs.gq fxusba.gq vvusoo.gq hhusip.gq gpussp.gq fduseq.gq hhuscn.gq gpusts.gq hiusat.gq fduser.gq gpusfs.gq fwusim.gq hhusrh.gq hhuste.gq ycuswl.gq gpusrj.gq aeuspl.gq blusdm.gq hhusuh.gq buusdy.gq hhusof.gq hhusbo.gq gpusal.gq fdusth.gq hiusap.gq gpusus.gq hhusrt.gq fwushs.gq gruspx.gq fwusno.gq fwuspn.gq gousys.gq icusdn.gq hhussy.gq gouszz.gq hhusds.gq gruspn.gq hhusps.gq sdussd.gq nnusyy.gq fdushl.gq gpuseg.gq fdustv.gq fdusvd.gq fquszp.gq fduslr.gq gouszw.gq fdusrn.gq bnuscr.gq gpusol.gq fdushk.gq gpusba.gq fxusao.gq gpuscr.gq fdusmd.gq bluslr.gq fdusir.gq seusws.gq gyusyp.gq fdusoo.gq gpuseo.gq fdusxi.gq fdusfa.gq gpusoo.gq fdusgt.gq fduslh.gq fdusre.gq gpussi.gq hhusys.gq mousok.gq fdusct.gq seuspy.gq fdusdr.gq fdusjl.gq hhusuk.gq hiusaa.gq fwusis.gq fdusdi.gq blussy.gq hhusyl.gq avusbb.gq gpustr.gq fdustp.gq hhuswj.gq hiusas.gq gpusog.gq ghusgs.gq ohusay.gq ntuscs.gq hhusbt.gq gpustm.gq bbustv.gq hhusdi.gq hhusfa.gq neusra.gq gpuskm.gq hhuskb.gq jquswz.gq hhuser.gq gpusha.gq nfussc.gq fdusdc.gq souspl.gq fwuswg.gq hhusis.gq hhusgz.gq gpuses.gq gpusbs.gq gouszy.gq fwussh.gq hhusrz.gq vsusex.gq gouszt.gq fdusec.gq fdusfc.gq kouspn.gq cfusdc.gq hhusus.gq fdusgx.gq hhusvn.gq ddusog.gq fdusme.gq drustb.gq hhusot.gq bcusrs.gq gmusoz.gq fdussa.gq dguszp.gq mkusno.gq gnusqk.gq ceusfp.gq duusjr.gq heusxc.gq hgusvr.gq dwuslv.gq ixusez.gq dxusas.gq dwusli.gq enusrq.gq dwusmv.gq hqusbi.gq flusvd.gq flusxo.gq hqusbu.gq flusve.gq flusxu.gq hqusce.gq hqusej.gq flusku.gq flusla.gq heussv.gq hquscv.gq hqusde.gq hqusek.gq hqusel.gq hqusfa.gq hqusfi.gq flusuy.gq heustb.gq heustd.gq hqusdu.gq hqusey.gq flusuz.gq heustg.gq hqusdv.gq hqusei.gq hqusem.gq hqusfu.gq nvusym.gq hqusea.gq hquseb.gq hquseo.gq hqusep.gq hquser.gq hqusec.gq hquses.gq fuuszq.gq fuuszs.gq hqused.gq hquset.gq hqusfo.gq heustl.gq fuuszt.gq hquseg.gq hquseu.gq fluswv.gq hqusbe.gq hquseq.gq hqusex.gq flusvf.gq flusxa.gq uxusua.gq flusxi.gq heusxb.gq hmusna.gq hpusvk.gq housjk.gq hpusvp.gq hpusvw.gq hpusvx.gq housmq.gq housmv.gq hnusab.gq hnusae.gq hnuseb.gq hnuseo.gq hlusnu.gq housyk.gq hpuscv.gq hluswe.gq hpusez.gq hnusza.gq hmusau.gq houseq.gq hpusov.gq hpusow.gq hpusqv.gq hmusne.gq housjc.gq housjd.gq hpusvl.gq hpusvt.gq hpusvu.gq hpusyv.gq housmx.gq hnusef.gq hnuseq.gq hnusev.gq hlusnv.gq housyl.gq housyp.gq hlusri.gq hpusbu.gq hpusfo.gq hluszu.gq hnusze.gq hmusaj.gq housal.gq hmusav.gq hmusbe.gq hmushi.gq hmusho.gq houseu.gq hmushu.gq hpusoy.gq hpusse.gq hpusub.gq hpusun.gq housiw.gq hmusoo.gq hpusvm.gq hpuswo.gq hpusyo.gq hmuswu.gq hnusey.gq hluskv.gq hlusle.gq hluslo.gq hluslu.gq hlusqe.gq housyq.gq hlusre.gq hlusso.gq hpusew.gq hmusae.gq hnuszu.gq hmusaf.gq hmusah.gq housaj.gq hpusiq.gq hmusbi.gq housev.gq hmusia.gq housfm.gq hpusoz.gq hpuspu.gq xousmz.cf bhustk.cf lfusci.cf fmusji.cf gpusuu.cf gpusuv.cf gpusux.cf gpusve.cf psusam.cf hhusbi.cf gpusul.cf gpusum.cf gpusuo.cf gpusut.cf gpusur.cf hhusda.cf gpusua.cf hhusoy.cf hhusto.cf hhusvd.cf hhusze.cf hhuszi.cf hiusaq.cf hhusdo.cf hhusfv.cf gpusuf.cf hhuspe.cf hhustu.cf hhusud.cf hhusve.cf hhusvw.cf hhuszo.cf hhusdu.cf hhuseb.cf hhusgi.cf gpusuh.cf hhuslv.cf hhusmu.cf hhuspi.cf hhusuf.cf hhusvg.cf hhusvi.cf hhusvz.cf hhusei.cf hhusgv.cf hhuspo.cf hhusug.cf hhusvj.cf hhuswe.cf hhuszu.cf hhuszv.cf hhusek.cf hhusen.cf hhusid.cf hhusif.cf hhusnu.cf hhusqe.cf hhusqi.cf hhusum.cf hhusvk.cf hhuswu.cf hhusxa.cf hiusaw.cf gpusox.cf gpuspe.cf hhuseo.cf hhuseu.cf hhusfu.cf hhusih.cf hhusnv.cf hhusob.cf hhusqo.cf hhusqu.cf hhusun.cf hhusuq.cf hhusvp.cf gpuspo.cf gpusqe.cf hhusew.cf hhusik.cf hhusiz.cf hhusod.cf hhusqv.cf hhusuv.cf hhusvs.cf hhusxe.cf hhusxi.cf hiusax.cf hiusay.cf gpusqi.cf hhusez.cf hhusfi.cf hhusiq.cf hhusji.cf hhusjo.cf hhusoe.cf hhusol.cf hhusrv.cf hhusux.cf hhusvt.cf hhusxv.cf hhusye.cf gpusou.cf gpusqo.cf hhusiw.cf hhusjv.cf hhusko.cf hhusor.cf hhussu.cf hhussv.cf hhusuy.cf hhusyi.cf hhusza.cf hhuscv.cf gpusor.cf gpuste.cf hhusou.cf hhusov.cf hhusta.cf hhusti.cf hhusva.cf hhusvc.cf hhusvu.cf hhusyv.cf gpusqv.cf hhusiy.cf hhuski.cf hhusuz.cf gpusnv.cf fwusiu.cf fwusmv.cf fwuspo.cf fdusei.cf fwustu.cf fwusuq.cf fdusin.cf fdusja.cf fdusji.cf fwusvp.cf fwusvz.cf fdusok.cf fdusro.cf fdusuw.cf gousyn.cf gouszs.cf fdusxa.cf gpusek.cf gpuseq.cf gpusfu.cf gpusob.cf gpusoc.cf fwusgo.cf fwusiv.cf fwusna.cf fwuspu.cf fduseo.cf fwusua.cf fwusur.cf fdusio.cf fdusje.cf fdusjo.cf fwusvq.cf fwusvt.cf fduson.cf fwusyu.cf fdusqa.cf fdusuz.cf gousyr.cf gouszx.cf gpusah.cf gpusew.cf gpusfv.cf gpusja.cf gpusje.cf gpusji.cf gpusoi.cf gpusoj.cf hhusvr.cf fwusiy.cf fwusne.cf fwusqi.cf fwusqo.cf fdusey.cf fwusub.cf fdusgu.cf fwusus.cf fwusut.cf fdusju.cf fwusvu.cf fwuswa.cf fdusoq.cf fdusov.cf fdusqe.cf fdusqi.cf fduste.cf fdusvb.cf gpusge.cf gpusgo.cf gpusjo.cf gpusok.cf fwusiz.cf fwusni.cf fwusnu.cf fwusom.cf fwusqu.cf fdusgv.cf fwusuu.cf fdusjv.cf fduske.cf fwusvv.cf fwuswe.cf fwuswu.cf fwusyv.cf fdusow.cf fwusze.cf fdusru.cf fdusrv.cf fdusti.cf fdusvf.cf fdusvg.cf gpusam.cf gpusaz.cf gpuser.cf gpusey.cf gpusju.cf gpusom.cf fwusje.cf fwusjo.cf fwusoc.cf fwuson.cf fwusoo.cf fwusra.cf fdusia.cf fwusux.cf fduski.cf fdusmi.cf fwuswv.cf fdusox.cf fxusac.cf fdusqo.cf fdussv.cf fdustu.cf fdusua.cf gousyv.cf gouszb.cf fdusvi.cf gpusbo.cf gpusbu.cf gpusgu.cf gpushv.cf gpusjv.cf gpuska.cf fwusgv.cf fwushu.cf fwusju.cf fwusod.cf fwusoe.cf fwusog.cf fwusoq.cf fwusro.cf fdusbo.cf fwusuc.cf fdusib.cf fwusuy.cf fdusko.cf fdusmo.cf fdusmu.cf fwusxe.cf fwusxo.cf fdusoy.cf fxusaf.cf fxusah.cf fdusub.cf fdusug.cf gouszf.cf fdusvl.cf gouszg.cf gpusbv.cf gpusie.cf fwusia.cf fwusib.cf fwuska.cf fwuske.cf fwusoh.cf fwusor.cf fwusru.cf fdusbu.cf fwusrv.cf fwusud.cf fdusie.cf fdusig.cf fwusuz.cf fwusva.cf fdusku.cf fdusmv.cf fwusxu.cf fdusoz.cf fduspe.cf fxusax.cf fdusuh.cf fdusvn.cf gouszh.cf fdusvo.cf gpuscu.cf gpusif.cf gpusij.cf gpuske.cf gpusku.cf fwusid.cf fwuski.cf fwusko.cf fwusoi.cf fwusou.cf fwusov.cf fdusbv.cf fwussi.cf fwusuf.cf fwusug.cf fwusve.cf fdusne.cf fdusnu.cf fwusxv.cf fduspv.cf fxusay.cf fxusaz.cf fdusui.cf gouszj.cf fdusvp.cf gpusde.cf gpusdu.cf gpusik.cf gpusiq.cf fwusvr.cf gpuskv.cf gpusle.cf fwusig.cf fwusku.cf fwusoj.cf fwusox.cf fdusce.cf fwusso.cf fwussu.cf fwusuh.cf fdusik.cf fdusiq.cf fwusvg.cf fdusnv.cf fwusya.cf fwusye.cf fxusbe.cf fdusuj.cf fdusul.cf gouszk.cf fdusvs.cf fdusvt.cf gpused.cf gpusir.cf fwusij.cf fwusil.cf fwusle.cf fwusok.cf fwusoy.cf fwuspe.cf fduscu.cf fdusdu.cf fwusul.cf fwusvi.cf fdusod.cf fdusoe.cf fwusyo.cf fdusun.cf gousyf.cf gousyg.cf gouszl.cf gouszm.cf fdusvu.cf fduswu.cf gpusef.cf gpuseh.cf gpusez.cf gpusiu.cf gpusne.cf fwusip.cf fwuslo.cf fwussv.cf fduseb.cf fwusta.cf fduseg.cf fwusuo.cf fdusiu.cf fdusix.cf fwusvj.cf fwusvl.cf fwusvx.cf fdusof.cf fdusoj.cf fdusra.cf fdusuq.cf fdusvz.cf gpusfa.cf gpusfe.cf gpusiv.cf gpusnu.cf fwusmi.cf fwuspi.cf fwuste.cf fwusup.cf fdusiz.cf fwusvo.cf fwusvy.cf fdusuu.cf gousyl.cf fduswv.cf gpusej.cf gpusfi.cf gpusiz.cf fdusil.cf gouszn.cf hhusyz.cf vnustt.cf hhusvq.cf ujusat.cf irusdx.cf nausoj.cf hvusmi.cf hhusxm.cf fdusln.cf fwuskt.cf hhuspn.cf gpusjl.cf gpuspk.cf hhussx.cf hhusyf.cf fduspr.cf fwushf.cf fwushq.cf fwusqz.cf hhusrj.cf fwuswj.cf fwuswt.cf fxusbc.cf gpuspn.cf gpusjf.cf hhustx.cf hhusxz.cf fdusnr.cf fausfg.cf fwushm.cf fwusmg.cf hhusqx.cf fwuswp.cf fxusbf.cf gpushg.cf gpuskn.cf hhustj.cf hhusxt.cf hhusyj.cf fdusmh.cf fwushg.cf fwuslt.cf hhusqm.cf hhusyq.cf fwuswk.cf gpusjq.cf gpuskq.cf gpuspl.cf hhussz.cf hhuszc.cf fdusqj.cf fwusjb.cf fwusjh.cf fwusrf.cf fwusrk.cf fwuswx.cf fwusxb.cf fwusxc.cf gpusqn.cf gpuskz.cf hhusjz.cf hhuswb.cf hhuswy.cf hhuszb.cf fduscg.cf fdusrq.cf hhuscu.cf hhusla.cf hhusox.cf hhusli.cf hhusue.cf hhuswa.cf hhusmv.cf hhusno.cf hhusui.cf hhusvo.cf hhuswi.cf hiusad.cf hiusau.cf hhusij.cf hhusur.cf hhusil.cf