Niche Promotions

Content

Foreword Page
What is a niche and what is USP? 3
What are the benefits of astrong USP? 7
Does my business need a better niche? 9
Overview of the Niche Promoter Program 11
What information is needed to select a niche? 13
How to I design a sensational USP? 16
How do I know if my selected niche and USP will work? 18
How do I test my selected niche and USP? 22
How do I monetize my sensational USP? 26
Conclusion 29
About the author 31
34

Foreword

My first introduction to a strong USP was when I had to select an
accounting firm at which I wanted to do my training program (articles). In
South Africa the top accounting firms were known as the Big 5 (a wordplay
on the big 5 animals found in South Africa). Being a large international
accounting and consulting company certainly was a good reason to join one
of them. But the decision between the big 5 accounting firms had more to
do with my perception of their expertise than what the actual situation
was. And that is the most important point about a strong USP. It is about
perception of the client, not necessarily the reality. Volvo for decades has
not been rated as the safest car but in many people’s minds it is the first car
that comes up when asked to think about the safest car.

As part of my training at PricewaterhouseCoopers, I helped with the rollout
of an auditing program that disrupted the auditing profession. The
software made the audit work so efficient that the work could be done at a
fraction of the time and cost than the old substantive based auditing. The
project exited me so much that I joined Oracle Corporation. My work was
very enjoyable, and I specialised in an area that was well sought after and
well paid. After a few months I told my wife that I cannot believe that I’m
being paid twice my previous salary for “playing” all day. It was not long
before a UK company offered me a share option package that I could hardly
resist. This experience made me realise that an expert in an area with few
competitors reaps more. I also learned that when you enjoy your work
then you won’t work another day.

In the year 2000 Yahoo! faced a difficult time. Many of their clients were
“Dotcoms”, being clients that make their money over the internet. The

investors realised that many of these Dotcoms were not great investments
and many of them went bust. This would have been fine if Yahoo! did not
refuse Larry Page of Google’s offer to exchange his program for a few
Yahoo! shares. The result was that Yahoo! was left in the dust as Google
sped past it. This probably was the worst business decision made by any
company in the last few centuries. The next lesson I, together with all the
other Yahoo! stakeholders learned was a tough one: Only Google had
technology to deal with the fast-growing internet. Their technology gave
them a USP that has ever since allowed them to dominate the internet
advertising business.

Because my share option in Yahoo! was worth less than the paper it was
printed on I became an independent contractor with General Electric as my
largest client. The CEO of the company then was Jack Walsh that was well
known for his leadership style in the company. His philosophy has been not
to enter or remain into any industry sector if GE did not have the largest or
second largest market share of that industry. Why? Because if you
dominate a market then you can ask premium prices. If not, you’ll always
compete in price and often struggle with margins. This was also true for
our small consulting practice. We developed financial software for a very
small niche market, being GE subsidiaries. Being the developer of the
software set us up as experts in our field and we saw the financial benefits
and the value of the trust that was gained from being trusted advisors.

I applied this philosophy with a real-estate development company I started.
We found a dilapidated beachfront property in South Africa’s beautiful
Garden Route. Because there of its climate being most moderate in the
world, after Hawaii and being only one of a few properties on an exquisite
coastline, we made an offer and turned it into a hotel. The whole area’s
property prices were booming and because there was limited supply of

large beachfront properties the capital growth was exceptional. This then
was my next lesson: Only enter an industry when the industry is on the
“up-escalator”.

The proceeds from the hotel we invested in a game reserve development.
The development checked all the boxes as to being unique and to make it
sought after. I decided to share this opportunity with my friends. Within a
couple of weeks most of my friends invested in the game reserve exactly for
its unique properties without even visiting the country! The real estate
agent thought I was some sales wizard for selling more properties for him in
one month that his branch sold the previous couple of years. We were very
excited about this business and we “worked” hard at promoting it in Europe
by donating one week holidays for charity auctions. The interest in the
development grew leaps and bounds. The unique location and services of
this big five game reserve made it such a pleasure to promote and I can
hardly recall any painful hurdles. But while in the middle of the
development in 2007 the banks, due to the credit crunch froze the
developments and the whole project with us as primary investors went
bust. This re-emphasized the importance of the lessons I already learned
about only investing in a industry which is on the up-escalator, which is
unique and which you have a passion for.

Although I enjoyed working with large corporate client, I prefer dealing with
the owners of small businesses. The decision-making process is quicker,
and I become more invested in the more excited when success changes the
business owner’s life. For that reason, I looked at business options that
could leverage my skills, experience and my passion. I decided to buy a
franchise and shortlisted a few options and was about to invest in one,
when an ActionCoach invited me to their annual gathering of franchisees.
The person that was promoting ActionCoach told me upfront that I’d see

the business “warts and all” because the franchise owners were addressing
issues they were facing, and I’d get a realistic insight to the culture of the
organisation. She was right, there was much arguing as well, but one thing
that really struck me was that these coaches were passionate about helping
their clients. They were real and not trying to smooth things over at all.
They did not have to as they have solid success stories to support their
system. I wanted in! This is where I learned my next lessons on USP: The
USP needs to be measurable and proven. And, for me, it needs to be very
personable.

From my experience alone, you can probably learn much of the benefits of
a unique selling proposition for your business. There are many benefits and
very few risks of specialising. The only reason why business owners don’t
spend more of their time identifying and developing their USP is because of
a lack of knowledge.

Developing an effective USP is not something that one should do in
isolation. It is a complex process that should best be done with
experienced business advisors or a business coach that specialises in the
process. The purpose of this book is therefore not a self-help book but is
written to give business owners an understanding of the importance of a
good USP and what the development process involves.

I hope that by reading through this book you’ll be come motivated to
develop a new or betters USP for your business. I firmly believe that you’ll
gain a good understanding of what is needed to help your business flourish
even times when competition is tough so that you can gain the lifestyle you
really deserve.

What is a niche and what is a USP ?

USP is the abbreviation for Unique Selling Proposition. It is the offer that
was made of products or services to a buyer where there are no
competitors that offers that combination of the products and services to
that group of buyers. The competition for that type of offer is either small
or does not exist. The business with that USP therefore is dominating that
market segment and their prices is not lowered because there are others
that offer it for less.

A Unique Selling Proposition is the answer to the question “What sets your
offering apart other offerings in the industry?” Many business owners
would answer that they offer professionalism, the quality or value for
money but those answers canand would be given by competitors too.

A USP states a benefit to a customer group that other cannot rightfully
claim. It is not the slogan of the company because many slogans don’t
illustrate a USP. But here are a few slogans of well know companies where
they do state what their unique selling propositions are:

 Domino's Pizza - You get fresh, hot pizza delivered to your door in 30
minutes or less or it's free.

 Avis - We're number two. We try harder.
 M&Ms - The milk chocolate melts in your mouth, not in your hand.
 BillFaster - Professional invoices within 7 seconds
 Bee’s Wrap - The ‘new’ old-fashioned alternative to plastic wrap
 FedEx - When it absolutely, positively has to be there overnight
 Watch Co - 365 Days return policy

A niche is a market or a segment of the market where there are no or
very few other providers that deliver the type of service or product
that you deliver.

Now the link between a USP and a niche is clear. If you find a niche
for your existing offering, then you have a Unique Selling Proposition.
Alternatively, you can design a USP for your existing market segments
you sell to.

It is better to considered both the niche and the USP when setting
out to define a sensational USP to fulfil a strong demand in a niche
market. It can be compared to finding hungry fish and a bait that
cannot be resisted.

What are the benefits of a strong USP?

A strong USP helps prospects with their buying decision. In their minds
they have the question “Why should I buy this product from you ?”

Let’s say you want to hang your tools up against a wall in your garage. You
might think I need a drill to make some holes for the screws onto which I’ll
hang my tools. You may jump onto the internet and do a search for drills
and for a local hardware store to buy the cheap drill at.

But let’s say you get to the store and you see an advertisement where a drill
is advertised with a 2 year warrantee. You may settle for that less cheap
drill instead.

And let’s say you get to the counter and the sales assistant asks you why
you need a drill? He then introduces you to a space saving shelving system
that already has all the things in place to neatly store your tools. You rather
buy this why? Because it was a unique solution to the problem you had and
because it was conveniently offered to you while you were in the store.
You then go home and show your neighbour your neat garage the same
hour. Guess what he got himself for his birthday

Your problem was not that you wanted a drill. Nor was it that you wanted
holes in the wall. Your need was to have a neatly arranged garage to work
efficiently.

A strong USP will guide a specific group with a specific need to a product or
service that uniquely answers their question “Why should I buy this product
from you”. And if the product or service adds value they’ll be willing to pay
the price to meet their need without consideration of competitors prices.

In above example we can see that a strong USP enabled the following:

a) The client’s needs were better met with the solution
b) The sales assistant had an easy job to promote the product
c) The shelf producer did not have to lower their prices as their offering

was unique
d) The store owner made a bigger profit because of the up-sell
e) The store owner reduced marketing overheads because of word of

mouth adverting.
f) The manufacturer of the unique product gets repeat orders from

distant retail stores.
g) The unique product improved longevity of the manufacturer and retail

businesses

The key to all these benefits were that the USP fulfilled a specific need, was
clearly defined and well communicated.

Does my business need a better niche?

A local health product retailer was struggling to keep their business afloat.
They introduced healthy eating habits to the residents of the town, which
caused a change in the eating habits of the people. The local superstore
caught wind of this and started to stock health products which almost killed
the health store. The world of business is ever changing with the change of
technology, economy, competitors and new product and service lines.
What worked yesterday is not guaranteed to keep your business going
tomorrow. The good news however is that you and your business too can
(and should) change!

Here are a few litmus questions to determine ifwe need a new / better
niche:

It is good to keep in mind that long-lasting businesses change with the ever
changing circumstances. And often those that wait change to late.

Because the ratings for above statements are subjective, we cannot e.g.
state that scores less than 35/50 needs a stronger or new USP. The
decision lies with yourself and should not be taken lightly.

Overview of theniche developmentprocess

Recently I helped a business to define what exactly it is that client buy from
them. I asked their clients for feedback on different components of their
business. This allowed us to confirm their strengths, weaknesses,
opportunities and also threats from their loyal customers point of view. We
then defined what set them apart from their competition. It was a
welcome revelation to the owners and could be used to improve sales
dramatically. The owner thought the process to implement this would be
easy and he’d do it without any assistance. The sad result was that the
message was never integrated into the rest of his business. Other than
making him feel good about his business the whole exercise added little
value to his business.

This is one example of a business that saw the value of defining a strong
USP, but failed to appreciate that there is a whole program needed to turn
that USP into a powerful sales catalyst. This and the following chapters will
give you and overview of the process as summarised in the stages below:

The process of developing and implementing a niche offer can clearly be
split into four interrelated stages. Often one or more of the steps, if not
whole stages, are ignored which can result in a less profitable and less
sustainable promotion.

During the Analysis stage we’ll gather information needed for the design of
the USP. We then analyse the priorities, suitability and impacts of not only
your needs and offerings but also that of your competitors, customers and
your business. If the underlying information is patchy then the design will
also be mediocre.

During the Design stage we synthesize the information gathered. We look
at the information from different angles, using different thinking hats to
innovate and select a sensational and suitable USP. This process requires a
combination of systematic, analytical and creative thinking. This stage is as
much a science as an art which shouldn’t be done in a silo.

The following stage is where we Build and Test the selected USP to
perfection. It is an iterative process where we test the different elements
of the USP and refine it to have the desired impact on your sales. What
often happens is that business owners, consultants and coaches disregard
the areas that should be tested to ensure a long-term fit for a niche and
USP. We’ll also dedicate a chapter to look at the importance and aims for
this stage.

During the Integrate stage we integrate the winning USP into your business
functions to expand your business. In the example above I shared how one
of many business owners failed to realise the importance of this stage. This
reminds me of where I studied, trained for six years to get entrance to the
final chart of accounts exam and then not show up to write it!

This chapter looked at the stages involved with the development and
implementation of a strong USP. In the next few chapters we’ll look at the
aims and elements of each stage.

What information is needed to select a niche?

This question is probably best answered by looking who is impacted and
benefits from a sensational offer. A strong USP will be the answer that
provides the answer to the needs of those groups. Let’s look at a diagram
to illustrate this:

A selected niche and your unique selling proposition to it shoulddesigned to
fit in with four different viewpoints:
Your personal needs need to be considered. Not only your current,
temporary needs but also your longer term requirements because a USP
can change the direction of you business and your life. A skilled life or
business coach is trained to help you unearth those passions, needs and
skills that should be considered in defining a USP.

When designing a USP we need to work with actual facts and not make wild
estimations. For this reason we don’t consider your competitor’s needs but
rather look at the impact of their current offerings, strengths and
weaknesses.

Because we’re selling to a group of customers, we also look at the unmet
requirements of your current customers. A niche however may include a
group you don’t currently serve so we also gather and analyse the
requirements of other groups you are not currently serving.

Rather than starting from scratch, there may be many reasons to use your
current business as a base for offering a strong USP to a niche market. For
that reason we also analyse the strengths, weaknesses, opportunities and
threats of your current business and how you are currently delivering value
to customers.

It is important to gather above information in a way to truly reflect the
viewpoints of the four parties. If the information is skewed then the
solution will also be less effective. But if accurate feedback is obtained we
then summarise, analyse and extract the priorities and trends from on
which we can design a strong USP.

How do I design a sensational USP

This stage is both an art and a science. When your child asks you if it’s easy
to drive a car then the answer will probably be something like “Yes, I drive
without thinking how. I just do it automatically”. This is partly the case
when designing a USP, but there is also a methodology that needs
conscience thought to ensure the best promotional ideas rise to the top.
That steps to design a strong USP can be summarised as

1. Identify the current products or services that meets the requirements
identified in the Analysis stage

2. Innovate newideas on how these problems can be solve. This is best
done with someone that is non-critical and skilled in the process of
lateral thinking.

3. Generate as many benefits for above solutions and encircle those that
are most valuable in meeting the listed needs

4. Evaluate the practicality of the solutions. This requires more detailed
and critical thinking. This can be done with a trusted industry advisor
(if you are not one)

Above steps should have highlighted some products, services or concepts
that offer value to a group that have a specific need. It should also leave
you exited as no one else are currently offering this solution.

The next stage would be to fine tune the solution by adding features /
characteristics to your top solutions. The aim is to make the solution a
unique, sensational offer to a specific group of people with a strong unmet
need. This fine-tuning is done by looking at your solution from the eyes of
the various role players in your prospects’ purchase cycle. The following

diagrams shows some of the considerations I made in the design of my
Niche Promoter Course:

There can be a number of viewpoints (roles). In addition to the marketing
person, referring person and supplier we can e.g. also have the prospect,
existing clients, sales team, finance manager etc. By looking at your to

proposed solutions from these perspective highlights additional features
that can add value to your solution. It also helps you visualise the delivery
of the solution so that you can identify possible hurdles upfront. It is
important to remember that a USP is not only a product. It is the full
delivery of a product to a group of customers in such a way that all involved
are wowed.
There can be multiple requirements for each role. The list of requirements
and recommendation can become lengthy so we need to prioritise what
needs to meet to add the most value and get the best return on
investment. So we go through a process of rating all the features and then
building up the design of the solution. Here is an example of how I rated a
solution to give it a weighted priority. I only included the highest priority
feature to make the unique offer sensational:

In this stage we come up with a list of solutions to unmet needs and then by
systematically adding features to the USP to fine-tuning the design of those

solutions. The next stage will not be to build the solution and test them to
see if they work as well as expected.

How do I know my selected niche and USP will work?

One of my clients had a niche recruitment agency, where they recruited
construction workers to implement ducts in building sites. They did fairly
well financially but wanted an outside perspective of how they were doing
things. They thought the conversion rate was ok but when I listened to
some of their agents’ phone calls it was clear that they were burning
through very valuable leads. The owner identified a niche market with a
strong demand, he spend most of his capital setting up the office and
building a good lead generation program but then he hired inexperienced,
unskilled telemarketers to convert these leads into valuable customers.
The results were appalling. And after training the team and replacing some
of the members the sales conversion rates and their business did much
better.

He had an amazing USP, dominate a niche market and still incur much
losses. On the other hand if a well established, credible supermarket adds
an inferior product on their shelves they can still make good profits from it.
The lesson here is that all the value adding activities of your business needs
to operate at least consistently before you can evaluate if a USP will work.

Search engines use a mathematical formula (algorithm) to give each and
every registered webpage a rating. This rating is called the net promoter
score. It takes in consideration many determine the value the website will
provide for its intended readers. And the better the net promoter score the
better the webpage’s likelihood to be on the top page of the search engine
when a reader searches for that topic.

We can apply the same principle to determine your product or service’s
Niche Promoter Score. We rate several factors to evaluate if your product
or service will fulfil the need of your target market. A score of 5 for an area
indicates that that area is well equipped to fulfil the demand of your niche
market. Below we are illustrating two areas of the Niche Promoter Score
wherethe recruitment business had low scores:

When all the elements are rated, the overall Niche Promoter Score gives a
good indication as to whether the selected USP will work. A score of 50 /
50 indicates an exceptional good chance that the USP will work. The Niche
Promoter Score report also gives an average for each contribution section
of your business. This is also important because a very low average rating
in any of the areas also indicates possible failure, even if the total score is
above average. A start-up business that scores 0 on is unlikely to meet the
niche market’s need, regardless whether it has a strong USP or the other

areas are in place. Here is an example of the Niche Promoter Balanced
Score Card:

Your Niche Promoter Score and the Niche Promoter Balanced Score Card
are indicators of the performance of your business. It answers the
questions

 “How effective are we at turning qualified leads into sustainable
profits?”

 “What areas of our business need improvement to ensure we don’t
waste valuable sales leads?”

Once you’ve identified possible weaknesses you need to consider if you
should first improve those areas before taking on a new niche. A business
coach can help you with advice on this and also help you improve areas of
weakness.

How do I test my selected niche and USP?

If you want to improve something in your business, it is important to
measure that aspect for some time before making changes. The fact that
you or your staff is measuring something invariable means that you are
more focused on that area. This extra focus will normally improve that area
even if you don’t introduce changes. The saying “What gets measured gets
improved” is very true. This is especially true when it comes to sales and
marketing performance.

It is important to use relevant and measurable indicators to evaluate the
performance in an area. Here are some examples:

 Number of contacts made
 Number of advertisement impressions made
 Number of pay per clicks
 Number of shop visitors
 Number of quotes issued
 % Sales to number of inquiries made
 % Decrease in inquiries due to price increases
 Total sales amount for the day, week, month
 Gross profit % by product line etc.etc.

Above list are examples of performance that can accurately be measured.
Any impact of a change can therefore be evaluated with a fair amount of
accuracy. If we want to know the impact of a change then we need to
ensure we don’t change many things at one. If possible it is better to do
split tests. The following example illustrates this:

We developed a new educational board game and were happy with the
quality of the product. We had a broad potential market but a limited
marketing budget (as most businesses have). We wanted to test three
target markets and then decide which one to focus on with our limited
marketing budget. So we ran exactly the same promotion to the three
different age groups. The communication method and timing was the same
but the advertisements grabbed the attention of different groups. From
this we could then isolate what marketing message and target market we
want to focus on. If we changes other things e.g. the packaging, the pricing,
the method of communication, we could not confidently select which age
group we should focus on.

When testing your sensation offer to your niche market you should split
test a number of elements to define the formula that works the best. Here
are some of the things you can test with examples of its measures:

What to split test What results to measure
Ease of communication
Total demand for solution No. of contacts made
% No. of qualified leads to no. of
Strength of demand (Price contacts
elasticity) % Decrease in inquiries with a price
Which core values are being increase
met
Strength of USP Customer survey avg. score e.g. 1 to
5 (high)
Number of word-of-mouth referrals
received

How do I monetize my sensational USP?

There is little point to have come this far with developing a strong USP and
not incorporating it into your business. It is surprising however how often
this happens. The less exiting part of the process is perhaps adjusting the
current way you are doing things in your business. This is also the part of
the implementation where you’ll find the biggest pushback of your staff.
Few people like to change the way they work.

To rollout your new USP and niche market to your business I’d recommend
drawing up a project plan with clear milestones with target dates. For each
milestone, work backwards to identify the tasks than need to be done in
order to changes your business. Once you’ve done this then you can
identify the right people to take ownership of these tasks.

Most teams consist of early adapters, slow adapters and resistant adapters.
As a rule of thumb it is best to use the early adapters to implement your
rollout plan. It is those able individuals that are generally positive when a
new idea is suggested. The aim is to get quick results with your new USP
and niche and then to have them communicate it to the rest of the team.

It may also be better to use a segment of your business as a pilot test. If
your business is distributed you may want to choose to first implement the
changes in the office you work in most and then learn from your experience
with this one segment. Don’t get disheartened if the first rollout takes long.
There is normally a big learning curve and the following segments can go
much quicker.

Up until now there has been more focus on the marketing and sales aspect
of your business. With this rollout plan we’ll look at all the functions of
your business. An idea is to use each function as a milestone e.g.

Functional Area Milestone (for Head Office) Date
Finance Finance system updates fully 30 Sep 2015
tested
Operations Technical product training 15 Jul 2015
completed
Sales training Sales people trained 30 Jun 2015
Sales Process Sales process, procedure, 23 Jun 2015
material ready
Etc

Having an experienced project manager to oversee this rollout projects is
valuable to ensure that you have a realistic budget and timelines and keep
to them. The implementation methodology should cover things like
communication-, risk-, issue- and review plans.

Conclusion

By now you probably gained a good understanding of the process of finding
a profitable niche market and defining a USP that can super charge your
profits.

I hope you are also excited about the possibilities that a strong USP can
bring to the longevity of your business. It can make a big impact on not
only your business but also be valuable to reach your personal goals and
lifestyle.

The process of finding a profitable niche, defining a sensational USP and
promoting it successfully may seem daunting if you consider all things, but
the best is to chunk it down into focused stages as I’ve done in this book.
The list below shows how fast entrepreneurs became $ billionaires. The
upside of finding and implementing better solutions to know requirements
are vast:

 Jeff Bezos – became a billionaire in 9 months with Amazon, an online
shopping mall with a ‘one click’ ordering process

 Jay Walker became a billionaire in 1 year with Walker Digital, a R&D lab
that is using Internet networking to create brand new methods of
doing business.

 Gary Winnick became a billionaire in 1 ½ years with Global Crossing,
laying the very first private fibre optic cable across the Atlantic Ocean.

 Pierre Omidyar became a billionaire in 3 years with eBay, an online
auction service.

 Cheng Weibecame a billionaire in 3 years with Didi, an app based taxi
company for China’s many inhabitants

Above entrepreneurs all identified their niche markets and then developed
strong USP for it. And the stronger them team was to help them do that
the faster they moved and the better their chances of success were.

I wish you all the best with the (re-)invention of your business. You
can find more details of our Niche Promoter Program on our
website. You can also do a free test to determine your business’
Niche Promoter Score, which is also on our website:

http://www.nichepromoter.com





About the author

As a serial business owner, Deon van Zyl knows the importance of
teamwork and the pressure of keeping ittogether in a competitive
environment. He is a constant learner, has a wide business experience and
ispassionate to help others achieve their goals. When Deon is not bringing
clarity to business owners, you canfind him doing laps in a pool, hiking in
the mountains or kayaking on a river.

While studying to become an accountant, Deon worked
forPriceWaterhouseCoopers as an audit manager.By relying on systems, he
reduced his audit team from 19 to 5 and finished a large audit in record
time. Hewas commended by the senior partner of PWC for this
achievement. This early win in his career inspiredhim to join Oracle
Corporation to specialise as a financial system architect. After two years
Yahoo! Recruitedhim to project manage the rollout of their finance system
to 13 countries. Every monthend the system is stillsaving Yahoo! days of
work and brings transparency for decision making.

With this global project management experience, Deon started his own IT
consultancy. His passion forsystems, creativity and team leading abilities
were important to deal with his fast-growing company. Within18 months
his team of consultants implemented financial, budget and tax programs for
General Electric insix countries. He also established three offshore teams to
support the GE system users. Four years after hefounded the company he
stepped down as director and owner to become a certified business coach,
initiallywith the global ActionCoach franchise.

While being a business coach Deon also build and sold various businesses.
A few years ago,he started a boutique hotel, made it self-sustaining and
then sold it within three years - giving him a 4500% return on investment.

It is the unique combination of Deon’s business experiences, training and
being a positive professional that enabled him to help many clients identify
business opportunities. As a result, Deon authored the Niche Promoter
Program to help business owners to turn their uniqueness into more sales
and bigger profits.

At a recent seminar, Deon explained: "I hardly saw my family while working
on the global projects. Myhealth was declining with lack of exercise and
stress. My big dream became my big trap. If I had a business coach to help
me, Iwould’ve been able to have a more sustainable, profitable company
that works without me babysitting it. Thewhole process could have been
much more lucrative and fun”.