Sainsbury’s: Dominating the Retail Industry in the UK

by Grace Miller |

Sainsbury’s: Dominating the Retail Industry in the UK

sainsbury's marketing

When the economic downturn first hit the UK in 2012, Sainsbury’s managed to emerge as the most successful British food retailer. The significance of this can be gauged by the fact that many retail industry experts thought that the chain, with its mid-market position, would suffer the most. But Sainsbury’s marketing team and their colleagues squarely proved them wrong.

Somehow Sainsbury’s recent results replicate the 2012 scenario. Despite a 0.4% drop in sales last year, Sainsbury’s online and in-store sales rose 0.1% in the nine weeks to March 12th. Total sales were lifted by a 14% increase in online grocery sales, a 10% rise in sales of clothing, and an 11% lift in sales of entertainment products, such as CDs and DVDs, buoyed by the release of Adele’s latest album and the Bond film Spectre. Again, the retailer proved many people wrong. Obviously, success, especially after a lot of difficulties, has many learning curves. And generally, success is an accumulation of many tiny and big factors. Sainsbury’s success is no exception. From clever acquisition to enticing marketing, there are many things that the retail giant has done right to survive the rough economic weather. We will analyze all those factors one by one.

A) Brand Match Promotion

With each passing day, the UK retail market is becoming more and more cluttered and ultra-competitive. And price-comparison schemes have become a popular competitive tool. Asda has used that by plugging its Price Guarantee and Waitrose by extending its Brand Price Match. The biggest challenge for Sainsubury’s marketing team amidst such moves by competitors was to convince shoppers who thought that Sainsbury’s was too expensive for them, that the company could actually provide them with value-for-money.

It was important to take into consideration the fact that consumer confidence was at its lowest ebb for 30 years and that disloyal shopper are always willing to weigh up which retailer offers the best value. Sainsubury’s overcame that through its Brand Match promotion, which compares with rivals Tesco and Asda the price at which it sells branded products.

B) Early Mobile Use In Stores

Now it doesn’t even sound interesting to hear that retailers are using mobile phones to improve the overall customer experience or operational efficiency. That has become a common thing. But Sainsubury’s was the first British grocer to use it in an innovative way. The company experimented Mobile Scan & Go in its stores, allowing customers to shop and scan items with their own smart-phones. Until that moment, retailers were doing it in stores with handsets. Allowing customers to use their own phones to scan items was pioneering and Sainsbury’s did that right.

C) Crave-Worthy Content Marketing

Considering that content acts as a communication bridge between the company and the customers, it can sometimes be considered as valuable as the product itself. Sainsubury’s marketing team understands this perfectly and acts accordingly.

Crave-Worthy Content Marketing


The company began a signature magazine- the biggest and fully paid for- to elevate foodie content to a multimedia art form. It delivers recipe features that are tested by some of the U.K.’s best home economists and aim to serve all types of readers’ culinary needs. The magazine is great but Sainsbury’s marketing pros didn’t stop there.

To give a real multimedia touch to its content, they have created a successful portfolio of social media channels, sell-out live cooking demonstrations, weekly newsletters, the magazine’s Food & Drink Awards, a series of editorial one-shots. The magazine has assured Sainsbury’s a multi-platform audience engagement, which is something content marketers break their heads trying to achieve. Here are just a few of the results reported by Sainsbury’s marketing team:

  • 50,000 magazine readers receive the Sainsbury’s newsletter every week, which has achieved a 35% open rate and 31% click-through rate — well above the industry average.
  • The magazine has over 24,0000 followers on Twitter and 162,000 on Pinterest.
  • 81% of readers have cooked a recipe after reading the magazine, and eight out of 10 have bought a product from Sainsbury’s after reading about it in the magazine, according to a 2015 survey.

D) Customer Service for Even the Smallest

Sainsbury’s is an example of how good customer service can pay dividends. Sainsbury’s customer service executive responded to a three-years old’s letter about renaming their Tiger Bread to Giraffe Bread. The response went viral, which resulted in the supermarket chain changing the name of its product to ‘Giraffe Bread’. The new Giraffe loaves went on sale eight months after toddler Lily Robinson sent a letter to the supermarket suggesting the splotches on the bread’s crust resemble a giraffe’s pelt more than that of a tiger. The customer manager Chris King, responded to this sweet letter as follows:




As you can see it, the customer service manager didn’t respond by just accepting the toddler’s request, but he also included a £3 gift card in it to thank the little girl for her help. No wonder the story was shared on Facebook 14,000 times and that the Customer Manager received tons of compliments. That was indeed a great example of amazing customer service.

E) Shopping for a Cause

People nowadays have the urge to give back to their communities and when they see a brand doing that, they have an extra incentive to buy from that brand. Customers take pride in being associated with brands that do what they can to make the world a better place, and Sainsbury’s marketing team capitalizes on that.

The store donates food that is still healthy, nutritious and within its use-by dates to a number of places. Those places include food banks like Corsham Churches. Sainsbury’s Chippenham also donates flowers to the Seymour House care home situated in Monkton Park, Chippenham.

Sainsbury’s Chippenham


Chippenham’s store manager Val Atwill once said, “There are hundreds of hungry mouths to feed in your local community and by donating food to charities and organizations we are saving thousands of tonnes of food needlessly going to landfill.” Clearly, the efforts to avoid the wastage of food by giving to those in need is a beautiful gesture and resonates with people.

F) Try The Buy Sainsbury’s Range

 It has been observed that in the segments where big brands have a sound presence, customers generally tend to overlook the retailer’s in-house brand. There’s some common assumption that retailer’s products may not taste as good as the big brand’s. And that can significantly affect the retailer’s sales numbers.

Sainsbury’s marketing team found a solution to tackle this problem by launching a campaign called “Try The Buy Sainsbury’s Range”. It installed large PoS in the stores highlighting the price of a brand along with the price of its own equivalent product next to it. Examples include Sainsbury’s chocolate ice cream for £2 versus Ben And Jerry’s ice cream for £ 2.50. Obviously, the goal here is to make shoppers buy Sainsbury’s own version of their favorite brands. The campaign ran in 600 stores and it saw a great success as its own product range grew at twice the rate of the branded goods. The retailer also said that 97% of its customers bought Sainsubury’s products, which was a huge accomplishment.

Indeed, the great lesson from retailers like Sainsbury’s and Topshop is that even though the quality of the products and services is going to be the most critical element in any success story, the other things like customer service, tech adaptability, innovative use of content and marketing policies hold vital importance. They cannot take a back seat. Simply because the moment your competitor brings a quality product or service, you may lose your customers. But if you are adding a value proposition through your offers, content and customer service, customers will at least think twice before leaving you!

Note: Sainsbury’s is not the only major retailer whose success story we have chronicled. You can read here what made Williams-Sonoma a smashing success. Here is the reason why Home Depot is dominating the home décor and home improvement industry.  Don’t forget to read about Michael Kors’ successful marketing strategy either.    

Survey: 60% of UK Buyers Rely on Fashion E-Commerce Reviews

fashion e-commerce reviews

The dynamics of e-commerce are incomplete without user generated content (UGC). Ratings and reviews  is one of the older forms of UGC and thus the most indispensable. They boost conversion and are also a great way to enhance customer interaction and loyalty as well. This is particularly true for fashion e-commerce reviews.

A recent survey conducted by Populus found that 60% of UK internet users say their fashion purchase decisions are influenced by online reviews. In fact, the power of ratings and reviews, which is huge and prevalent, will get underlined every time such surveys hit the public domain. But this particular survey touched some other un-ignorable points.

uk fashion reviews

As you can see, the survey clearly indicated the dwindling impact of TV ads and retailer emails when we compare them with the impact of fashion e-commerce reviews. The trouble with TV and even online ads is that they’re good only in entertaining people. The over-the-top claims and high-gloss make it almost impossible to make those ads reliable. Shoppers want real people in real life situations explaining the worth of the product…just like ratings and reviews. The fact that the use of ad blockers is all time high explains what’s exactly is wrong with such ads. People can’t be fooled all the time!

The following stats will further illustrate why fashion e-commerce reviews are so vital.

  • Over 50% of shoppers read reviews before buying online.
  • 54% of millennial shoppers read online reviews before shopping in stores.
  • 88% of consumers trust online reviews as much as personal recommendations from friends.
  • 72% of shoppers say that positive reviews make them trust a business more.
  • Only 10% of consumers don’t take any notice of online reviews.
  • 18.27% stated that a single positive review was the reason for buying a product.
  •  74% of consumers identify word of mouth as a key influencer in their purchasing decision.

The significance of ratings and reviews lies in the fact that they act as social proof. When more and more people are sharing good reviews about your product or customer service, you gain legitimacy. In short, reviews are a trust indicator which helps in building positivity towards your brand. I think Mark Hayes of Shopify has succinctly placed this point with utter clarity. He noted:

“The increasing prevalence of phishing scams, malware, and just plain shoddy customer service makes consumers more wary with their clicks than ever before – which means that trust indicators on your website are more important than ever before.”

Note: Ratings and reviews may seem straightforward, but it takes guidance and effort to make the most of them. Read on for more help!

Curious about implementing other types of user generated content for your fashion site? Don’t miss out on our guide, Sell Experiences, Not Clothes: Visual Commerce and the Fashion Industry!

Burberry’s See Now Buy Now Collection Debuts with Massive Social Campaign

Social Campaign

“If they see a girl wearing a red dress, they want to go out and buy that red dress and they don’t understand that it’s a season. For them, it’s just a red dress”. These words from Kate Phelan, creative director of High Street giant Topshop, exactly mirror the psyche of most fashion customers. More than the need, the fashion industry has always been driven by the desire to have that particular piece of a beautiful garment. Thus, the months-long delay between seeing a new collection and having it in your hands was always frustrating. But the industry has sensed this latent urgency and it is trying everything to drastically minimize this time gap between seeing and buying. Tom Ford and Tommy Hilfiger made their collections available for buyers as soon as they were displayed at New York Fashion Show. British luxury brand Burberry also traveled on the same path during London Fashion Week. Its entire September collection, 250 pieces, was available to be purchased as soon as it was previewed on the London catwalk. Unlike Ford and Hilfiger, Burberry connected this see now buy now debut to an immersive social media experience. The see now buy now approach is a more advanced form of a direct-to-consumer presentation. For a little while now, Burberry has been reaching out to digital fashion fans by broadcasting its fashion show and entire presentation via live stream on its website. But now it has decided to make full use of all the available social media and other platforms to reach out to the maximum number of people. For this season, Burberry live-streamed the show using Facebook Live. It allowed users to see the show in real time. Besides, to make the presentation as interactive and as engaging as possible, it also harnessed the potential of Facebook Messenger to answer any questions that customers generally have about the pieces shown. Burberry on Facebook Messenger                                     Promotional image for Burberry on Facebook Messenger  Along with Facebook Messenger, the luxury giant used Chinese social messaging application WeChat for the first time. It used it as an e-commerce platform, as WeChat users were able to purchase directly from its live stream. Burberry introduced its ‘see now buy now’ collection on WeChat platform directly after it was shown on the catwalk. It included the purchase of its two new variations of its Bridle bag along with 83 looks for both men and women. Burberry's Bridle handbag                              Burberry’s Bridle handbag for September Collection 2016 Snapchat was another vital tool in Burberry’s see now buy now kit. It used Snapchat to engage with consumers in London during London Fashion Week as well as New York and Beverly Hills. Burberry launched geofilters about show’s content from 18th September for users nearby Makers House, where the London presentation occured. To symbolize its love for the craftsmanship and artisanship, Burberry joined hands with The New Craftsmen, a British brand that promotes the work of “makers” and “craftsmen” — ceramicists, potters, leather, textile and jewelry designers, woodworkers, silversmiths, and illustrators. Their works will be exhibited in the Makers House from 21-27 September. Apart from celebrating the love and respect for the craftsmanship, these installations will also reveal the creative process and other factors which have inspired this new collection. For an outsider, all of Burberry’s aforementioned undertakings are just ways to gain maximum viewership, which social media unquestionably assures, and thereby boost sales. Of course, that’s true…but that’s not the only truth. These trends of see now buy now and expert social media coordination go much deeper than this obvious benefit. Due to intense competition, luxury houses are finding it hard to retain their best creative directors. They are losing them at a rapid rate. With department stores in decline, fast fashion companies speedily updating their wares, and the advent of direct-to-consumer fashion businesses like Everlane and Reformation proving that customers love these models, the notion of fashion’s seasonal calendar seems to be outdated. Burberry reacted by paring down its offerings and amping up its marketing–it merged their men’s and women’s lines and thereby reduced its number of shows per year from four to two. Now, the fashion house can release seasonless collections twice a year. It can have a huge impact on the customers who live in numerous climates all over the world who may not experience fall or spring at the same time. Naturally, this is allowing Burberry to be in the reach of a global audience as it is breaking the barrier of the season. In short, see now buy now is tackling the gloomy problem of unavailability of skilled art directors along with the fine outlet to reach out to the world consumers. Also, as per Isabel Kieszkowski, paid media coordinator at Blue Moon Digital, correctly promoting the collection through digital channels can also meet other goals for the brand such as improving customer experience. With this being the first direct to consumer show, Burberry will have the ability to improve future collections with the help of data insights from its digital channels. Thus, it’s clear that pure sales are not the only goal which would be achieved by this live streaming!

To Wrap It Up: In an era of one-day delivery, making your customers wait for two or three months to buy a look just seems outdated. Luxury shoppers’ desires change as quickly as those of other shoppers, so the fever of instant gratification has infected the luxury clothing industry too. That’s why abandoning the long-established tradition of showing one season ahead looks like an intelligent act. And what better than social media to ensure maximum exposure? Burberry did nothing different than that! For more ideas on how to boost sales, recognition, and engagement with visual social content, take a look at our guides, “Sell Experiences, Not Clothes: Visual Commerce and the Fashion Industry,” “The New Wave of User Generated Content: 7 Concepts for 2017 and Beyond,” “A Picture’s Worth 1,000 Words: A Visual Commerce Best Practices eBook,” and “Visual Commerce Permissions: Vital Best Practices for Using User Generated Content!

Ted Baker Launches ‘Mission Impeccable’ Shoppable Video

Ted Baker Launches 'Mission Impeccable' Shoppable Video

It’s now clear that the dawn of shoppable video has arrived. Ted Baker, the British luxury company, has teamed up with Guy Ritchie to create a promotional film for the fashion brand’s autumn/winter collection. The three-minute espionage-themed clip, titled “Mission Impeccable,” revolves around a secret agency, T.E.D., on a mission to capture a villain dubbed “The Needle,” who has lifted the company’s new fabrics. As a result, “the fate of fashion hangs by a thread.”

The shoppable video launched on Ted Baker’s site,,, and YouTube, and was preceded by an 11-day social media campaign. It lets viewers intermingle with the brand’s autumn/winter 2016 collection in further detail as they take on their own mission, complete with the tagline, “Spy it. Click it. Buy it.”

The Shoppable Video:

The Mission Impeccable video begins with instructions on how to add items to one’s “vault” by clicking on what the actors are wearing in the film. Users just have to click on the “+” icon to begin purchasing.

All the items on which customers click will appear in the top right-hand corner. The other products from the collection will be displayed lower down beneath the video.  Take a look at it below!


Interactive Store Windows:

To reduce the distance between online and offline experience, Ted Baker has joined hands with Google’s in-house creative agency, Zoo. As it is using voice search technology, it can be considered as the first fashion application of Google voice search.

This voice technology allows shoppers to scan and ask the Google app about slogans written on the windows of Ted Baker’s 185 UK stores. Customers who do so can win prizes and will learn extra information about the film’s spy characters.

Consumers who go up to Ted Baker’s interactive store displays will see a code to speak into their phone. The code will be workable  within the premise of a local area. After speaking it into the phone, the Google app will display a campaign page showing prizes and offers that the user can claim in-store.


Of course, this is not the first time that this luxury clothing brand has embraced the shoppable video technology. It tasted success with this last Christmas when sales of the featured products increased by 30% and it clearly encouraged the business heads of Ted Baker to come up with one more try. But it’s not just the past success that has motivated it. It’s also somewhere accepting the fact that videos are going to rule and no one can ignore the power of digital platforms in this era. As per Craig Smith, the global brand communication director at Ted Baker, “Video is a great way to tell stories and Ted looks at everything through telling stories.

Indeed, if you can create a video by telling some interesting and enthralling story along with making it shoppable, then  virtually nothing will be more helpful in terms of customer engagement.

For more information about shoppable content, check out our indispensable guide to Visual Commerce, our handbook to Visual Commerce for the fashion industry, and this post on the value of shoppable Instagram content!

Retention or Acquisition? UK Etailers Choose the Former

retention or acquisition

Should I focus on retention or acquisition? No marketer or business head has been able to stay away from this dicey question. But it looks like etailers in the UK have decisively chosen a direction, since customer retention for their businesses is climbing.

According to IMRG and Capgemini, during the period May to July 2016, the active customer retention rate reached a record high of 36.4%, 5 points up from the same quarter last year. Meanwhile, new customer acquisition has reached an all-time low since the two businesses started this survey in 2010. Furthermore, the average selling price per product was at its lowest in over three years in Q2. This suggests that etailers, perhaps in a bid to keep loyal customers or a less-than-successful effort to attract new ones, have been discounting heavily. So why, when faced with the choice between retention or acquisition, have these businesses been eschewing the latter?

A) Financial Factors: We can say with a proper study to back up that customers are expensive to acquire. Research shows that the cost of finding a new customer can be up to 5x more than keeping an existing one. Besides, it’s less expensive to drive a repeat purchase with an existing customer than it is to acquire a new one. The issue of profitability has also made marketers to think. As customer spend usually increases over the course of a customer’s lifetime, repeat customers spend over 60% more per retail transaction than new ones. Also, there is a limit to the number of relevant customers that you can acquire for any product. After that limit, it will become increasingly hard for marketers to acquire new customers. They will have to put in extra money and effort, which can add up the cost of recruitment per customer.

B) Changing Customer Journeys: Gone are the days where the only way to interact with the store was a customer’s visit to the store. But the internet and mobile have drastically changed that. Now customers have multiple avenues through which they can engage with their act of shopping…and it has certainly changed the way they shop. As per the report of The CMO Club and IBM, they research products on their mobile device, purchase from their tablet and then pick them up in the store. What it means is these same channels, which customers use all the time, can be exploited not only for the acquisition but for retention too. By doing this, they can focus on retention and driving customer advocacy across each interaction point.

C) Availability Of More Metrics: With the current age of information blast, it’s not a difficult task to know your customer well. His shopping habits, preferences, whereabouts, social media accounts are easily accessible. Obviously, when you know so much about a particular customer, it becomes way too easy to create a personalized communication with him. Moreover, the new analytics technology allows a more holistic and granular view of customer’s each and every behavioral move. Therefore, retention investments can be strategically evaluated on more dimensions than acquisition.

Of course, there might have been other reasons behind this tactical shift from acquisition to retention, which may unearth after a few more analyses and passage of time. But what is your takeaway? The fact is that while the choice between retention or acquisition is difficult, both are highly important for the sustenance of any business. Acquisition is and will always remain the most important factor in growth while retention is more helpful in guaranteeing long-term nourishment. Remember, at the end of the day, it’s not important to make a sale…it’s important to make a customer!

M&S and John Lewis Local Initiatives Support UK Suppliers

john lewis local uk business

John Lewis and Marks and Spencer have both announced new commitments to support British suppliers and manufacturers. The John Lewis local push is a large initiative that will develop more over the coming months. Marks and Spencer, meanwhile, has signed up to be one of the first customers of a newly restored cotton mill in Manchester.

The John Lewis “Locally Made” campaign will have the retailer feature locally designed and manufactured products from across the UK in dedicated areas in its shops. It’ll launch at their Leeds location on 20 October, which will showcase over 120 products from 11 Yorkshire suppliers, all of whom are based within a 30-mile radius of Leeds. All products will also be available on the John Lewis website, so Brits everywhere, as well as international shoppers, can purchase them.

This John Lewis local business project is in partnership with The Great British Exchange (GBE), which sources products from established and emerging designers, independent businesses, and British factories across the UK.  Anna Rigby, the head of buying for home accessories and gifts at John Lewis, commented, “Our Made Locally campaign, in partnership with The Great British Exchange, will help us strengthen our existing local supplier base and inevitably champion more British designers and manufacturers.”

Meanwhile, English Fine Cottons is opening a restored mill in Manchester, where the last commercial scale mill closed nearly 30 years ago. The mill will produce high-end yarn that will go to manufacturers in Italy, Switzerland, and Germany. A report in the Financial Times says that Marks and Spencer and Burberry have inquired about the line of cotton, while This Is Money reports that M&S is a customer.

These locally-made initiatives are especially compelling given the current political climate. It seems that M&S and John Lewis’s choices are signals of the times, and we can’t help but wonder if they represent the beginning of a large shift for retail.

360-Degree Video a Win for Barbour, Despite Missteps

360-Degree Video

Barbour, the luxury outerwear and fashion brand, is the latest of a growing group of high-end apparel companies to use social media and video technology to democratize the runway. It’s well-known that traditional fashion shows are populated by elite industry insiders and VIPs, but more and more consumers have gotten to experience them thanks to video streaming and social media platforms like Instagram and Snapchat. Some designers have presented their collections exclusively on Instagram, and Topshop–a Facebook and Google+ veteran–streamed its autumn/winter 2016 show on Periscope. Barbour went a step further with its spring/summer 2017 men’s collection and turned its runway presentation into a digital fashion show with 360-degree video.
The Barbour team used 360-degree cameras to capture the presentation and then uploaded the footage to its social platforms within an hour. Viewers–who were largely prompted to watch by Instagram posts and Facebook Canvas adverts–then had an almost real-time, panoramic view of the experience.

The results? The brand saw an uptick in online traffic and sales, and garnered over 7 million impressions on Instagram and Twitter. This is no small feat, considering that Barbour only has 149,000 Instagram followers and 111,000 Twitter followers.

This success speaks to the pull of 360-degree video, even when it’s not used to its full potential. Barbour could, and perhaps should, have made more use of the video format by having its models walk around the room, rather than just standing against a backdrop. Considering the money it can take to do a proper 360 video, it only makes sense to design the presentation with this panoramic view in mind.

In order to hold viewers’ interest after the novelty wears off, brands using 360-degree video will need to make their content more engaging and interactive. George at Asda’s campaign earlier this year is an excellent example of 360-degree video done right. They did a virtual tour of their branded house, and asked users to count how many clocks they saw in the video. The first user to answer correctly won £250 in vouchers. The video got over 11,000 views on Facebook and almost 1 million on YouTube.

In the case of a fashion show or other sorts of live events, live streaming will be another vital way of engaging audiences. While 360-degree video can’t yet be used this way, it’s an inevitable development as competition for attention in online video gets fiercer.

ASOS’s Success: 5 Lessons Everyone Can Learn

5 Lessons from ASOS's Success

ASOS may have recently shuttered its Chinese site, but the British fashion giant is seeing massive success on other fronts. Last week their team reported an 18% increase in pre-tax profits from the end of August through February 29. Total sales, meanwhile, grew by 21%. In the past year, more than 20% of the UK … Read more

Related Posts

Sorry, no posts were found.

[CDATA[ */ var firstInput = document.getElementById("11402_476233pi_11402_476233") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476233pi_11402_476233") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476233pi_11402_476233") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476233pi_11402_476233") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476241pi_11402_476241 ") if(firstInput && typeof(firstInput.focus) != "undefined ") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476241pi_11402_476241 ") if(firstInput && typeof(firstInput.focus) != "undefined ") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476241pi_11402_476241") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476241pi_11402_476241") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476223pi_11402_476223") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476223pi_11402_476223") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476223pi_11402_476223") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476223pi_11402_476223") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_475799pi_11402_475799") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_475799pi_11402_475799") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_475799pi_11402_475799") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_475799pi_11402_475799") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476139pi_11402_476139") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476139pi_11402_476139") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476139pi_11402_476139") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476139pi_11402_476139") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476667pi_11402_476667") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476667pi_11402_476667") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476667pi_11402_476667") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[CDATA[ */ var firstInput = document.getElementById("11402_476667pi_11402_476667") if (firstInput && typeof(firstInput.focus) != "undefined") firstInput.focus() /* //]]
[White Paper]
[White Paper]