Nestle: The Nestle Boycott

Addressing a Wicked Problem - Strategic Solutions Through Financial Analysis

Authored by Ibukun Anani, Xiaoping Liu, and Lucas Blaustein

Executive Summary
The Strategy For over twenty years the worlds largest agribusiness firm has fought against the wicked problem of the Nestle Boycott. Since the early 2000s 152 nations worldwide have enacted strict laws and regulations outright banning or greatly restricting the marketing of breast milk substitutes. In the markets of Nigeria and China, Nestle has an opportunity, garner greater value through new product ideation and rebranding via three strategic solutions.

In examining the business environment through models such as SWOT, Porters Five Forces, VRIO, and SCP, it became evident that consumer perceptions and company products were sometimes misaligned, thus fueling the Nestle Boycott. Industry analysis revealed threats from emerging baby food health brands like Happy Family, owned by Danone, and Plum Organics, owned by Campbell Soup (two of the fastest growing brands in the U.S. food market). Firm analysis showed growth opportunities in developing countries. Environmental analysis reflected that in lower income developing nations, unclean water played a much more important role in the boycott campaign, whereas in higher income developing nations, issues related to food safety and traceability where of much greater importance.

It was decided to thus restrict solutions to the lower income developing nation of Nigeria, and the higher income developing nation of China. In year 2013, the Chinese baby food market was worth approximately 14 billion dollars. The Chinese market is expected to grow by a compound annual growth rate (CAGR) of 10.47% to a total size of 28 billion dollars by the year 2020. And in the nation of Nigeria, Nestle has worked hard to establish a 54% market share in an estimated 193 million dollar industry; an industry growing at a CAGR of 5.7%, expected to reach a total value of 266 million within the next decade.

In year 2013, China announced an initiative directed at increasing the number of exclusively breast-fed children from 22% to over 50% by 2020 in economic terms this means the market
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for Nestls products will decrease by 6.2 billion dollars over the next seven years. Nigeria took even more drastic measures, and recently introduced a bill to mandate exclusive breastfeeding for all infants below 6 months of age. The bill was defeated, but the message was clear governments are concerned, and they are not afraid of limiting Nestls market access.

To help confront these serious issues, three strategies are proposed: 1) the introduction of Nestle premixed or mixable formulas, which would reduce the alleged risks of unsafe drinking water in the lower-income developing market of Nigeria; 2) rebranding Gerber Organic Baby Food as Nestle Organic Baby Food for introduction into the higher-income developing nation of China; and 3) entering partnerships with key notfor-profit stakeholders like the International Baby Food Action Network (IBFAN), the World Health Organization (WHO), and the United Nations Children Fund (UNICEF). Due to the limits of quantifiable data, applicable research was restricted to only the first two proposed strategies.

To help confront these serious issues, three strategies are proposed.

By rebranding Gerber organic products as Nestle organic baby food in China, Nestle would capitalize on growing market demand, while avoiding the government regulation that is likely to harm long-term growth in the breast milk substitute market. Organic baby food meets the Peoples Republic of Chinas strict guidelines with respect to the marketing of food items, while also increasing the consumer lifetime value of infants and toddlers by reaching beyond the six month to one year purchasing window for baby milk powder. Rebranding also minimizes the risks associated with lack of product recognition, as Nestle is far better known in the Chinese market than its Gerber subsidiary. Nestls logo also meets Chinas new regulations, which ban displaying images of infants on products, thus restricting usage of the current Gerber logo.

In Nigeria, introduction of premixed formula would all but eliminate the threat posed to infants by unsafe drinking water (water being a required ingredient in the preparation of baby milk

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formula). Such product introduction would lessen the criticisms against Nestle by organizations like UNICEF and the WHO, as well as further position Nestle as a leading corporate citizen.

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Contents
Executive Summary (pg. i-iii)

The Nestle Boycott

Qualitative Analysis of Nestle (pg. 1-9) History to Present Day (pg. 1-3) Environmental Analysis Strategic Models (pg. 3-9) Quantitative Analysis of Market (pg. 10-13) Quantifying the Problem (pg. 10) Stratification of Problem by Amount of Disposable Income (pg. 10) Financial Impact of Problem on Target Markets (pg. 11-13) Solutions (pg. 13-26) Strategy One (pg. 13-14) Current Financial Position of Nestle Nigeria (pg. 14) Strategy Two (pg. 14-15) Current Financial Position of Nestle SA (pg. 15) Strategy Three (pg. 15-16) Conclusion (pg. 16) References (pg. 17-18) Graphical Addendum (pg. 19-22)

Authored By: Ibukun Anani Xiaoping Liu Lucas Blaustein

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Nestle: The Nestle Boycott

Addressing a Wicked Problem - Strategic Solutions Through Financial Analysis

Qualitative Analysis of Nestle

History to Present Day The Nestle Boycott is an international campaign directed against multinational conglomerate Nestle S.A. It began on the 7th of July, 1977 in the United States, and has since spread globally to Europe, Asia, and Africa. The boycott accuses Nestle of using highly aggressive and sometimes unethical marketing campaigns to increase the use of breast milk substitutes (baby milk formula) in less economically developed countries (LEDCs). The campaign further supposes that intensive use of infant formula has resulted in an increase in infant mortality, malnutrition, and other negative health-related conditions for a variety of reasons from reliance on unsafe water supplies to unnatural products.

In recent years the boycott has gained significant momentum. The current movement is organized by the International Baby Food Action Network (IBFAM), who have successfully lobbied international organizations, receiving recognition from distinguished and well-known not-for-profits like the United Nations Childrens Fund (UNICEF). With the advent of social media, the Nestle Boycott has increased its visibility, establishing presences on major social media networks such as Facebook.

What began as a small movement in the late 1970s has since transformed into a wicked problem for Nestle.
UNICEF Documentary: Formula for Disaster

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Recent news reflects that the Nestle Boycott is growing in other ways, and has begun to implicate not only Nestle, but also joint venture partners such as Google (Worstall). Negative press is harming the Nestle brand, and causing confusion, as well as fear among consumers and world citizens.

Increased press has caused governments to take notice. Pressured by non-for-profits like the World Health Organization (WHO), over 152 nations have partially implemented the International Code of Marketing of Breast-milk Substitutes (WHO), which severely limits and curtails the marketing and sale of many types of baby food.

Without decisive action, Nestle faces severely curtailed, if not completely restricted access in many of the most important markets for baby food around the world.

Environmental Analysis Strategic Models Understanding the Nestle Boycott first required a thorough grasp of the environment surrounding Nestle, the largest agribusiness firm in the world. First, two models were used to examine the nature of the industry in which Nestle participates. Application of Porters Five Forces demonstrated that the bargaining power of suppliers was low, the threat of new entry was also low, yet both the bargaining power of consumers and the threat of substitutes was high leading to an overall industry that displays medium rivalry among firms (REFER TO TABLE A). Application of Structure, Conduct, Performance (SCP) showed that Nestle is operating in a stable grow-the-pie industry, with industry average return on equity (ROE) of around 16.65%, return on assets (ROA) around 9.08%, and high average growth rates of around 13.44% (Reuters) (REFER TO TABLE B).

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Once industry analysis was completed, Strengths, Opportunities, Weaknesses, and Threats (SWOT), in addition to Value, Rarity, Imitability, and Organization (VRIO) were applied to determine strategic implications for Nestle at the firm level. VRIO revealed that Nestls only sustainable competitive advantage was its brand recognition (REFER TO TABLE C). SWOT showed significant opportunities in developing nations, as well as the market for organic and natural food, but an imminent threat from small growing organic and natural baby food companies like Happy Family and Plum Organics (REFER TO TABLE D). Firm analysis demonstrated that strong awareness of Nestle brands was potentially increasing the virulence of the campaign against breast-milk substitutes. Strategic modeling also revealed that consumer perceptions and company products were sometimes misaligned, thus fueling the Nestle Boycott.

Strategic modeling also revealed that consumer perceptions and company products were sometimes misaligned, thus fueling the nestle boycott.

Combined firm level and industry level strategic modeling aligned well with Nestls internal estimation of strategy (REFER TO TABLE E).
Emerging Organic Baby Food Market

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Table A Porters Five Forces

Bargaining Power of Suppliers Low, commodity suppliers, homogenous product Rivalry Among Firms Medium rivalry among firms, good brand recognition, but large competition to keep customers and to differentiate products Bargaining Power of Consumers High, lots of substitutes, and low switching costs

Threat of Substitutes High threat of substitutes, lots of similar products in the marketplace

Threat of New Entry Low threat, large capital requirements for new firms

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Table B SCP

Structure

Conduct

Performance

1. 2. 3. 4.

Few firms Many customers Nature of sales? Large vertical integration 5. Moderate barriers to entry 6. Large exist barriers

1. Moderate realization of potential 2. Price fixing 3. Tacit collusion 4. Pressure on suppliers 5. Competition on advertising and innovation 6. Stable, grow-the-pie industry

1. 2. 3.

1. 16.65 Industry ROE 9.08 Industry ROA Large profits

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Table C VRIO
Exploited by the Organization Competitive Implication

Variable

Valuable

Rare

Costly to Imitate

Economies of Scale Good Brand Recognition Economies of Scope Integrated Supply Chain Good R&D

Yes

No

Competitive Parity

Yes

Yes

Yes

Yes

Sustained Competitive Advantage Competitive Parity Competitive Parity Competitive Parity

Yes Yes Yes

No No No

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Table D SWOT

Strength

Weakness

Economies of Scale Good Brand Recognition Economies of Scope Integrated Supply Chain Strong R&D

Bad Company Reputation o Poor CSR Inconsistent Production Quality

Opportunity Market Growth Opportunities in Developing Countries Growing Demand for Organic and Natural Goods Increase Need for Healthier Products

Threat Lack of Infrastructure in Developed Countries Government Regulation Boycott Campaigns Growth of Smaller Organic/Natural Companies (Puppy Dog Strategy)

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Table E Nestle Strategy

Source: Nestle.com

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Quantitative Analysis of the Market

Quantifying the Problem Putting values behind the immense problem that Nestle faces is one of the most important quantitative aspects of addressing the Nestle Boycott. Due to the size and scope of the boycott, it was decided that the most effective method of addressing the problem would be to begin by examining the economic impact of the boycott campaign in two of Nestls most important developing markets the markets of Nigeria and China.

Stratification of Problem by Amount of Disposable Income The markets of China and Nigeria were chosen not only for their importance to Nestle, but also because research on the Nestle Boycott revealed that the nature of the boycott campaign changes depending upon the disposable income of the country. Regression analysis showed that while disposable income has less of an impact on market growth in Nigeria, disposable income has had a significant impact on shaping the market for breast-milk substitutes in China. By stratifying the problem into lower and higher income developing nations, the Nestle Boycott becomes easier to address.

By stratifying the problem into lower and higher income developing nations, the Nestle Boycott becomes easier to address.

For example, environmental analysis revealed that in lower income developing nations, unclean water played a much more important role in the Boycott campaign (UNICEF), whereas in higher income developing nations, issues related to food safety and traceability where of much greater importance (Tang).

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Financial Impact of Problem on Target Markets With respect to China, a regression model was constructed using the historic Chinese live births and disposable income. This model was used to forecast the annual growth of the Chinese market

Regression Functions
Initial assumptions following economic theory were that market growth in baby food with respect to China and Nigeria would have some relation to the following variables: 1) 2) 3) 4) 5) Live birth rate Disposable Income in USD Population Time Market Size in USD

Live birth rate, market size, and disposable income were collected from the Euromonitor International database. Population metrics were taken from the World Bank. Historic data was used beginning in year 1999, the first available year for each metric. The following regression function was then constructed:
= + + +

With respect to Nigeria live birth had a correlation with the other three variables (time, population, and, income). As a result, a regression function only using live birth was constructed:
= . + . +

The regression function for Nigeria displayed soundness of fit, (summary statistics can be found in Addendum: Table 1). With respect to China live birth also had a correlation with the other three variables (time, population, and income). As a result, a regression function only using live birth was constructed:
= . . +

The reason for the negative coefficient is suspected to be because of Chinas policy of One family, one child. Verified against Chinas data, live birth has a decreasing trend and the baby food market has an increasing trend, thus causing a negative coefficient. Testing for soundness of fit failed (summary statistics can be found in Addendum: Table 2). As live birth and income are not correlated at 90% confident level, (p value = 0.0233), correlation was ignored, resulting in the following new regression:
== . + . + . +

The new regression function for China displayed soundness of fit, (summary statistics can be found in Addendum: Table 3).
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for baby food in USD. According to the model the Chinese market for baby food is expected to grow by a compound annual growth rate (CAGR) of 10.47% from 13 billion dollars in 2012 to around 28 billion dollars in 2020. The consumer lifetime value (CLV) of a baby in China is expected to grow by a CAGR of 13.7% from $834.00 in 2012 to $2045.00 in 2020.
10,000.0 5,000.0 0.0 20,000.0 15,000.0 30,000.0 25,000.0

Chinese Baby Food Market (millions USD)

1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019

Responding to the Nestle Boycott campaign, in October 2013 the Chinese government announced that it was enacting new restriction from the UNICEF International Code of Marketing of Breast Milk Substitutes (Stanford). These sweeping new measures include banning the images of children on baby food products, and raising the number of women who exclusively breast feed in the first six-months of life from 28% (UNICEF) to 50% by 2020 (Stanford). These new measures translate into a loss of 22% of future customers for Nestls baby food products in China, accordingly, the economic impact is a 6 billion dollars loss in market size over the next 7 years (using CLV values in 2020).

With respect to Nigeria, a regression model was constructed using historic Nigerian live births. This model was used to forecast the annual growth of the Nigerian market for baby food in USD. According to the model the Nigerian market for baby food is expected to grow by a compound annual growth rate (CAGR) of 5.7% from 180 million dollars in 2012 to around 266 million dollars in 2020.

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The Nigerian government, greatly concerned by the very low 19% rate of mothers that exclusively breast feed, drafted and voted on a bill that would make exclusive breast feeding mandatory for all children below the first year of age. The bill was defeated, but the message is clear as Nigeria has the highest infant mortality rate in the world at 78 dead per 1,000 born, the Nigerian Baby Food Market (millions USD)
300.0 250.0 200.0 150.0 100.0 50.0 0.0

government is motivated to action against the impact that unsafe water is having on the health and wellbeing of Nigerian infants fed with breast milk substitutes. If the law had passed, Nestle would have immediately lost access to a 193 million dollar market, in which they have a 51% market share. Something has to be done to address

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

the Nestle Boycott.

Solutions
Strategy One The first strategy to address the Nestle Boycott is to introduce pre-mixed liquid formulas and mixable containers into lower income developing nations with unsafe drinking water. To test the effectiveness of this strategy, it is proposed that Nestle embark on a pilot program, beginning with the manufacturing of currently existing liquid formula products through existing plants and facilities at Nestle Nigeria PLC (Nestle Nigeria). By creating a premixed formula, unsafe local drinking water would be taken completely out of the equation, thus removing the number one concern of the Nestle Boycott.

Nestle Nigeria had a large and stable market share in 2012 at around 54%, and has been investing heavily in expanding local infrastructure and capacity, including the completion of a water processing plant in June of 2005 (Manufacturing Operations in Nigeria). Strategically, the
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introduction of a premixed liquid formula would be in-line with Nestls commitment to both nutrition, health, and wellness, as well as a strategic focus on developing markets. Liquid formulas only require refrigeration once opened, and can stay shelf-stable for up to half-a-year. With an average age of inventory of 48 days, there is little risk that the product would spoil before reaching consumers.

Current Financial Position of Nestle Nigeria Nestle Nigeria is currently in a sound financial position. Pro forma analysis of financial statements revealed a gross margin of around 43%, considerably higher than the industry average of 24.72%. Operating margins were also quite high at 22%, twice the industry average of 11%. With 54% market share, Nigeria is not only extremely valuable to Nestle, but it also is an excellent test market.

Strategy Two The second strategy to address the Nestle Boycott is rebranding Gerber Organic Baby Food and launching it in higher income developing nations as Nestle Organic Baby Food. China should be used as a test market for the strategy for multiple reasons. First, as in much of the developed world, Chinese consumers are far less aware of the Gerber brand, than the much more widely recognized Nestle brand. Second, as China has recently committed to implementing aspects of the International Code of Marketing of Breast Milk Substitutes, outright banning the usage of images of infants on baby food, Gerbers iconic logo can no longer be prominently displayed on any products in the Chinese market. As over 154 nations have at least partially implemented the marketing code, it would behoove Nestle to capitalize on their strong brand awareness to help market their acquired lines of Gerber baby food.

Why organic? As previously mentioned the chief concern of Chinese citizens is currently food safety and traceability. The current market for organic food in China is immense, at 1.5 billion (Organic Food in China). This is due considerably to the Chinese policy on GMO varietals, with currently no GMO food crops approved for commercial production (Wilson Center). With the
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number of exclusively breast fed babies set to increase from 22% to 50% in the next seven years, it is critical that Nestle introduce a product that a) extends consumer lifetime value and b) helps address the current unmet need for organic baby food in the Chinese market.

Current Financial Position of Nestl SA As Nestls Chinese operations are run through corporate, and China does not have its own company like Nestle Nigeria, only the financial position of Nestle SA was examined.
Percentage
70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 13.91% 2009 2010 14.91% 2011 15.11% 2012 14.47% 2013 35.38% 57.99% 58.21% 47.24% 47.50% 47.61%

Nestle SA Gross and Operating Margins

Like Nestle Nigeria, Nestle SAs current financial position is quite sound. Gross margins for 2013
Gross Margin

Years
Operating Margin

were calculated to be around 47.61%, much higher than the industry average of 25.13%. Operating margins were around 14.47%, roughly 3% higher than the reported industry average (Reuters). There is a visible spike in operating margins in 2010 due to the sale of a one of Nestls larger brands.

Strategy Three The last strategy proposed in addressing the Nestle Boycott was partnering with the opposition, engaging with the non-for-profits that manage the Nestle Boycott like UNICEF, IBFAN, and the WHO.

Nestle is the worlds largest agribusiness company, with a strong set of values and ambitions. The firm largely sees itself internally as the worlds premier supplier of healthy and high quality products. This internal perception is not being effectively communicated. By partnering with the
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opposition, Nestle may be able to garner additional insight into why consumer perceptions of its brand have degraded with respect to baby food, in the hopes of rectifying misconceptions and improving consumer knowledge of existing corporate responsibility.

For the purposes of this paper this solution was rejected due to lack of quantifiable data. While open to qualitative analysis, research necessitated access to financial data, which is simply not present in solution three.

Conclusion
The Nestle Boycott is a wicked problem that has plagued the worlds largest agribusiness firm for nearly three decades. The banners of groups that could be considered fringe have since been taken up by well-respected organizations such as the WHO and UNICEF. Actions by governments and non-for-profits show that Nestle cannot stand idle while the market for its products shifts. With strong financial positioning, it is strongly suggested that Nestle further examine the possibility of introducing pre-mixed liquid formulas into Nigeria, and re-labeled organic baby food into China. Both projects could be undertaken as test cases for later introduction into lower income and higher income developing nations. There is an undeniable opportunity to address the Nestle Boycott through strategic solutions and financial analysis, and in doing so cure an age old wicked problem.

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References
1. Bushak, Lecia. "Breastfeeding In China: Officials Promote Practice By Tightening Rules, Citing Infant Formula Risks." Medical Daily. Medical Daily, 29 10 2013. Web. 8 Dec 2013. <http://www.medicaldaily.com/breastfeeding-china-officials-promote-practice-tightening-rules-citinginfant-formula-risks-261284>. Chen, Te-ping, and Laurie Burkitt. "Infant Formula Scare Spurs China Breast-feeding Push."The Wall Street Journal. The Wall Street Journal, 31 05 2013. Web. 8 Dec 2013. <http://online.wsj.com/news/articles/SB10001424127887324412604578517380659012240>. "Country Implementation of the International Code of Marketing of Breast-Milk Substitutes ." WHO. World Health Organization, n.d. Web. 8 Dec 2013. <http://apps.who.int/iris/bitstream/10665/85621/1/9789241505987_eng.pdf>. Euromonitor International. Web. 8 Dec 2013. <http://www.euromonitor.com/usa>. Guilford, Gwynn. "The Chinese government really, really wants babies to breastfeed. Got that, Danone?."Quartz. Quartz, 16 9 2013. Web. 8 Dec 2013. <http://qz.com/124630/the-chinese-government-really-really-wantsbabies-to-breastfeed-got-that-danone/>. "International Code of Marketing of Breast Milk Substitutes ." WHO. World Health Organization, n.d. Web. 8 Dec 2013. <http://whqlibdoc.who.int/publications/9241541601.pdf>. Lin, Liza. "China Pushes Breastfeeding Amid Medical Bribe Crackdown." Bloomberg News. Bloomberg News, 30 10 2013. Web. 8 Dec 2013. <http://www.bloomberg.com/news/2013-10-30/china-pushes-breastfeeding-ashealth-bribe-crackdown-intensifies.html>. Ma, Tianjie. "Wielding the Double-Edged Sword: The Chinese Experience with Agricultural Genetically Modified Organisms." Wilson Center. The Wilson Center. Web. 8 Dec 2013. <http://www.wilsoncenter.org/publication/wielding-the-double-edged-sword-the-chinese-experienceagricultural-genetically-modified>. "Nestle Nigeria PLC." Reuters. Reuters, 12 8 2013. Web. 8 Dec 2013. <http://www.reuters.com/finance/stocks/financialHighlights?symbol=NESTLE.LG>. "Nestle NL." Bloomberg. Bloomberg News, 12 8 2013. Web. 8 Dec 2013. <http://www.bloomberg.com/quote/NESTLE:NL>. "Nigeria: Why breastfeeding is becoming unpopular, by mothers." Healthy Newborn Network. The Guardian Nigeria, 12 08 2013. Web. 8 Dec 2013. <http://www.healthynewbornnetwork.org/press-release/nigeriawhy-breastfeeding-becoming-unpopular-mothers>.

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"Organic Food in China." Organic Food in China. N.p.. Web. 8 Dec 2013. <http://www.organicfoodinchina.org/>. Popeski, Ron, Adam Rose, and Ben Blanchard, eds. "China tightens rules again to promote breast feeding." Reuters. Reuters, 29 10 2013. Web. 8 Dec 2013. <http://www.reuters.com/article/2013/10/29/us-china-milkidUSBRE99S0LD20131029>. Stanford, Kaitlin. "China to Boost Breast-Feeding Rates by 50 Percentin the Next 7 Years." In the Loop. Mom and Me, 13 08 2013. Web. 8 Dec 2013. <http://mom.me/in-the-loop/8682-china-boost-breastfeeding-rates50-next-7-years/>. Tang, Didi. "How China Plans To Raise Breastfeeding Rate 50 Percent In 7 Years." Huff Post: Parents. The Huffington Post, 09 08 2013. Web. 8 Dec 2013. <http://www.huffingtonpost.com/2013/08/12/chinabreastfeeding-rate_n_3744038.html>. "Top Food & Beverage Companies on the 2013 Inc. 5000." Inc.. Inc.com, n.d. Web. 8 Dec 2013. <http://www.inc.com/inc5000/list/industry/food-beverage>. WHO Database. Web. 8 Dec 2013. <http://www.who.int/library/databases/en/>. World Bank. Web. 8 Dec 2013. <http://data.worldbank.org/>. "World Health Organization." WHO. World Health Organization, 6 12 2013. Web. 8 Dec 2013. <http://www.who.int/gho/en/>. UNICEF Statistics. Web. 8 Dec 2013. <http://www.unicef.org/statistics/>. "2013 Nine Months Sales Conference." Nestle. Nestle, 17 10 2013. Web. 8 Dec 2013. <http://www.nestle.com/asset-library/documents/library/presentations/sales_and_results/2013-nine-monthsales-conference.pdf>. "2011 Nestl WHO Code Compliance Record: Annual External Report." Nestle. Nestle, n.d. Web. 8 Dec 2013. <http://www.nestle.com/asset-library/documents/r_and_d/compliance/2011-external-report-codecompliance.pdf>. Image Resources taken from Nestle.com and Google.com/images

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Graphical Addendum
Addendum Table 1: Summary Statistics of Nigeria Regression

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Addendum Table 2: Summary Statistics of China Regression Rejected

Summary of fit: RSquare=0.307141 RSquare Adj=0.249403 Analysis of Variance F ration=5.3195

Addendum Table 3: Summary Statistics of China Regression Accepted

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Photo 1: Example of Product for Nigerian Market

Photo 2: Example of Product for Chinese Market

NOTE: Both Products Would Be Rebranded as Nestle; Pictures for Comparison Only

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Video 1: Example of Group Work

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