The case study is about the local medicine manufacturers of Thailand known as Thai Drugs and its subsidiary Biomed which become the sales company for Thai Drugs. The main goal of this are accountable to analyses and criticized existing sales force organisation and reimbursement plan, explaining advantages and down sides of the prevailing salesperson management construction and creating a salesperson company, management and reimbursement strategy to increase Biomed market talk about.
About Thai Drugs and Biomed:
Thai Drugs Co. , Ltd. (Thai Drugs), a family-owned business which provided more than 100 items of drugs, which is one of the 170 small-to-mediums sized local Thai pharmaceutical manufacturers. In Thailand, five major local drug manufacturers show 53% of the full total market and other small-to-medium sized drug manufacturers reveal relax 47% of the full total market. Its main strength was in the over-the-counter market, advertising to medicine stores. It extended into the generic pharmaceutical market in 1990.
Biomed Co. , Ltd. (Biomed) was a subsidiary of Thai Drugs, which was basically a sales organization which works as Thai Drug's lone agent to sell general pharmaceuticals to the marketplace. In spite of the full total market size of 14 Billion THB for the locally made generics, Biomed makes up about THB 10 Mil that is 0. 7% of total Thai medication market. Biomed's financial position is decreasing gradually which have been matter to Thai Drugs' management; hence they made a decision to revise market and sales strategies to make it profitable.
About SALES TEAM and Business in Biomed:
Biomed contain limited sales team. Biomed sales force lead by Basic Supervisor, Ponlerd Chiemchanya, who attained his MBA from Ivey Business Institution and rejoined Biomed as the new standard manager. He was teamed with one sales manager, eleven sales staff and several sales supervision clerks. The role of salesperson was quite complex because the sales reps were the solitary contact and method of communication with the customer. The overall payment program was on par with all of those other industry. The fee and bonus payments were predicated on salesperson's sales quantity. Biomed sales were so nominal that they accounted for only. 07% share of local generic market in 2002
Existing Market Situation in Biomed:
Due to the small market share and small margins in the generics market, Biomed sales success was uncertain which have been concerns of Thai Drug's management for a couple of years. In addition, the changes in GMP (Good Manufacture Practice) requirements were likely to succeed in 2008, which means Biomed had to cover 4 million THB annually in fixed overhead to meet up with the investment standard for upgrading manufacturing most of its products. Management made a decision to give Biomed another year or two to test the capability of Biomed and make work to increase Biomed's sales and profitability. The new market strategy premiered in 2006.
Analysis of Existing Sales Role:
Biomed seems disappearing in current circumstance because sales person role is overloaded. The sales consultant was the only person who contacted the customer, which make it hard for the salesperson to understand his primary role and goal.
Sales Corresponding to Quote and Finding new Accounts:
The basic job of sales rep is to generate sales through going to customers and attaining focuses on for what these are being paid. They need to find new accounts by handling their time. Moreover, there is no principal market segmentation, no target no stress on one specific market. Sales associates were the only real person who called on any customer where they thought they could increase sales quantity.
Build and keep maintaining Romantic relationship Between Customer and Biomed:
The sales consultant was the only one who contacted the client, which will make it hard for the salesperson to understand his primary role and goal. Besides, there were no other means of advertising. Biomed didn't build brand understanding among customers. In addition, customers call must be scheduled, so that the sales agent may have visit the clients when they have time.
Price Negotiation with Customers:
On the prevailing sales strategy, there was no proper selection of discount rates and price, which creates problem for the sales representatives during negotiation with customer. The Sales representative using their experience themselves place the ultimate price with customers at the time of negotiation. Management should control the range of price so that sales associates had choice to give huge discounts to customers to close the sales.
Decision of Credit:
On the existing sales strategy, deal representative had right to decide whether he'll give customer 30 days credit or 60 days credit meaning money from a respective customer used to caught up for month or two, which effects in the cash circulation. Hence, it was a huge obstacle for financial decisions of the business.
On the other palm, on the prevailing sales compensation plan, sales representative used to get 3 % compensated bonus after they achieve their aim for. Hence the majority of the sale representative tries to achieve their target in virtually any cost. So the sales representative may give 60 times' credit to every customer which results in longer recovery period. Also the longer will be the recovery period lower are the likelihood of getting amount back again. Hence, management should acquired taken the decision of credit in line with the volume of the sale and the client profile.
On the prevailing sales strategy, there have been no written documents such as call sheet, responses form so the sales consultant have proper repository for the entire customer's opinions. Only the mean of communication was 'expression of oral cavity'. The sales representatives listen to customer problem and provide feedback to management. Hence, it was upto the sales representative if they provide reviews to management promptly. Because of this Biomed can lose relation with customer.
Market Share Intelligence:
On the prevailing sales strategy, Biomed's sales reps were already packed with other work and they're not centered on industry market and other competition' sales strategy. Hence management should have properly program and paid out sales rep work so that they collect data form market about industry and rivals to help business marketing and sales strategy in the future.
Moreover, apart from the basis existing sales role there have been other problems in the prevailing sales strategy which management must have consider:
On the existing sales strategy, one of the major reasons for low sales end result was territory management. Sales associates were not allocated any place to work within. If all the 11 sales representatives were going to their customers in three different market sections i. e. private hospitals, medication stores and treatment centers, they may acquired overlap customers.
Analysis of Existing Compensation plan:
Biomed's existing reimbursement plan got three main reimbursement slabs that are salary, percentage and bonus offer. Also bills and other benefits were provided.
On the prevailing sales payment plan, sales representative were being paid THB 5, 000 monthly which comes upto THB 60, 000 per anum. That was average sales person salary in Thailand in 2007 when this research study was produced. In those days this much salary was considered good.
Sales representatives acquire 1. 5 % with their sales volume fee with a intensifying ramp and they used to get 3% commission after they hit their goal. As mentioned on the existing sales payment plan, the annual target for a sales consultant was THB 2 million on averages. In cases like this, the management acquired relied on 'upright payment' where commissions are paid a share of sales or gross income that the sales reps create (Cron and Decarlo, 2010). This course of action motivated the sales associates to achieve their targets since relying only on salary reduces the self-assurance of sales staff regardless of achieving targets.
Bonus was paid by the end of every 1 / 4. Sales rep were paid bonus offer when they achieve their quarterly quota. In this case, typically all the sales representatives got their bonus whenever they achieve quota in yr.
Basic allowance to each sales representative was very low that is THB 380 per day. It offers all cost of fuel, hotel, entertainment and cellular phone. And most significantly as stated on the prevailing sales compensation plan "No additional expenditures are reimbursed". For an instance, if any customer was definately not the city it mean sales reps would need to pay all additional costs off their own pocket. It obviously signifies that sales reps had been hesitant to visit those customers which results in place in the focuses on of sales representative and consequently it would have effect the total market share. That would also impact the fee and the bonus products of the sales consultant.
Other benefits are affordable because company is providing medical care insurance and adding 7% in their provident finance as Thai Drugs employee.
Analysis of New Market Strategy:
New market strategy was largely focused on marketplace; product and price. Management got kept the entire proposition same as the existing online marketing strategy, i. e. , "high quality products guaranteed by excellent service".
Product Market Emphasis and Sales Strategy:
The new strategy of Biomed was to concentrate on only 10 to 15 products whereas preceding they used to market more than 100 items. Because of the existing marketing strategy, Biomed lost few orders as a result of price and longer creation time, hence the new market strategy centered on cost from low medium to medium prices. Also, due to no competitive advantage in the bidding process influenced by hospitals buying communities, Biomed was improbable to get in Hospital section; hence management has decided to offer their products only in drugstores and treatment centers. The motive behind the whole process was few products would help the company to get economies of scale i. e. earnings because large purchases of fewer products would be in series and they will not lose orders based on price.
Moreover, if Biomed can be involved of losing customers because of high price then they should think about different price strategy for different sections. However, steering clear of large hospitals portion would never raise the market show. Also, they do not have any differentiated product nonetheless they have technology of producing glucose coating tablets and multivitamins. Hence, critically, all of the strategically targeted areas are negating themselves and growing questions about their rationale.
In new strategy, sales associates are assigned almost same functions as they had before. Management should have provided all the sales representatives the entire cost and discounted price range in which they could discuss with the customers. Also, proper information should be provided to the sales reps, for example information about loaded and variable cost of goods along with transport and buying would be unsafe for the company as, Sales reps change their job from one company to another quite often. Moreover, management should have focus more on training and development lessons where new sales and marketing strategy and product knowledge should be reviewed which results in drive for the sales representatives. .
Recommended Market Strategy:
As Biomed's deals with medicine business which is of sensitive nature hence low quality risk can never be taken because it is related to living beings. Hence the entire value proposition "highly quality supported by excellent service" is very appropriate.
Marketing Strategy (Product)
More variety of products should be added in the list. If every other products can help Biomed to make more income, they must be considered. Also, addition of new product can also serve hospital section. Hence, Products should be revised
Market Target (Place)
Biomed must have centered on all the three-market sections i. e. Clinics, Drugstores and Doctor Treatment centers because this might enhance the market talk about of Biomed. Targeted place management and focused target market should be the perfect emphasis for the management. Also, effective sales team recruitment and proper records for all the sales phone calls should be properly looked after. Moreover, segmentation in different market will help Biomed to clarify the place for particular sales representative. Every sales rep will continue to work in its physical distinctive area and by concentrating on all three segments, market size will increase.
Proper Selling Price (Price)
Price strategy plays the most significant role. Firstly, the pricing strategy for the all the three sections should vary. Since high price drugs will never be appreciated to succeed the bidding process in hospital sector due to '30-baht widespread health system' in Thailand, hence good deal drugs can target hospitals. Second of all, Thai drugs have technology to create sugar coat drugs and multivitamin, which can help Biomed to give a different condition and color to medicine which identify their product from your competition. This medium to high priced drugs can be sold at drugstores and treatment centers because people are willing to pay high price for differentiated products.
Multiple Contact (Promotion):
The sales representatives were the one person who approached the customer, which will make it hard for the salesperson to comprehend his key role and goal. Hence, there should be other method of advertising to make brand consciousness among customers.
Recommended Market Strategy
Recommended SALES TEAM Management:
In the situation of Biomed, 'generalist composition' of sales force is the best option, when a sales representative sells the firm's entire product line to all or any accounts and leads, usually within a particular geographic area. Hence, proper research should be achieved within the all sections across the Thailand before allocating place on the list of sales representatives
Also, proper paperwork should be looked after for all the customers separately. For example, databases should contain customer details, specific needs and feedbacks.
Suggested Sales Representative Role:
Finding clients and potential customers.
Focus providing on the particular territory in all the three sections.
Focus selected selection of products and every week responses to the management about the customers' preferences.
Build and maintain relationship with customers.
Online link should be provided so that customers can enroll their requirements, complaints and responses.
Management should provide the price list to the sales reps in order that they have capabilities to discuss with the client.
Sales representative should send the weekly market intelligence record which helps the management to get knowledge about the market.
Recommended Compensation Arrange for Sales Representative Role:
The recommended payment plan consists of salary plus percentage plus bonus where in fact the payment plan incorporate the steadiness of a salary, the incentives of an commission and the special rewards of any reward (Cron and Decarlo, 2010). The primary reason behind recommending this course of action could it be allows the sales administrator to reward practically every activity performed by salespeople. Hence, targets would be given to each of sales rep.
First Slab: Salary on retailing products
Second Slab: Commission will get of they surpass given targets
Third slab: Quarterly focus on success quotas.
Moreover, Bonus will only be awarded to prospects sales associates who could achieve their target which includes total restoration of balance in certain quarter; ends in undisputed cash flow and help Biomed to increase circulation of products as well as cash.
Suggested Settlement Plan
Other Expenditures and Benefits:
Each sales agent should get a basic allowance of THB 380 per day and additional expenses should be reimbursed with proper submission of bills. And other benefits should be identical to the existing plan.
Case Study 2: Hamrlick Brewing
The research study is about a beer brewing company in USA called Hamrlick Making Company. The main aim of this report is to analyses the product market and syndication strategy of Hamrlick Brewing, also to determine the new distributors considered by the management to expand their distribution stations and describing the relative advantages and disadvantages in aligning with the proposed distributors
About Hamrlick Brewing
Hamrlick brewing company was founded by Make Hamrlick who was former Chicago law enforcement office the year 2006. The main motive of the company was to brew "finest ale on the planet". After reviewing more than 90 different types of beers from large and small breweries from different countries, Hamrlick and his management evaluated various formulations of German and Czechoslovakian types of pilsner and bock beers. Following the several informal taste-tasting session of ale with the brand Saxonbru Superior Lager was initially introduced on the market in the year 2009. Brewing plant was found in Elmhurst, Illinois since it was near to Chicago for the ease of distribution in Chicago area. As time passes and general public offering, Hamrlick making company has improved their making equipment and extended their business to full volume.
Current Market Research of Beer Industry in USA:
Beer is the most significant alcohol segment in U. S. In a calendar year, compare to all or any the alcohol bought from the country, beer accounts upto 85% of total alcoholic beverages sold and produce a large amount of money. In USA, Anheuser-Busch, Southern African Breweries' Miller and Molson Coors are the well-known brewing companies and produce more than 79% of beer sales in the united states. The brewers' keys to the success will be the expanding market share, increasing liquor price and improving efficiency of the production (Goldammer, 2008). While using increase in amounts of big players in the ale industry, the small and the traditional brewers in the United States market are declining in a high rate. Generally they are closed if not sold to a more substantial making company.
The general trends, product development and segmentation of beverage industry in United States have been discussed according to the case study.
Trends in the Ale Industry in USA:
The alcoholic beverages market in USA has been stymied over the past several years largely due to the stricter enforcement and stiffer penalties for vendors and consumers in violation of relevant role. And yes it was affected anticipated to increased fees and also legalization of "happy hours"
The above graph indicates the quantity of liquor assumption in USA from the entire year 2005 to 2010. In 2005 ale sales in america was 23. 8 billion liters and it goes up so just a bit to 23. 9 billion liters in 2010 2010 which reveals a rise of 0. 06% per 12 months. In USA beer sale is relatively better than wine beverages and other nature categories. THE UNITED STATES brewing industry had been consolidating rapidly
Despite of overall downward pattern, some brand and companies still experienced a profit due to product and marketing effort. The intro of light ale was originally for feminine consumers, but it comes with an impact on the total market because the number of beer drinker had increased at a time of slow growth in the entire population.
The USA beverage market could be segmented either based on product origins or recognized price/quality. Product origin was related to either manufactured in home or brought in while quality/price was related to ultra premium, top quality, popular and transfer & area of expertise beers.
Characteristics of Hamrlick Ale Company:
Market Examination of Hamrlick Ale Company
At the start, market was very constrained since there ale had not been pasteurized and company hadn't enough capitals to effort refrigerated truck. In the beginning, the marketplace radius was only upto 35 kilometers to serve the fresh beer; with time the company added refrigerated vehicle and a truck to boost the delivery area. Saxonbru beer was segmented as a super-premium beer no preservatives and additives are added during developing which means there were only four ingredients in the bottle: barley, drinking water, hops and fungus. Moreover, Hamrlick can happily declare that beverage was brewed in rigorous accordance with 'Reinheitsgebot' i. e. the ale follows the German purity laws of 1516 that shows that the product quality was the main standards for the Saxonbru beverage. Also, Saxonbru enjoyed both product origins or recognized price/quality factors of segmentation in USA as it possessed European formula.
Product Development for Hamrlick Ale Company
As the beer industry in United States fluctuated intensely as in 2010 2010 market share was fallen down from major manufactures. To compensate the effect Hamrlick Beer Company worked on the product development. Also in the year 2012, these were planning to present 'Bock Beer', which is a dark beer created from chocolates malt which is actually adopted from European countries.
Segmentation for Hamrlick Beer Company
Saxonbru beer was segmented as a super-premium ale; hence it was more quality very sensitive than price sensitive. Based on general market trends toward usage of beverage in United states, the overall ale sales was 23, 887 million in liters in the year 2010, out of which 1900 million in liters was domestic premium beer and 2, 899 million in liters was brought in. This indicates as positive response for Hamrlick Ale Company since Saxonbru ale possessed European formulation. Also, in United States beverage sales were lowered an estimated 1. 3% by level in the entire year 2011 and by 1. 2% in year 2010 whereas brought in beer sales were increased by 1% in the year 2011 and by 5% in the year 2010 (Brewer Association Formal Website, 2012).
SWOT Research of Hamrlick Ale Company
Higher concentration on hops compares to most American beer
Contained no additives
Introduction of bock ale manufactured from "all delicious chocolate malt".
Use of "smart cover" with double seal to avoid oxidation.
Premium Price compare to most American beer
Limited circulation channel
Segmentation and Concentrate on Market
Limited focus on market
Opportunities to grow its product line to international market.
New Product Development
Beers for health and fitness conscious ale drinker
Low alcohol ale such as draft beers, microbrew, dry beers.
SAB Miller and Anheuser Busch InBev
Other Authorities Roles
Stricter administration and stiffer penalties for traders and consumers in violation of applicable laws.
Higher prices credited to increased taxes
Legislation at the state levels that imposed stiffer fines for drunk driving
The legalization of "happy hour"
Current Distribution strategy in USA:
"The distribution route is a set of interdependent organizations involved in the process of making something or service available for use or utilization" (Coughlan et al. , 2006).
The ale industry in United States is prepared into a so-called "three-tier" syndication system: Brewers and Importers, Wholesalers and Suppliers.
Under this technique, brewers and importers sell their products to wholesalers who subsequently sell to the retailers. As described above, when expresses took over legislation of the three tiers after Prohibition, they thought we would either permit or immediately control sales and syndication. These regulations (known as "tied house" regulations), adopted at their state and national levels, determine how alcoholic beverages are sold and how the various tiers of the industry interact.
Brewers and Importers
This tier includes businesses that brew ale and other malt drinks, and companies that transfer malt beverages for consumption in america. The brewing tier also contains company-owned product packaging and wholesaling functions. Brewers include major multistate multi-operational brewing companies, local brewers, microbrewers, and brewpubs.
Beer wholesalers provide as the center tier in the three-tier system. They purchase ale from suppliers and importers and, in turn, sell beer to retailers. In general, a brewer places the general price at the brewery (freight on board, f. o. b. ) but may vary price by region of the united states in response to different demand and levels of competition.
Wholesale Consolidation: Since 1995, the amount of distributors has fell from 5, 500 to about 2, 000 as smaller multi-brand wholesalers have been bought out. Growing costs as well as the need for scale and then for broad, well-balanced portfolios has powered consolidation among U. S. beverage wholesalers.
Finally, the third tier of the industry immediately sells products to the consumer either by on-premise or off-premise sales. On-premise suppliers were those retailers that sold beverages to be consumed at that location. Included in these are restaurants, hotels, bars, etc. Off-premise stores were those that sold beverage for utilization in locations apart from those in which they are sold.
Retail Loan consolidation: During the last decade roughly, the off-premise retail section for beer has changed significantly. While traditional liquor stores and mom-and-pop procedures continue to take into account a significant talk about of off-premise beer sales however in ever decreasing figures, countrywide retail chains-supermarkets, medication stores, membership golf clubs, or convenience stores-are progressively more accounting for a growing share of total market volume.
Analysis of Distribution technique for Hamrlick Making:
By the end of 2010, when Hamrlick brewer began operating its full capacity, the creation rises upto 12, 500 gallons of Saxonbru a week. The management made a decision to expand its syndication part of 35 mile radius in Illinois since Chicago was regarded as a relatively price-sensitive market which shows it was one of the toughest market segments for the premium beers.
Analysis of Different Distributor
The work of the channel vendors includes the performance of several marketing circulation. The production derives from the value end-users place on the service outputs resulting channel efforts. Circulation in this case is thought as "functions or activities being done at different factors with time by different route participants" (Coughlan et al. , 2006).
According to the case study, Hamrlick consider three potential marketers in United States combined with the own distribution route. Below, the route move for the three vendors is analyzed below:
Kalagwine Route Flow
More than 80 sales staff available on the market.
Refrigeration and wasan will be provided
Big control on market and other 19 states of USA.
Intend to supply point of purchase materials, glassware, t-shirt, and other promotional what to promote the product.
Enlarge distributor of Saxonbru pilsner and bock into other considered market segments where Kalagwine is commonly superior.
Approved to undergo all large costs and spending of promoting, selling, and distributing Saxonbru pilsner and bock.
Believe that goal of US$ 22. 50 locally and US$18. 50 outside Chicago area will be performed.
Intended to sell Saxonbru at the front range prices of US$ 39. 00 per circumstance and US$ 140. 00 per keg.
There were 'No guarantee' for the business and or its subsidiary for successful distributing of Saxonbru pilsner
In experience in sales and distribution of beverage.
No guarantee of achieving margin and inventory turnover.
Bitswells Investment in Flow
Bitswell hired 40 sales staff in Chicago.
Refrigeration and you will be provided
Well sent out at both on / off premise vendors.
Develop source point of purchase materials and other promotional items
Concentrate on establishing Saxonbru pilsner and bock as excellent high quality beers in Chicago Market.
To develop and keep maintaining consumer knowing of Saxonbru
Accept to handle any new products that Hamrlick Brewing should grow in the foreseeable future.
Agreed to carry 75% of all significant costs and expenses involved in the promotion, advertising and distributing
Convinced to advertise Saxonbru beer at US$37. 50 per circumstance and US$145 per keg
Convinced to set front brand price for Saxonbru ale at US$25. 75 per circumstance and US$98. 50 per keg.
Only concentrated about Chicago Market.
Hansfire's Investment in Flow
Employed around 25 sales representatives in Chicago.
Limited vehicles available.
Agreed to publicize Saxonbru pilsner and bock.
Agreed to develop and maintain customer recognition.
Agreed to bear 50% of all significant costs and expense involved in the promotion, sales and distribution.
Planned to set the purchase price US$80. 00 per keg, US$21. 50 locally per circumstance and US$20. 00 outside Chicago area.
Planned to create the front line price of US$29. 75 per circumstance and US$ 108 per
Mostly focused in Illinois market somewhat than other area of the country.
Other than Chicago area, no sale representative is pointed out.
Advantages and Down sides of Distributors
Advantage: Kalagwine supplies the best financial offers for The Hamrlick Making Company; they decided to support 100% of all the significant cost, as well concerning provide most of refrigerated vehicles needed. The sales force of Kalagwine is a lot better than the competitors which is distributed in greater marketplace, it rules the complete USA, not only Chicago. Kalagwine possessed considerable experience in the importing and distributing of wines. Also management efficiency, Kalagwine applied 80 sales reps in market place which explain so it has extensive market coverage.
Disadvantage: Irrespective of so many good stuff offered by Kalagwine Distributor possessed a high reputation of selling wine beverage; however Kalagwine possessed no experience for distributing beers.
Advantage: Bitswell got also offered good finance support since they decided to cover 75% of all significant cost for promotional goal. For the prospective market, Bitswell got a major control over the Chicago Market, given that they got experience in importing and developing ale in the Chicago market for a number of imported and superior beers. That they had also decided to handle any future products of from Hamrlick Brewing.
Disadvantage: The total market visibility is considerably small compare to other distributors. As well as had comparatively minimal sales associates.
Advantage: Hansrife is extreme in Illinois market area and has a strong syndication position in Chicago area near the manufacturing facility of Saxonbru beverage. Also, that they had a long experience of campaign and sales of beers as well as they disperse deserts and home wines.
Disadvantage: The full total market vulnerability is substantially very slim compare to other distributors. Hamrlick itself distributes Saxonbru into 35 mile radius that includes Illinois market. This would be waste products of resources considering Hansrife as a distributor
Very limited vehicles
Control on Market Area
Chicago market and other 19 states
Highly concentrated in Chicagoan market
Only Illinois Market
Limited Illinois market
Investment capacity for Promotion
Bear 100% promotional expenditures with few exceptions
Bear upto 75% expenditures of promotional expenses
Bear upto 50% bills of promotional expenses
Difficulties in achieving retailers.
Price Offered (US $)
Wholesale case 22. 50
Locally 18. 50
Case 37. 50
Case 21. 50
Case 36. 50
Suggested Distributor for Hamrlick Brewing:
From these analysis, I'd like to suggest Hamrlick Brewing Company to choose mixture of two marketers: Kalagwine and Hansrife distributor.
Kalagwine is mainly decided on for having a solid presence in larger marketplace, in many big locations of United States and relatively higher sales associates, whereas Hansrife is determined because of its long experience of advertising and sales of beers and also Hansrife has extreme market completely Illinois including Chicago market area.
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