NEEDS TO BE DONE IN HARVARD STYLEsomeTitle 54. 55. 56. 57. Page 257 Ibid....

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NEEDS TO BE DONE IN HARVARD STYLEsomeTitle 54. 55. 56. 57. Page	257 Ibid. Patti	Waldmeir	and	Sundeep	Tucker.	“Danone	to	Quit	Joint	Venture	with	Wahaha.” Financial	Times,	September	30,	2009. Dickinson,	“Danone	v.	Wahaha.” Ibid. In-Depth	Integrative	Case	2.1a Euro	Disneyland On	January	18,	1993,	Euro	Disneyland	chair	Robert	Fitzpatrick	announced	he	would	 leave that	post	on	April	12	to	begin	his	own	consulting	company.	Quitting	his	position	exactly	one year	 after	 the	grand	opening	of	Euro	Disneyland,	Fitzpatrick	with	his	 resignation	 removed U.S.	management	from	the	helm	of	the	French	theme	park	and	resort. Fitzpatrick's	position	was	taken	by	a	Frenchman,	Philippe	Bourguignon,	who	had	been Euro	Disneyland's	senior	vice	president	for	real	estate.	Bourguignon,	45	years	old,	faced	a	net loss	 of	 FFr	 188	 million	 for	 Euro	 Disneyland's	 fiscal	 year,	 which	 ended	 September	 1992. Also,	between	April	 and	September	1992,	only	29	percent	of	 the	park's	 total	visitors	were French.	Expectations	were	that	closer	to	half	of	all	visitors	would	be	French. It	was	hoped	that	the	promotion	of	Philippe	Bourguignon	would	have	a	public	relations benefit	 for	 Euro	 Disneyland—a	 project	 that	 had	 been	 a	 publicist's	 nightmare	 from	 the beginning.	One	of	the	low	points	was	at	a	news	conference	prior	to	the	park's	opening	when protesters	pelted	Michael	Eisner,	CEO	of	the	Walt	Disney	Company,	with	rotten	eggs.	Within the	first	year	of	operation,	Disney	had	to	compromise	its	“squeaky	clean”	image	and	lift	the alcohol	ban	at	the	park.	Wine	is	now	served	at	all	major	restaurants. Euro	 Disneyland,	 49	 percent	 owned	 by	Walt	 Disney	 Company,	 Burbank,	 California, originally	 forecasted	 11	 million	 visitors	 in	 the	 first	 year	 of	 operation.	 In	 January	 1993	 it appeared	 attendance	would	 be	 closer	 to	 10	million.	 In	 response,	management	 temporarily slashed	prices	at	the	park	for	local	residents	to	FFr	150	($27.27)	from	FFr	225	($40.91)	for adults	and	to	FFr	100	from	FFr	150	for	children	in	order	to	lure	more	French	during	the	slow, Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . wet	 winter	 months.	 The	 company	 also	 reduced	 prices	 at	 its	 restaurants	 and	 hotels,	 which registered	occupancy	rates	of	just	37	percent. Bourguignon	 also	 faced	 other	 problems,	 such	 as	 the	 second	 phase	 of	 development	 at Euro	Disneyland,	which	was	 expected	 to	 start	 in	 September	 1993.	 It	was	 unclear	 how	 the company	planned	to	finance	its	FFr	8–10	billion	cost.	The	company	had	steadily	drained	its cash	 reserves	 (FFr	 1.9	 billion	 in	May	 1993)	 while	 piling	 up	 debt	 (FFr	 21	 billion	 in	May 1993).	 Euro	 Disneyland	 admitted	 that	 it	 and	 the	 Walt	 Disney	 Company	 were	 “exploring potential	sources	of	financing	for	Euro	Disneyland.”	The	company	was	also	talking	to	banks about	restructuring	its	debts. Despite	the	frustrations,	Eisner	was	tirelessly	upbeat	about	the	project.	“Instant	hits	are things	that	go	away	quickly,	and	things	that	grow	slowly	and	are	part	of	the	culture	are	what we	 look	 for,”	 he	 said.	 “What	 we	 created	 in	 France	 is	 the	 biggest	 private	 investment	 in	 a foreign	country	by	an	American	company	ever.	And	it's	gonna	pay	off.” In	the	Beginning Disney's	story	 is	 the	classic	American	rags-to-riches	story,	which	started	 in	a	small	Kansas City	advertising	office	where	Mickey	was	a	real	mouse	prowling	the	unknown	Walt	Disney floor.	Originally,	Mickey	was	 named	Mortimer,	 until	 a	 dissenting	Mrs.	Disney	 stepped	 in. How	close	Mickey	was	 to	Walt	Disney	 is	evidenced	by	 the	fact	 that	when	filming,	Disney himself	 dubbed	 the	 mouse's	 voice.	 Only	 in	 later	 films	 did	 Mickey	 get	 a	 different	 voice. Disney	made	many	 sacrifices	 to	 promote	 his	 hero-mascot,	 including	 selling	 his	 first	 car,	 a beloved	 Moon	 Cabriolet,	 and	 humiliating	 himself	 in	 front	 of	 Louis	 B.	 Mayer.	 “Get	 that mouse	 off	 the	 screen!”	was	 the	movie	mogul's	 reported	 response	 to	 the	 cartoon	 character. Then,	in	1955,	Disney	had	the	brainstorm	of	sending	his	movie	characters	out	into	the	“real” world	 to	mix	with	 their	 fans,	 and	 he	 battled	 skeptics	 to	 build	 the	 very	 first	Disneyland	 in Anaheim,	California. When	Disney	died	in	1966,	the	company	went	into	virtual	suspended	animation.	Its	last big	 hit	 of	 that	 era	 was	 1969's	 The	 Love	 Bug,	 about	 a	 Volkswagen	 named	 Herbie.	 Today, Disney	 executives	 trace	 the	 problem	 to	 a	 tyrannical	 CEO	 named	 E.	 Cardon	Walker,	 who ruled	the	company	from	1976	to	1983,	and	to	his	successor,	Ronald	W.	Miller.	Walker	was quick	to	ridicule	underlings	in	public	and	impervious	to	any	point	of	view	but	his	own.	He made	 decisions	 according	 to	what	 he	 thought	Walt	would	 have	 done.	 Executives	 clinched arguments	by	quoting	Walt	like	the	Scriptures	or	Marx,	and	the	company	eventually	supplied Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . Page	258 a	little	book	of	the	founder's	sayings.	Making	the	wholesome	family	movies	Walt	would	have wanted	 formed	 a	 key	 article	 of	 Walker's	 creed.	 For	 example,	 a	 poster	 advertising	 the unremarkable	Condorman	featured	actress	Barbara	Carrera	in	a	slit	skirt.	Walker	had	the	slit painted	 over.	With	 this	 as	 the	 context,	 studio	 producers	 ground	 out	 a	 thin	 stream	 of	 tired, formulaic	movies	that	fewer	and	fewer	customers	would	pay	to	see.	In	mid-1983,	a	similar low-horsepower	approach	to	television	production	led	to	CBS's	cancellation	of	the	hour-long program	The	Wonderful	World	 of	Disney,	 leaving	 the	 company	without	 a	 regular	 network show	for	the	first	time	in	29	years.	Like	a	reclusive	hermit,	the	company	lost	touch	with	the contemporary	world. Ron	Miller's	 brief	 reign	 was	 by	 contrast	 a	 model	 of	 decentralization	 and	 delegation. Many	attributed	Miller's	ascent	to	his	marrying	the	boss's	daughter	rather	than	to	any special	 gift.	 To	 shore	Miller	 up,	 the	 board	 installed	 Raymond	 L.	Watson,	 former head	of	the	Irvine	Co.,	as	part-time	chair.	He	quickly	became	full	time. Miller	 sensed	 the	studio	needed	 rejuvenation,	and	he	managed	 to	produce	 the	hit	 film Splash,	 featuring	 an	 apparently	 (but	 not	 actually)	 bare-breasted	mermaid,	 under	 the	 newly devised	 Touchstone	 label.	 However,	 the	 reluctance	 of	 freelance	 Hollywood	 talent	 to accommodate	Disney's	narrow	range	and	stingy	compensation	often	kept	his	sound	instincts from	 bearing	 fruit.	 “Card	 [Cardon	 Walker]	 would	 listen	 but	 not	 hear,”	 said	 a	 former executive.	“Ron	[Ron	Miller]	would	listen	but	not	act.” Too	many	box	office	bombs	contributed	 to	 a	 steady	erosion	of	profit.	Profits	of	$135 million	on	 revenues	of	$915	million	 in	1980	dwindled	 to	$93	million	on	 revenues	of	$1.3 billion	 in	 1983.	More	 alarmingly,	 revenues	 from	 the	 company's	 theme	 parks,	 about	 three- quarters	of	the	company's	total	revenues,	were	showing	signs	of	leveling	off.	Disney's	stock slid	from	$84.375	a	share	to	$48.75	between	April	1983	and	February	1984. Through	 these	 years,	Roy	Disney	 Jr.	 simmered	while	 he	watched	 the	 downfall	 of	 the national	institution	that	his	uncle,	Walt,	and	his	father,	Roy	Disney	Sr.,	had	built.	He	had	long argued	 that	 the	 company's	 constituent	 parts	 all	 worked	 together	 to	 enhance	 each	 other.	 If movie	and	 television	production	weren't	 revitalized,	not	only	would	 that	 source	of	 revenue disappear,	but	the	company	and	its	activities	would	also	grow	dim	in	the	public	eye.	At	the same	time,	the	stream	of	new	ideas	and	characters	that	kept	people	pouring	into	the	parks	and buying	toys,	books,	and	records	would	dry	up.	Now	his	dire	predictions	were	coming	true. His	 own	 personal	 shareholding	 had	 already	 dropped	 from	 $96	 million	 to	 $54	 million. Walker's	 treatment	of	Ron	Miller	 as	 the	 shining	heir	 apparent	 and	Roy	Disney	as	 the	 idiot Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . nephew	helped	drive	Roy	to	quit	as	Disney	vice	president	 in	1977	and	to	set	up	Shamrock Holdings,	a	broadcasting	and	investment	company. In	 1984,	 Roy	 teamed	 up	 with	 Stanley	 Gold,	 a	 tough-talking	 lawyer	 and	 a	 brilliant strategist.	Gold	 saw	 that	 the	 falling	 stock	price	was	bound	 to	 flush	out	 a	 raider	 and	afford Roy	Disney	a	chance	to	restore	the	company's	fortunes.	They	asked	Frank	Wells,	vice	chair of	Warner	Bros.,	if	he	would	take	a	top	job	in	the	company	in	the	event	they	offered	it.	Wells, a	 lawyer	and	a	Rhodes	 scholar,	 said	yes.	With	 that,	Roy	knew	 that	what	he	would	hear	 in Disney's	 boardroom	would	 limit	 his	 freedom	 to	 trade	 in	 its	 stock,	 so	 he	 quit	 the	 board	 on March	9,	1984.	“I	knew	that	would	hang	a	‘For	Sale’	sign	over	the	company,”	said	Gold. By	resigning,	Roy	pushed	over	the	first	of	a	train	of	dominoes	that	ultimately	led	to	the result	 he	 most	 desired.	 The	 company	 was	 raided,	 almost	 dismantled,	 greenmailed,	 raided again,	 and	 sued	 left	 and	 right.	 But	 it	 miraculously	 emerged	 with	 a	 skilled	 new	 top management	with	big	plans	for	a	bright	future.	Roy	Disney	proposed	Michael	Eisner	as	the CEO,	but	the	board	came	close	to	rejecting	Eisner	in	favor	of	an	older,	more	buttoned-down candidate.	Gold	stepped	in	and	made	an	impassioned	speech	to	the	directors.	“You	see	guys like	Eisner	as	a	little	crazy	…	but	every	studio	in	this	country	has	been	run	by	crazies.	What do	 you	 think	Walt	 Disney	was?	 The	 guy	was	 off	 the	 goddamned	wall.	 This	 is	 a	 creative institution.	It	needs	to	be	run	by	crazies	again.” Meanwhile	 Eisner	 and	 Wells	 staged	 an	 all-out	 lobbying	 campaign,	 calling	 on	 every board	member	 except	 two,	 who	were	 abroad,	 to	 explain	 their	 views	 about	 the	 company's future.	“What	was	most	important,”	said	Eisner,	“was	that	they	saw	I	did	not	come	in	a	tutu, and	that	I	was	a	serious	person,	and	I	understood	a	P&L,	and	I	knew	the	investment	analysts, and	I	read	Fortune.” In	 September	 1984,	 Michael	 Eisner	 was	 appointed	 CEO	 and	 Frank	 Wells	 became president.	 Jeffrey	Katzenberg,	 the	 33-year-old,	maniacal	 production	 chief,	 followed	 Fisher from	Paramount	 Pictures.	He	 took	 over	Disney's	movie	 and	 television	 studios.	 “The	 key,” said	Eisner,	“is	to	start	off	with	a	great	idea.” Disneyland	in	Anaheim,	California For	a	long	time,	Walt	Disney	had	been	concerned	about	the	lack	of	family-type	entertainment available	for	his	two	daughters.	The	amusement	parks	he	saw	around	him	were	mostly	filthy traveling	 carnivals.	 They	 were	 often	 unsafe	 and	 allowed	 unruly	 conduct	 on	 the	 premises. Disney	 envisioned	 a	 place	where	 people	 from	 all	 over	 the	world	would	 be	 able	 to	 go	 for Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . Page	259 clean	 and	 safe	 fun.	His	 dream	came	 true	on	 July	17,	 1955,	when	 the	gates	 first	 opened	 at Disneyland	in	Anaheim,	California. Disneyland	strives	 to	generate	 the	perfect	 fantasy.	But	magic	does	not	simply	happen. The	place	 is	a	marvel	of	modern	 technology.	Literally	dozens	of	computers,	huge	banks	of tape	 machines,	 film	 projectors,	 and	 electronic	 controls	 lie	 behind	 the	 walls,	 beneath	 the floors,	 and	 above	 the	 ceilings	 of	 dozens	 of	 rides	 and	 attractions.	 The	 philosophy	 is	 that “Disneyland	 is	 the	world's	biggest	 stage,	 and	 the	audience	 is	 right	here	on	 the	 stage,”	 said Dick	Hollinger,	 chief	 industrial	 engineer	 at	Disneyland.	 “It	 takes	 a	 tremendous	 amount	 of work	to	keep	the	stage	clean	and	working	properly.” Cleanliness	is	a	primary	concern.	Before	the	park	opens	at	8	a.m.,	the	cleaning	crew	will have	mopped,	hosed,	and	dried	every	sidewalk,	street,	floor,	and	counter.	More	than	350	of the	park's	7,400	employees	come	on	duty	at	1	a.m.	 to	begin	 the	daily	cleanup	routine.	The thousands	of	feet	that	walk	through	the	park	each	day	and	chewing	gum	do	not	mix;	gum	has always	presented	major	cleanup	problems.	The	park's	janitors	found	long	ago	that	fire	hoses with	90	pounds	of	water	pressure	would	not	do	the	job.	Now	they	use	steam	machines,	razor scrapers,	and	mops	 towed	by	Cushman	scooters	 to	 literally	 scour	 the	streets	and	sidewalks daily. It	takes	one	person	working	a	full	eight-hour	shift	to	polish	the	brass	on	the	Fantasyland merry-go-round.	The	scrupulously	manicured	plantings	throughout	the	park	are	treated	with growth-retarding	 hormones	 to	 keep	 the	 trees	 and	 bushes	 from	 spreading	 beyond	 their assigned	spaces	and	destroying	 the	carefully	maintained	five-eighths	scale	modeling	 that	 is utilized	 in	 the	park.	The	maintenance	supervisor	of	 the	Matterhorn	bobsled	 ride	personally walks	every	foot	of	track	and	inspects	every	link	of	tow	chain	every	night,	thus	trusting	his	or her	own	eyes	more	than	the	$2	million	in	safety	equipment	that	is	built	into	the	ride. Eisner	himself	pays	obsessive	attention	to	detail.	Walking	through	Disneyland one	 Sunday	 afternoon,	 he	 peered	 at	 the	 plastic	 leaves	 on	 the	 Swiss	 Family	Robinson	 tree house,	noting	that	they	periodically	wear	out	and	need	to	be	replaced	leaf	by	leaf	at	a	cost	of $500,000.	As	 his	 family	 strolled	 through	 the	 park,	 he	 and	 his	 eldest	 son	Breck	 stooped	 to pick	up	the	rare	piece	of	litter	that	the	cleanup	crew	had	somehow	missed.	This	old-fashioned dedication	 has	 paid	 off.	 Since	 opening	 day	 in	 1955,	 Disneyland	 has	 been	 a	 consistent moneymaker.	Figure	1	provides	a	timeline	of	the	Disney	theme	parks. Figure	1	How	the	Theme	Parks	Grew Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . 1955 Disneyland 1966 Walt	Disney's	death 1971 Walt	Disney	World	in	Orlando 1982 Epcot	Center 1983 Tokyo	Disneyland 1992 Euro	Disneyland Source:	Koepp,	Stephen.	Do	You	Believe	in	Magic?	Time,	April	25,	1988,	66–73. Disney	World	in	Orlando,	Florida By	 the	 time	Eisner	 arrived,	Disney	World	 in	Orlando	was	already	on	 its	way	 to	becoming what	 it	 is	 today—the	 most	 popular	 vacation	 destination	 in	 the	 United	 States.	 But	 the company	 had	 neglected	 a	 rich	 niche	 in	 its	 business:	 hotels.	Disney's	 three	 existing	 hotels, probably	 the	most	profitable	 in	 the	United	States,	 registered	unheard-of	occupancy	rates	of 92	percent	to	96	percent	versus	66	percent	for	the	industry.	Eisner	promptly	embarked	on	an ambitious	$1	billion	hotel	expansion	plan.	Two	major	hotels,	Disney's	Grand	Floridian	Beach Resort	and	Disney's	Caribbean	Beach	Resort,	were	opened	during	1987–89.	Disney's	Yacht Club	 and	Beach	Resort	 along	with	 the	Dolphin	 and	Swan	Hotels,	 owned	 and	 operated	 by Tishman	Realty	&	Construction,	Metropolitan	Life	Insurance,	and	Aoki	Corporation,	opened during	 1989–90.	 Adding	 3,400	 hotel	 rooms	 and	 250,000	 square	 feet	 of	 convention	 space made	it	the	largest	convention	center	east	of	the	Mississippi. In	 October	 1982,	 Disney	made	 a	 new	 addition	 to	 the	 theme	 park—the	 Experimental Prototype	Community	of	Tomorrow,	or	EPCOT	Center.	E.	Cardon	Walker,	then	president	of the	company,	announced	that	EPCOT	would	be	a	“permanent	showcase,	industrial	park,	and experimental	housing	center.”	This	new	park	consists	of	two	large	complexes:	Future	World, a	series	of	pavilions	designed	to	show	the	technological	advances	of	the	next	25	years,	and World	Showcase,	a	collection	of	foreign	“villages.” Tokyo	Disneyland It	was	Tokyo's	nastiest	winter	day	in	four	years.	Arctic	winds	and	8	inches	of	snow	lashed	the city.	Roads	were	clogged	and	 trains	 slowed	down.	But	 the	bad	weather	didn't	keep	13,200 hardy	 souls	 from	Tokyo	Disneyland.	Mikki	Mausu,	better	known	outside	 Japan	as	Mickey Mouse,	had	taken	the	country	by	storm. Located	on	a	fringe	of	reclaimed	shoreline	 in	Urayasu	City	on	 the	outskirts	of	Tokyo, Luthans, F., & Doh, J. (2020). International management : Culture strategy and behavior. ProQuest Ebook Centralhttp://ebookcentral.proquest.comCreated from latrobe on 2020-09-07 03:51:56. C op yr ig ht  ©  2 02 0.  M cG ra w -H ill  U S  H ig he r  E d  IS E . A ll  rig ht s  re se rv ed . the	park	opened	to	the	public	on	April	15,	1983.	In	less	than	one	year,	over	10	million	people had	passed	 through	 its	gates,	an	attendance	 figure	 that	has	been	bettered	every	single	year. On	 August	 13,	 1983,	 93,000	 people	 helped	 set	 a	 one-day	 attendance	 record	 that	 easily eclipsed	 the	old	 records	 established	 at	 the	 two	parent	U.S.	 parks.	Four	 years	 later,	 records again	toppled	as	the	turnstiles	clicked.	The	total	this	time:	111,500.	By	1988,	approximately 50	million	people,	or	nearly	half	of	Japan's	population,	had	visited	Tokyo	Disneyland	since its	opening.	The	steady	cash	flow	pushed	revenues	for	fiscal	year	1989	to	$768	million,	up	17 percent	from	1988.	Figure	2	provides	a	brief	summary	of	Disney's	financial	situation	at	the end	of	1989. Figure	2	Investor's	Snapshot:	The	Walt	Disney	Company	(December	1989) Sales	(latest	four quarters) $4.6	billion Change	from	year earlier Up	33.6% Net	profit $703.3	million Change Up	34.7% Return	on	common stockholders'	equity 23.4% Five-year	average 20.3% Stock	price	average (last	12	months) $60.50–$136.25 Recent	share	price $122.75 Price/earnings multiple 27 Total	return	to investor	(12	months to	11/3/89) 90.6% Source:	Fortune,	December	4,	1989. The	204-acre	Tokyo	Disneyland	is	owned	and	operated	by	Oriental	Land	under	license from	the	Walt	Disney	Co.	The	45-year	contract	gives	Disney	10	percent	of	admissions	and	5 percent	of	food	and	merchandise	sales,	plus	licensing	fees.	Disney	opted	to	take	no	equity	in

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Ans1. Disney is one the biggest organisation that is successful in entertaining people from centuries. With the onset of globalization from both marketing as well as management aspect it is critical Disney strongly spread all across the world, especially where there is more audience base. By comprehending this case study, one can easily discern that each country is different largely because of its culture, values, traditions and belief system. That is the reason why, organisations like Disney can't have one size fit all strategy for their geographical expansion, since anything that works in one country might not work in other country. Therefore, comprehending the significance of intercultural skill is fundamental to organizations today. Standards and desires shift across societies, and an absence of information and comprehension of different societies can be decimating to the achievement of an organization. A key factor to conquering this danger of disappointment is to keep a receptive outlook and addition information on the different societies of connection inside the organization. Intercultural fitness is fundamental to an organization from an administration viewpoint comparable to interior representatives, and furthermore from a showcasing viewpoint for a worldwide client. 
Culture can be expressed as underlying programming of psychology that can differentiate one member of the team or group with that of other and organise them in different categories. Culture, values and norms are not explicitly written rather it is inferred.  There are four Hofstede dimensions and fifth dimension is recently included in order to compare similarity and dissimilarity in people based on their culture and background.
Theory of Cultural Dimensions, was established by famous Hofstede. Essentially, it offers insights that are essential to comprehend why people belonging to different countries behave differently or why actions of some members of team are different than that of others.

someTitle 54. 55. 56. 57. Page257 Ibid. PattiWaldmeirandSundeepTucker.“DanonetoQuitJointVenturewithWahaha.” FinancialTimes,September30,2009. Dickinson,“Danonev.Wahaha.” Ibid....

Answer To: someTitle 54. 55. 56. 57. Page257 Ibid....

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