Customer Centric Commerce

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Table of Contents 1 Background and Context ........................................................................................................ 5

1.1 Technology and Market Shifts Change the Purchasing Models .................................. 5

1.2 B2C is Changing: A Demanding New Software Buyer .................................................. 6

1.3 B2B is Changing: Businesses are buying like Consumers ............................................. 6

2 The individual is at the center ................................................................................................ 7

2.1 B2i: The Individual Is In Control ................................................................................... 7

2.2 B2i Economy ................................................................................................................. 7

Self-Service Tools with Stellar Support ..................................................................... 8 2.2.1

Make Incremental Progress with Subscriptions ....................................................... 9 2.2.2

Buy On Any Device or Channel ................................................................................. 9 2.2.3

Interact Across Multiple Touchpoints ....................................................................... 9 2.2.4

Anytime, In-Context Purchasing ............................................................................. 10 2.2.5

Trusted Relationships ............................................................................................. 10 2.2.6

2.3 The Bottom Line ......................................................................................................... 11

3 Today’s Commerce is Fragmented and Ill-equipped ........................................................... 12

3.1 So Why Aren’t Companies Customer Centric Today? ............................................... 12

Need for Experimentation ...................................................................................... 12 3.1.1

Failure of CRM ........................................................................................................ 13 3.1.1

Silos, Smokestacks and Walled Application Complexity ........................................ 13 3.1.2

Continuous Experimentation - The New Normal .................................................... 14 3.1.3

Automation Imperatives ......................................................................................... 14 3.1.4

Frictionless commerce that extends beyond online self-service ............................ 15 3.1.5

3.2 Who Owns The Commerce Hairball? ......................................................................... 16

4 The Need for Customer Centric Commerce ......................................................................... 17

4.1 Solving the B2i Challenge with Customer Centric Commerce ................................... 17

4.2 Transact across Online, Mobile, Portals, and Marketplace Touchpoints .................. 18

4.3 Optimize Trial, Freemium, and Subscription and Other New Business Models ........ 19

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4.4 Reach New Markets with Global Distribution, Building Trusted Relationships ........ 19

5 The Customer Centric Commerce Blueprint ........................................................................ 20

5.1 Avangate Customer Centric Commerce Platform ..................................................... 22

Sky eCommerce ...................................................................................................... 23 5.1.1

Avangate Commerce Platform ............................................................................... 23 5.1.2

Sky Channels and Affiliates..................................................................................... 23 5.1.3

Marketing and Merchant Services ......................................................................... 24 5.1.4

6 Conclusions and Key Takeaways .......................................................................................... 25

6.1 Key Benefits of Customer Centric Commerce ........................................................... 25

6.2 Increase Revenue Gained at Each Touchpoint .......................................................... 26

6.3 Broaden Revenue Options through Distribution Optimization ................................. 26

6.4 Achieve Overall Revenue Optimization ..................................................................... 26

6.5 Ensure Financial Operations Is In Place ..................................................................... 27

6.6 Conclusion .................................................................................................................. 27

7 About Avangate .................................................................................................................... 29

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1 Background and Context

The software and cloud services industry has been disrupted by macro trends such as cloud

computing, increased mobility, and consumerization of the workplace. Software is now more

ubiquitous than ever before, and plays an increasingly central role in daily life as well as

business operations. This in turn has created expectations of a more intimate, on-going

relationship between software and its buyers, requiring a major shift in how software

companies develop, promote, sell and support their products—a shift that places more power

in the hands of individuals.

This paper explores how this shift toward the individual is changing how software companies

operate, and proposes a bold new customer centric commerce blueprint for interacting with

customers in order to secure future revenue streams.

1.1 Technology and Market Shifts Change the Purchasing Models

The growth of cloud, mobile, and information access are enabling global markets, more vertical

solutions, and innovative distribution models. Both individual consumers (B2C) and businesses

(B2B) are buying software in creative new ways, changing how companies must serve their

needs. Analyst estimates predict that almost two-thirds of all software sold will be via

software-as-a-service and electronic downloads by 2014, from 33% in 2010, the share gains

coming mostly at the expense of physical box fulfillment[1].

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1.2 B2C is Changing: A Demanding New Software Buyer

The asymmetry of information where vendors knew more than the buyers is fast vanishing.

With powerful tools and plenty of information at their disposal, consumers are buying more

intelligently than ever before: going online first, doing thorough research using multiple

sources, and leveraging superior access to information to buy exactly what they want, from a

vendor they know and trust. In fact, most consumers would delay engaging with a sales person

until the final stages, and preferably leverage a self-service channel if available.

New models of trials, freemiums and subscriptions privileges an ongoing relationship over

“one-and-done” sales transactions, making it clear that software companies need to relate to

the individual buyer at every stage of the purchase process for long-term loyalty and retention.

1.3 B2B is Changing: Businesses are buying like Consumers

Businesses are beginning to buy more like consumers, due in part to consumerization of the

workplace; this is happening rapidly as employees choose to bring their own devices to work,

and make smaller departmental purchases for their team using a credit card rather than going

through a complete corporate purchasing process.

Gartner predicts that the CMO will have a larger technology budget than the CIO by 2017[2]. As

technology needs grow across departments, businesses are following consumers by doing

research online, trying software before they buy, paying per use, and “renting” software

through subscriptions instead of committing to perpetual licenses.

Successful technology companies realize that that a “land-and-expand” strategy is a more

effective guerilla tactic versus competing head-on with larger, more well-entrenched

competitors. Trials and Freemiums, and mechanisms to avoid upfront capital expenses (and

drag in IT and Procurement departments) are instrumental in advancing this tactic.

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This shift in business behavior reflects the fact that changes in the market are affecting both

consumer and business buyers in similar ways, creating a new software buyer: the individual.

2 The individual is at the center

2.1 B2i: The Individual Is In Control

With this shift toward the individual comes the need for a new software sales model: business-

to-individual, or B2i. Gone are the days of sensationalist B2C promotions, dull B2B slide decks,

or lock-in to a specific vendor. The software market is more fluid, and every software sale is

more demanding than ever before, requiring vendors to reach the individual buyer at the right

time, in the right context, in the right market.

2.2 B2i Economy

Shifting focus to the individual requires meeting many new challenges. Individual buyers expect

the ability to buy any product combination they want, through any channel, using any payment

model, at any time they please—all while enjoying rapid access to competent resources and

support. As the buyer progresses through the purchase process, many new challenges in

serving the individual arise. The nature of these challenges is explored in depth below.

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Self-Service Tools with Stellar Support 2.2.1

Today’s B2i buyer wants to be able to access software online at any time, on her own terms,

while also enjoying expert guidance. This buyer demands self-service tools that make it easy to

change settings and strategies, but are also supported by consistent guidance from experts. By

building great self-service tools yet always being there to provide specialized advice, companies

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can meet buyer needs and build relationships without applying sales pressure. In the end, self-

service makes the sale; support keeps the customer around. It is stunning on how many

companies leave money on the table by completely ignoring the self-service channel

completely due to a lack of a cohesive commerce strategy.

Make Incremental Progress with Subscriptions 2.2.2

Trials, freemiums, and subscription models all empower B2i buyers to consume only what they

need in the moment. By creating a customizable buying experience, vendors can help buyers

without wasting time or attention. A buyer in the research stage may sign up for a trial or

freemium offer, then use self-service tools to find the additional elements necessary to build a

complete solution. If the buyer achieves success over time with the product, the vendor then

wins the right to monetize the relationship further—but only on the buyer’s terms.

Buy On Any Device or Channel 2.2.3

It’s not enough for software to simply work on any device (although that in itself is a big

challenge). Today’s new individual software buyer demands to purchase software from any

device as well. This could be a PC, mobile device, tablet, kiosk, or a widget embedded within

another website. Whatever the channel or device used, the individual buyer needs to be able

to interact with the product from anywhere and have an experience that’s consistent across all

channels.

Interact Across Multiple Touchpoints 2.2.4

Software companies need to send the right message to the buyer at the right time to prompt

action. After a user has expressed initial interest, whether through a website visit or a

download, appropriate additional messages may take the form of emails, cross-promotions, or

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special offers delivered anywhere in the purchase flow, or even as a win-back effort after the

purchase process has been abandoned (by leaving an item in a card, for example). Regardless

of the form they take, contact at every touchpoint should continually build on every aspect of

the potential buyer’s interaction with the company and its products, bringing them closer to

customer status.

Anytime, In-Context Purchasing 2.2.5

The ability to purchase anywhere rests on the ability to purchase at the right time and in the

right context. When self-service tools, vendor expertise, trial offers, and consistent messaging

combine to motivate a purchase, it should be easy for the buyer to follow through and make

that purchase—anywhere, anytime, in any context. Whether the B2i buyer is working with a

channel partner such as a VAR or MSP, browsing via an affiliate, or on the vendor site itself, the

purchasing experience should always be simple, seamless, and tailored to the individual.

Trusted Relationships 2.2.6

At the core of the new B2i sales process is a different type of vendor relationship—one that’s

based on trust. This trust has to be built on real-world expertise that’s shared over time. By

proving their expertise in the area of application, vendors show buyers an ability to provide

knowledgeable service that reliably leads to successful performance, and assure buyers that

the relationship will flourish, not diminish, following purchase.

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2.3 The Bottom Line

Fortunately for software and cloud services vendors, the challenges inherent in the new

business-to-individual model also represent major opportunities. Companies who can meet

these challenges head on will succeed in transforming potential B2i buyers into customers who

regularly use software through any channel, using any model, in any market. This complex

matrix of factors is the new industry standard, enabling software vendors to differentiate

through innovative, effective distribution models.

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3 Today’s Commerce is Fragmented and Ill-equipped

3.1 So Why Aren’t Companies Customer Centric Today?

A perfect storm of customer expectations and system complexity is overwhelming software

companies as they attempt to transition from homegrown commerce platforms or incomplete

solutions in order to focus on the individual buyer.

Need for Experimentation 3.1.1

With the advent of B2i, the need to experiment with new packages and price points is clear.

Unfortunately, the systems or platforms that require managed services take too long to

implement and are not matched to the pace of change and experimentation necessary to

engage the B2i buyer. Companies need to price products and services for individual markets,

scale to provide 24/7 service and support, and take care of customers in their native language.

Different regions have different core requirements as well as different ways of doing business.

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And as buyers live a more and more global lifestyle, supporting subscriptions, currencies, and

local customs in different markets becomes more and more crucial.

The need for experimentation becomes even stronger as touchpoints proliferate. Vendors

must accommodate not just the fundamental need for online self-service tools, but provide

consistent capabilities across multiple touchpoints. Every touchpoint must be empowered to

meet all of the B2i buyer’s needs at that moment of truth. Most vendors typically looked at

CRM applications for this.

Failure of CRM 3.1.1

But Traditional CRM applications are not enough. For example, a common shortcoming might

arise when a customer support team member is able to resolve a trouble ticket, but not extend

the customer’s subscription or offer a discount for the next 3 billing cycles for the difficulties

experienced. Or a salesforce automation system can take an order for 100 new widgets, but

not modify any of their orders the next day in the same channel but instead be redirected to a

contact center instead, which is not able to service this order easily and efficiently. Both of

these scenarios, and others like them, create a disjointed experience for the individual and may

potentially damage the customer relationship.

Silos, Smokestacks and Walled Application Complexity 3.1.2

Building “silos” around each element of the customer experience is the enemy of customer

centricity. Customers expect consistent service and complete capabilities no matter where they

interact with the company. When a company uses, say, 33 different systems linked by 15 key

integration points just to process one order, it has created an absurdly complicated system that

serves complexity, not customers.

And when companies look to channels, this complexity often gets worse, with even very

complex systems often unable to properly accommodate a mix of direct sales and channel

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sales. Analysts estimate that more than half of sales for most software companies typically

come from channels[3]. Visibility into channel sales is a critical factor in getting a complete

view of the customer. Vendors need to empower B2i buyers to transact across every channel,

starting with the individual not their channel systems. Siloed systems also prevent companies

from getting the insights they need to improve their performance.

For vendors with a mix of on-premise and SaaS products, many are uncertain how to price their

offerings, how to make their delivery models flexible, and how to nurture different types of

customers differently which a homegrown system typically cannot.

Continuous Experimentation - The New Normal 3.1.3

Today’s software marketer must manage an explosion of direct and indirect touchpoints in

order to reach the individual customer. The tools used to manage and automate touchpoint

interactions must accommodate online and mobile contact, self-service portals, API

integration, and account management tools, as well as appropriate branding, rules-based

interaction, and personalization options. A successful solution needs to automatically

coordinate every touchpoint, streamlining the customer experience and ensuring seamless

movement between every contact point. Touchpoint integration improves customer

knowledge, builds a closer relationship between the business and the individual, reduces

friction in the purchase process, and facilitates successful commerce.

Automation Imperatives 3.1.4

The old perpetual license model is out of the question for most of today’s savvy software

buyers. To identify its replacement(s), software companies need to appeal to customers with

different offers such as trial, freemium, or subscription. The “bundle” of offers that works best

will vary by customer and context, and a single order may even contain multiple offers. The

same customer may respond to a freemium offer for one product at one point in time or

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immediately start a subscription to another, so vendors need to experiment and identify the

right model to promote in every situation. This type of experimentation requires consolidated

automation, suggesting the need for a single powerful tool to manage and scale the many

processes involved in experimentation, which may include marketing efforts, order

management, fulfillment, and revenue assurance.

Frictionless commerce that extends beyond online self-service 3.1.5

As the software industry grows, businesses and individuals are expanding their use of

technology everywhere, especially in emerging markets. Meeting the needs of users in specific

regions is crucial to attaining and maintaining global reach. Companies need to onboard,

activate, and manage customers through any channel, as well as process payments, handle

taxes, and deal with other financial matters. Software companies who prefer to focus on their

own products rather than international sales need a commerce engine to handle these

distribution and payment processes for them.

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3.2 Who Owns The Commerce Hairball?

Siloing different commerce functions (for e.g. eCommerce, Order Management, Affiliates,

Subscription Billing all as separate lines-of-business) then linking them together creates a

“commerce hairball.” Multiple connected systems tie up everything into knots by order

fallouts, making it hard to service the B2i buyer. Customers can’t get subscriptions upgraded,

support issues resolved, or payments processed efficiently. It’s a mess--and, typically, no single

person or team is in charge of it overall.

With clear responsibility for individual elements but diffuse responsibility for the whole

commerce hairball, companies tie their hands and prevent themselves from achieving

customer-centric view of commerce. The core need is not just replacing individual systems, but

untangling all the elements and ensuring they can work together in a seamless manner.

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4 The Need for Customer Centric Commerce

4.1 Solving the B2i Challenge with Customer Centric Commerce

Customer centric commerce is about aligning all the elements of the customer relationship to

meet individual needs. It is about introducing a commerce layer that floats on top of existing

applications, automates key functions, integrates well with current systems and provides the

agility and time-to-market advantages that a customer centric enterprise needs. This breaks

down into three main areas:

Enabling B2i buyers to transact anywhere, at any touchpoint

Introduce new business models and constantly optimize

Reach global markets with ease and build a local, personalized relationship

Strong performance in each of these areas will ensure that B2i buyers receive the instant

gratification, rapid response, and relevant experience they demand, building the foundation for

a loyal customer relationship over time. Only by treating every customer as an individual can

companies achieve widespread success.

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4.2 Transact across Online, Mobile, Portals, and Marketplace Touchpoints

From app store searches to mobile browsing to self-service customer portals, every point of

interaction with the customer represents an opportunity. Software vendors need powerful

tools to support seamless transactions at all of these touchpoints, building up each prospect’s

knowledge, experience, and trust. Having the tools to automatically tailor these offers to the

individual is the only way to transform discerning buyers into customers.

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4.3 Optimize Trial, Freemium, and Subscription and Other New Business

Models

In the B2i world, no single model works for every buyer. Because every customer will respond

to a different combination of payment and distribution options, software companies need to

optimize offers for each individual. This requires experimentation with freemium, trial, and

subscription models to identify what appeals most to individual buyers in specific contexts.

Merely being able to offer any of these models is not enough: matching each model to the

individual customer is the only way to guarantee a perfect fit.

4.4 Reach New Markets with Global Distribution, Building Trusted Relationships

An increasingly global market for software requires powerful distribution and processing tools

that can distribute products and accept payments in any language, currency, and market.

These relationships may be established directly with the vendor or by way of trusted channel

partners and affiliate networks.

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5 The Customer Centric Commerce Blueprint

The elements needed to solve the B2i challenge and achieve customer centric commerce can

span what are typically multiple, disparate systems within the enterprise, creating the

commerce hairball if attempted internally in an incremental fashion.

By contrast, the customer centric blueprint solution is modular, yet integrated, and is built

around customer touchpoints, not internal systems. By starting from the customer’s

perspective, the commerce solution becomes truly customer centric.

The blueprint for customer centric software and cloud services unites and automates every

element of B2i sales, from flexible touchpoint and distribution management to a powerful

commerce engine with subscription billing and global payment capabilities.

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At the center of the blueprint for successful customer centric commerce is a powerful

commerce engine that can handle transactions across touchpoints, as well as global

distribution of products using any model.

Other crucial elements of the customer centric commerce blueprint include:

Powerful marketing and merchandising tools for promotions, upselling and cross-selling, A/B

testing, communications and retention management

Flexible order handling that includes bundles, channel orders, and fulfillment, as well as

download, license key management, DRM activation, and provisioning of new services

Robust Subscription billing that accommodates any combination of trials, freemiums, up-front

payments, pay-as-you go, subscriptions and bundled revenue models

Global payments, including both easy (purchase orders and credit card payments) and difficult

(international tax, financial reconciliation, legal entities) elements

Automated self-service tools and reminders to keep customers engaged

Global support in the local language

Revenue assurance, including risk mitigation, refunds and chargeback management, and fraud

prevention

The blueprint for customer centric commerce responds to the B2i phenomenon — with

sophisticated tools that can handle diverse touchpoints, business models, and global

distribution channels. This next section shows how Avangate solutions fit into the customer

centric blueprint, enabling customers to make the shift to business-to-individual economy

rapidly.

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5.1 Avangate Customer Centric Commerce Platform

Avangate meets every demand of the customer centric commerce blueprint with an integrated

set of proven solutions. The Sky eCommerce module allows for transactions at every

touchpoint. The Avangate Commerce Platform enables the optimization of new business

models - handling trials, freemiums, subscriptions, and other models for any customer. The Sky

Channels and Sky Affiliates solutions enable vendors to reach customers using indirect

channels like partners, affiliates, and marketplaces. Finally, each of these modules integrates

seamlessly with one another, as well as with internal systems of records, enabling rapid time to

market and return on investment. Avangate also provides managed services in marketing,

support, and other areas to complement the solution itself.

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Sky eCommerce 5.1.1

Avangate Sky eCommerce is the single source for managing customer touchpoints, handling

any point of contact with ease. The solution ensures a consistent customer experience across

online, mobile, and marketplace offers, while also enabling offers to be adjusted to become

more compelling to individual users in different contexts. Capabilities like A/B testing, multiple

purchase flow models, lead management, and win-back programs for those who abandon

shopping carts etc all contribute to building revenue through effective touchpoint transactions,

while self-service tools jumpstart customer success.

Avangate Commerce Platform 5.1.2

The Avangate Commerce Platform is the core of the customer centric blueprint. A sophisticated

order management and orchestration engine, the commerce platform is the glue to hold the

various elements together. With a robust product catalog, multiple pricing configurations and

multi-currency support is easy to configure. In addition, advanced rules engines and global

notification engines help in ensure zero order fallout, and visibility for the entire order and

service lifecycle.

Robust billing management and automation, including support for 37 payment methods in 133

currencies, allow both vendor and customer to focus on achieving results, not managing small

details.

Sky Channels and Affiliates 5.1.3

Reaching any market is practical with help from trusted, local partners. Whether these allies

come in the form of affiliate or channel partners such as value-added resellers (VARs),

Avangate tools help customize products and promotions for affiliate networks and channel

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partners in different regions, increasing the likelihood of success in new markets and niche

verticals. This increases the likelihood of achieving widespread adoption in those regions.

Marketing and Merchant Services 5.1.4

To complement the powerful Avangate Commerce Platform, Avangate offers select services

that are specifically designed to keep the customer in mind at every step of the way. These

include a robust affiliate network of more than 37,000 members and outsourced affiliate

program management, marketing services that boost conversion rates and help with paid and

organic search, and 24x7 shopper support in 33 languages. In addition to affiliate, marketing,

and support service, Avangate can also handle complicated components of selling online, such

as being the merchant of record in particular regions, handling fraud and risk management,

addressing chargebacks and refunds, and ensuring PCI compliance.

Finally, the Avangate content delivery network (CDN) reliably and quickly sends the right

message to the right customer at the right time, with no additional effort required from the

vendor.

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The Avangate Commerce Platform is the only commerce platform that fulfills every aspect of

the customer centric commerce blueprint, empowering vendors to market and sell directly to

individuals in context with rapid automation tools built on top of a powerful payment platform.

Avangate meets the challenges of customer centric commerce by automating transactions,

optimizing distribution channels, and enabling unlimited market reach. With the use of the

Avangate platform, estimated revenue uplift increases notably across all areas of your

business, demonstrating the value of customer centric commerce.

6 Conclusions and Key Takeaways

6.1 Key Benefits of Customer Centric Commerce

Customer centric commerce doesn’t just benefit the B2i software buyer with self-service tools,

context-appropriate offers, and flexible subscription options. It also benefits the vendor, by

providing countless opportunities to boost revenue and build more intimate relationships.

In contrast to other solutions that consider only part of the customer centric landscape,

Avangate takes the full customer lifecycle into account at every step, providing the full

infrastructure that companies need to concentrate on the individual customer. This empowers

organizations to boost revenue in multiple ways. The following are just some of the many

possible revenue boosters in the Avangate Commerce Platform.

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6.2 Increase Revenue Gained at Each Touchpoint

The ability to transact at every touchpoint provides more ways to reach customers, boost

conversion, and appeal to customers throughout the purchase flow. Add-on revenue streams

and conversion rate optimization efforts have the potential to increase revenue by up to 2%,

while successfully managing cart abandonment, lead management, A/B testing, and multiple

purchase flows have all proven to grow revenue by 1%. Together, these improved interactions

can help you achieve 5% to 7% more revenue, simply by setting up automated tools to interact

with customers at the right time.

6.3 Broaden Revenue Options through Distribution Optimization

Differentiation through distribution pays off. Being able to reach customers through affiliate

networks and offer pricing flexibility can each lift revenue by about 2%. Accelerating a

product’s time to market has also shown about a 2% increase, while improved subscription

management tools help raise revenue 1%. Simplified VAT/tax compliance can bring another

1% in revenue to customers using the global payments platform. The account updater helps

customers keep their preferences fresh and updated, increasing customer satisfaction and

offer relevance to boost revenue by about 0.5%. These tools bring the total expected uplift for

distribution and commerce options to 6%-8.5%, a major opportunity.

6.4 Achieve Overall Revenue Optimization

Between touchpoint and distribution, commerce, and billing optimization tools Avangate

offers, users can expect to experience an increase in revenue of at least 11% to 15.5% when

switching to customer centric commerce. Results should be noticeable quickly because the

Avangate solution combines every element in a single platform, but they will also increase over

time as customer relationships strengthen and automation improves.

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6.5 Ensure Financial Operations Is In Place

Software companies deserve to focus on developing their own products, not worrying about

handling payments, signing up processors and worrying about risk and fraud. Allowing

Avangate to handle fraud and risk mitigation, chargeback management, financial reconciliation,

and shopper support, while improving approval rates, help you increase total sales and

margins, without the associated capital expenses.

6.6 Conclusion

Trends in technology and shifts in markets require a shift to customer centric commerce—

that’s undeniable. What’s uncertain is how companies will deal with this need. Will they

develop their own in-house solutions at great effort and expense, delaying their ability to be

customer centric players? Will they adopt multiple independent solutions that don’t fully

support the notion of customer centric commerce, creating additional headaches in trying to

make each system communicate? Or will they look to a proven, unified solution like the

Avangate Commerce Platform to automate their ability to transact at any touchpoint, optimize

business models, and reach global markets faster and more intelligently than ever before—all

while retaining the ability to focus on their core business?

Software vendors must ensure that they have the tools to meet the resulting challenges.

Customer centric commerce from Avangate provides these tools. Savvy software companies

should consider adopting it today.

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7 About Avangate

Avangate is the leading customer centric commerce

provider that enables companies to increase their

online sales across touch points, manage

subscription billing, and grow their distribution

channels to profitably scale and enter new markets.

Avangate’s scalable and integrated solutions include a full-featured, modular and secure

eCommerce platform, a partner order and revenue management solution, as well as a

constantly expanding worldwide affiliate network.

More information can be found on www.avangate.com

Avangate Inc.

Redwood City CA., USA

Tel: (650) 249 - 5280

Avangate B.V.

Amsterdam, The Netherlands

Tel: 31 20 890 8080

info@avangate.com

www.avangate.com