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Questions:
You are required to the following in your report:
 
1.Outline the objectives of the project (Step 1 of Design Thinking Methodology, Record your interactions).
2.Define the problem (Steps 2 of Design Thinking Methodology).
3.Identify and list the stakeholders.
4.Finalise the requirements for the change using Waterfall steps namely, Planning and Analysis phases
5.Prepare a System Request Form
6.Draft budget for the project based on the requirements and assumed timeframe (Budget in an Excel Spreadsheet)
7.Competitive advantage that might be gained in developing the new information system?
8.Possible effects for Crinitt Venice if its information system project fails?
 
Answer:
Introduction

The report has aimed to suggest an improvement plan for incorporating automation in the ordering process. It has included a 12 months budget for implementing the change plan. Some of the various types of the other scope of the study is seen with System Request Preparation and Finalizing the requirements for change using waterfall steps.

Project Objective

The report objectives are based on preparing a system request form for automating the restaurant’s manual ordering process. The various types of the suggestions for the development of the report has been seen with linking the inventory of stock and ordering process for tracking “wastage/inconsistencies” and streamlining the ordering process. The report will also develop a budget for the financial requirement in developing the new mobile app which will have exclusive deals for the customers (Georgievski and Bouman 2016).

Defining the Problem

The present problem is seen with taken into consideration with manually taking of orders in by hand on pads with carbon paper. In addition to this, the inventory is manually monitored by Head Chef who is responsible for supervising the manual recording of the stocks on a note pad at the end of each day of work.

Identification of the List of Stakeholders

The main stakeholders of the restaurant have been identified with the customers, manager, Lisa, Head Chef, Mark. In addition to this, the waiters, chefs and bartenders are also identified as the major stakeholder of the company (Ivanov, Webster and Berezina 2017). 

 
Finalizing the requirements for change using waterfall steps  

Budget

Start-up Requirements

 

 

 

 

 

 

 

Start-up Expenses

 

 

 

Fixed Costs

Particulars

Amount ($)

 

 

Premises (RENT & RATES)

$15,000

 

 

Staff Salaries

$100,000

 

 

Executive Salaries

$100,000

 

 

Interest on loan 8%

$6,600

 

 

Accountant Fees

$100,000

 

 

Payroll Tax

$1,200

 

 

Retainer contracts

$1,600

 

 

Sales and Marketing

$2,500

 

 

Postage & Telephone

$350

 

 

Brouchers

$100

 

 

Website Development Expenses

$5,000

 

 

Logo Designs

$300

 

 

Market survey

$750

 

 

Preliminary  expenses

$150

 

 

Lease payments

$1,500

 

 

Total Fixed Costs

$335,050

 

Total Yearly Costs

 

 

 

 

Rent

$15,000

 

 

Lease payments

$1,500

 

 

Interest on loan 10%

$6,600

 

 

Postage & Telephone

$350

 

 

Maintainance

$100

 

 

Salaries

$200,000

 

 

Total Average Monthly Costs

$223,550

 

 

x Number of Months:

12

 

 

Total Yearly Costs

$2,682,600

 

Total Startup Expenses

$3,017,650

 

 

 

 

 

Start-up Assets

 

 

 

Owner Funding

 

 

 

 

Owners Fund

$35,000

 

 

Total Owner Funding

$35,000

 

Loans

 

 

 

 

Bank Loan

$66,000

 

 

Other

 

 

 

Total Loans

$66,000

 

 

Total Start up Funds

$101,000

 

Assets

 

 

 

 

Equipment

$200,000

 

 

Vehichels

$30,000

 

 

Computer

$42,000

 

 

Total Fixed Assets

$272,000

 

Total Start-up Assets

 

$373,000

 

X-Axis Label

Sales

Gross Margin

Net Profit

Month 1

$90,000

$221,390

($131,390)

Month 2

$126,000

$242,106

($116,106)

Month 3

$176,400

$271,417

($95,017)

Month 4

$246,960

$310,962

($64,002)

Month 5

$345,744

$364,196

($18,452)

Month 6

$484,042

$436,542

$47,500

Month 7

$677,658

$534,633

$143,025

Month 8

$948,722

$667,837

$280,885

Month 9

$1,328,210

$848,990

$479,220

Month 10

$1,859,494

$1,095,708

$763,787

Month 11

$2,603,292

$1,432,186

$1,171,106

Month 12

$3,644,609

$1,891,695

$1,752,914

 

(1) SALES FORECAST

Month

0

1

2

3

4

5

6

7

8

9

10

11

12

Projected Sales

 

90,000

126,000

176,400

246,960

345,744

484,042

677,658

948,722

1,328,210

1,859,494

2,603,292

3,644,609

(b) Cost of sales

 

50,000

65,000

84,500

109,850

142,805

185,647

241,340

313,743

407,865

530,225

689,292

896,080

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(2) CASHFLOW FORECAST

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Preop

 

 

 

 

 

 

 

 

 

 

 

 

Month

0

1

2

3

4

5

6

7

8

9

10

11

12

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CASH INFLOWS

 

 

 

 

 

 

 

 

 

 

 

 

 

Cash from Sales

 

90,000

126,000

176,400

246,960

345,744

484,042

677,658

948,722

1,328,210

1,859,494

2,603,292

3,644,609

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Directors loans

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

66,000

Capital Employed

100,000

35,000

40,000

15,000

10,000

50,000

12,000

15,000

20,000

25,000

10,000

20,000

25,000

Other cash inflows

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

TOTAL CASH INFLOW

166,000

191,000

232,000

257,400

322,960

461,744

562,042

758,658

1,034,722

1,419,210

1,935,494

2,689,292

3,735,609

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CASH OUTFLOWS

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Payments for materials

 

50,000

65,000

84,500

109,850

142,805

185,647

241,340

313,743

407,865

530,225

689,292

896,080

operating expenses (         )

0

 

 

 

 

 

 

 

 

 

 

 

 

Premises (rent, rates)

0

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

Wages and salaries

0

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

General expenses

0

300

300

300

300

0

0

0

0

0

0

0

0

Interest and bank charges payable

0

6,600

6,600

6,600

6,600

6,600

6,600

6,600

6,600

6,600

6,600

6,600

6,600

Lease payments

0

1,500

1,545

1,591

1,639

5000

5001

5002

5003

5004

5005

5006

5007

Corporation Tax

 

-56,310

-49,760

-40,722

-27,430

-7,908

20,357

61,296

120,379

205,380

327,337

501,903

751,249

Market survey costs

0

750

758

765

773

780

788

796

804

812

820

828

837

Other preliminary expenses

0

150

165

182

200

220

242

266

292

322

354

389

428

capital expenditure

 

 

 

 

 

 

 

 

 

 

 

 

 

Plant and other capital expenditure

0

42,000

42,000

42,000

42,000

42,000

42,000

42,000

42,000

42,000

42,000

42,000

42,000

financing repayments

 

 

 

 

 

 

 

 

 

 

 

 

 

Loan repayments

 

 

6,000

6,000

6,000

6,000

6,000

6,000

6,000

6,000

6,000

6,000

6,000

TOTAL CASH OUTFLOWS

0

159,990

187,608

216,216

254,932

310,497

381,634

478,301

609,821

788,983

1,033,341

1,367,019

1,823,201

Cash flow summary

 

 

 

 

 

 

 

 

 

 

 

 

 

NET CASHFLOW FOR PERIOD

166,000

31,010

44,392

41,184

68,028

151,247

180,407

280,358

424,900

630,227

902,153

1,322,273

1,912,408

OPENING CASH BALANCE

0

166,000

197,010

241,402

282,586

350,614

501,860

682,268

962,625

1,387,526

2,017,753

2,919,906

4,242,179

CLOSING CASH BALANCE

166,000

197,010

241,402

282,586

350,614

501,860

682,268

962,625

1,387,526

2,017,753

2,919,906

4,242,179

6,154,587

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(3) DEPRECIATION SCHEDULE

 

 

 

 

 

 

 

 

 

 

 

 

 

Month

0

1

2

3

4

5

6

7

8

9

10

11

12

Fixed Assets

 

 

 

 

 

 

 

 

 

 

 

 

 

Furniture

200000

180,000

160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0

-20,000

-40,000

Vehicles

30000

24,000

19,200

15,360

12,288

9,830

7,864

6,291

5,033

4,027

3,221

2,577

2,062

Plant and Machinery

42000

33,600

26,880

21,504

17,203

13,763

11,010

8,808

7,046

5,637

4,510

3,608

2,886

Total book values (i.e. net fixed assets)

0

237,600

206,080

176,864

149,491

123,593

98,874

75,099

52,080

29,664

7,731

-13,815

-35,052

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Monthly Depreciation

 

 

 

 

 

 

 

 

 

 

 

 

 

Furniture-10% straight line

 

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

Vehicles - 20% reducing balance

 

6,000

4,800

3,840

3,072

2,458

1,966

1,573

1,258

1,007

805

644

515

Plant & machinery-20% reducing balance

 

8,400

6,720

5,376

4,301

3,441

2,753

2,202

1,762

1,409

1,127

902

722

Total monthly depreciation

 

34,400

31,520

29,216

27,373

25,898

24,719

23,775

23,020

22,416

21,933

21,546

21,237

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(4) PROFIT AND LOSS FORECAST

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Preop

 

 

 

 

 

 

 

 

 

 

 

 

Month

0

1

2

3

4

5

6

7

8

9

10

11

12

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Revenue

0

90,000

126,000

176,400

246,960

345,744

484,042

677,658

948,722

1,328,210

1,859,494

2,603,292

3,644,609

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Cost of sales

0

50,000

65,000

84,500

109,850

142,805

185,647

241,340

313,743

407,865

530,225

689,292

896,080

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Gross profit

0

40,000

61,000

91,900

137,110

202,939

298,395

436,318

634,979

920,345

1,329,269

1,913,999

2,748,528

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Gross Margin

 

221,390

242,106

271,417

310,962

364,196

436,542

534,633

667,837

848,990

1,095,708

1,432,186

1,891,695

Expenses/overheads

 

 

 

 

 

 

 

 

 

 

 

 

 

Premises (rent, rates)

 

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

15,000

Salaries

 

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

General expenses

 

300

300

300

300

0

0

0

0

0

0

0

0

Executive Fees

 

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

100,000

Payroll Tax

 

1,200

1,260

1,323

1,389

1,459

1,532

1,608

1,689

1,773

1,862

1,955

2,052

Utilities

 

1,600

1,680

1,764

1,852

1,945

2,042

2,144

2,251

2,364

2,482

2,606

2,737

Sales and Marketing

 

2,500

3,000

3,600

4,320

5,184

6,221

7,465

8,958

10,750

12,899

15,479

18,575

Postage & Telephone

 

350

357

364

371

379

386

394

402

410

418

427

435

Repairs and Maintenance

 

100

103

106

109

113

116

119

123

127

130

134

138

Website Development Expenses

 

5,000

5,000

5,000

5,000

5,000

5,000

5,000

5,000

5,000

5,000

5,000

5,000

Preliminary expenses

 

150

165

182

200

220

242

266

292

322

354

389

428

Lease Payments

 

1,500

1,545

1,591

1,639

1,688

1,739

1,791

1,845

1,900

1,957

2,016

2,076

Total expenses/overheads

 

227,700

226,865

227,639

228,542

229,298

230,538

231,997

233,715

235,745

238,146

240,990

244,366

Profit before tax

 

-187,700

-165,865

-135,739

-91,432

-26,359

67,857

204,321

401,264

684,600

1,091,124

1,673,009

2,504,163

Tax @ 30%

 

-56,310

-49,760

-40,722

-27,430

-7,908

20,357

61,296

120,379

205,380

327,337

501,903

751,249

Profit after tax

 

-131,390

-116,106

-95,017

-64,002

-18,452

47,500

143,025

280,885

479,220

763,787

1,171,106

1,752,914

Transfer to reserves

 

-187,700

-165,865

-135,739

-91,432

-26,359

67,857

204,321

401,264

684,600

1,091,124

1,673,009

2,504,163

 

Balance Sheet

 

 

 

 

 

 

 

 

 

 

 

 

Assets

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Current Assets

 

 

 

 

 

 

 

 

 

 

 

 

Cash

$106,050

$137,050

$124,650

$110,900

$116,650

$116,651

$116,652

$116,653

$116,654

$116,655

$116,656

$116,657

Accounts receivable

$90,000

$126,000

$176,400

$246,960

$345,744

$484,042

$677,658

$948,722

$1,328,210

$1,859,494

$2,603,292

$3,644,609

Total current assets

$196,050

$263,050

$301,050

$357,860

$462,394

$600,693

$794,310

$1,065,375

$1,444,864

$1,976,149

$2,719,948

$3,761,266

Fixed (Long-Term) Assets

 

 

 

 

 

 

 

 

 

 

 

 

Vehicles

$30,000

$160,000

$140,000

$120,000

$100,000

$80,000

$60,000

$40,000

$20,000

$0

-$20,000

-$40,000

Furniture

$200,000

$19,200

$15,360

$12,288

$9,830

$7,864

$6,291

$5,033

$4,027

$3,221

$2,577

$2,062

Equipment

$42,000

$26,880

$21,504

$17,203

$13,763

$11,010

$8,808

$7,046

$5,637

$4,510

$3,608

$2,886

(Less accumulated depreciation)

$34,400

$31,520

$29,216

$27,373

$25,898

$24,719

$23,775

$23,020

$22,416

$21,933

$21,546

$21,237

Intangible assets

$50,700

 

 

 

 

 

 

 

 

 

 

 

Total fixed assets

$288,300

$174,560

$147,648

$122,118

$97,695

$74,156

$51,325

$29,060

$7,248

-$14,202

-$35,361

-$56,289

Total Assets

$484,350

$437,610

$448,698

$479,978

$560,089

$674,848

$845,635

$1,094,434

$1,452,112

$1,961,947

$2,684,586

$3,704,977

 

 

 

 

 

 

 

 

 

 

 

 

 

Liabilities and Owner's Equity

 

 

 

 

 

 

 

 

 

 

 

 

Current Liabilities

 

 

 

 

 

 

 

 

 

 

 

 

Accounts payable

$24,000

$25,000

$27,000

$25,000

$27,000

$27,001

$27,002

$27,003

$27,004

$27,005

$27,006

$27,007

Accrued Rent

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

$15,000

Bank Charges Payable

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

$3,000

Short-term loans

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

$10,000

Income taxes payable

-$56,310

-$49,760

-$40,722

-$27,430

-$7,908

$20,357

$61,296

$120,379

$205,380

$327,337

$501,903

$751,249

Accrued salaries and wages

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

General Expenses

$300

$300

$300

$300

$0

$0

$0

$0

$0

$0

$0

$0

Lease Payment

$1,500

$1,545

$1,591

$1,639

$1,688

$1,739

$1,791

$1,845

$1,900

$1,957

$2,016

$2,076

Current portion of long-term debt

$150,000

$140,000

$130,000

$140,000

$130,000

$130,001

$130,002

$130,003

$130,004

$130,005

$130,006

$130,007

Total current liabilities

$247,490

$245,086

$246,170

$267,510

$278,780

$307,098

$348,091

$407,230

$492,288

$614,304

$788,931

$1,038,339

Long-Term Liabilities

 

 

 

 

 

 

 

 

 

 

 

 

Long-term debt

$66,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$60,007

Less: Loan Repayment

 

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

Deferred income tax

$1,000

$0

$176,290

$109,982

$84,946

$84,947

$84,948

$84,949

$84,950

$84,951

$84,952

$84,953

Total long-term liabilities

$67,000

-$6,000

$170,290

$103,982

$78,946

$78,947

$78,948

$78,949

$78,950

$78,951

$78,952

$138,960

Owner's Equity

 

 

 

 

 

 

 

 

 

 

 

 

Owner's investment

$35,000

$40,000

$15,000

$10,000

$50,000

$12,000

$15,000

$20,000

$25,000

$10,000

$20,000

$25,000

Net Profits

-$131,390

-$116,106

-$95,017

-$64,002

-$18,452

$47,500

$143,025

$280,885

$479,220

$763,787

$1,171,106

$1,752,914

Reserve and Surplus

-$187,700

-$165,865

-$135,739

-$91,432

-$26,359

$67,857

$204,321

$401,264

$684,600

$1,091,124

$1,673,009

$2,504,163

Total owner's equity

-$284,090

-$241,971

-$215,756

-$145,434

$5,189

$127,357

$362,346

$702,148

$1,188,820

$1,864,910

$2,864,115

$4,282,077

Total Liabilities and Owner's Equity

$30,400

-$2,885

$200,704

$226,058

$362,915

$513,401

$789,386

$1,188,327

$1,760,058

$2,558,165

$3,731,998

$5,459,376


 

Timeframe Consideration

Activity Sequence

Week 1

Week 2

Week 3 &4

Week 5 & 6

Ideation

 

ü 

 

 

 

Designing the app

 

 

ü 

 

 

Automating the ordering process

 

 

ü 

ü 

 

Tracking of wastage/inconsistencies and streamlining the ordering process

 

 

ü 

 

Monitoring the review

 

 

 

 

ü 

Competitive advantage gained from the new information system

The innovation brought in the new system will be bring about the various consideration for the competitive advantage by giving restaurant new ways to outperform their rivals. The various types of the changes in as per the new system will considerably reduce the ordering time in compare to the restaurants which are still following the manual ordering system (Asif et al. 2015).

Possible effects for Crinitt Venice

The identified effects for Crinitt Venice is depicted with the reduced ordering time along with enhanced tracking of wastage/inconsistencies and streamlining the ordering process. The new app will be conducive in availing various initiatives such as pre-ordering and live tracking of the order. These changes will be conducive for both the strategic objectives and competitive advantages (Oleynik, Nikolenko and Yuzefova 2015).

Conclusion 

The main findings of the report have shown that in the initial five months the business will earn loss. However, it will start earning profit from the 6th month and will be able to maintain a linear growth throughout the year. In addition to this the innovation brought in the new system will be bring about the various consideration for the competitive advantage by giving restaurant new ways to outperform their rivals. The various types of the changes in as per the new system will considerably reduce the ordering time in compare to the restaurants which are still following the manual ordering system. 

 
References and Bibliography

Asif, M., Sabeel, M., & Mujeeb-ur-Rahman, K. Z. (2015, November). Waiter robot–solution to restaurant automation. In Proceedings of the 1st student multi disciplinary research conference (MDSRC). University of Wah, Pakistan.

Chen, X.P., Yao, X. and Kotha, S., 2009. Entrepreneur passion and preparedness in business plan presentations: a persuasion analysis of venture capitalists' funding decisions. Academy of Management journal, 52(1), pp.199-214.

Georgievski, I., & Bouman, T. (2016). On the relationship between automation and occupants in smart buildings. environment, 2, 3.

Honig, B. and Karlsson, T., 2004. Institutional forces and the written business plan. Journal of Management, 30(1), pp.29-48.

Ivanov, S. H., Webster, C., & Berezina, K. (2017). Adoption of robots and service automation by tourism and hospitality companies.

Karlsson, T. and Honig, B., 2009. Judging a business by its cover: An institutional perspective on new ventures and the business plan. Journal of Business Venturing, 24(1), pp.27-45.

Kumari, S., Sada, S., Singh, V., & Karthik, B. (2016). Data Optimization and Transmission in Restaurant Using Virtual Reality.

Mason, C. and Stark, M., 2004. What do investors look for in a business plan? A comparison of the investment criteria of bankers, venture capitalists and business angels. International small business journal, 22(3), pp.227-248.

Oleynik, P. P., Nikolenko, O. I., & Yuzefova, S. Y. (2015). Information System for Fast Food Restaurants. Engineering and Technology, 2(4), 186-191.

Timmons, J.A., Spinelli, S. and Tan, Y., 1994. New venture creation: Entrepreneurship for the 21st century (Vol. 4). Burr Ridge, IL: Irwin.

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