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Overseas
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ommercial manufacturers and retail chains aren’t the only ones looking lor new
business opportunities overseas, A number of savvy healthcare organizations are
expanding their medical programs to draw more international patients.
Healthcare providers that can do this successfully will find their investments
can make good economic sense and the rewards can be significant.
Despite recent world events, which have caused many individuals to cut back on
international travel and made it tougher for many foreigners—especially in certain
parts of the world—to gain access to visas or wire money between countries, there
are more people seeking healthcare abroad than ever before,
U,S, medicine has long been held up as a standard in other countries. Despite the
problems in our own healthcare system, hundreds of foreign healthcare professionals
come to the United States every year to train. In addition, foreign governments rou-
tinely study U.S. models and approaches to medical care, and thousands of patients
seek care v âthin our healthcare facilities. More recently foreign countries have been
borrowing our ideas for managing health insurance, applying new information tech-
nologies, and encouraging competition within healthcare. To many outside U.S. bor-
ders, the United States maintains a sterling reputation for having highly trained
physicians, state-of-the-art medical equipment and facilities, high customer service
standards, and shorter wait times.
U.S. healthcare providers can benefit from serving international patients in a
number of ways. For starters, national and international recognition can come from
serving patients from across the globe, and certain countries, regions, and referral
sources can encourage new loyalty The severity and complexity of medical cases
can be rewarding, as can maximum reimbursement. All of these combined create a
strong incentive for healthcare providers to court foreign consumers and their
interest in U.S. medical care.
21
MHS Summer 2002
22
Location is just one of several factors driving success in
international patient marketing. Major U.S. cities and ports are
key geographic draws for international patients who may find it
easier to get in and out of the country at these locales. Tourist
areas and major attractions will also draw foreign tourists who
may need medical care while they’re in the United States and
who are marketing targets for future medical care. Likewise,
large tertiar}’ medical centers and teaching hospitals are always
going to have a competitive advantage, as are healthcare sys-
tems that have built national and international brands-
International Strategies
What factors have been important in the success of those
organizations that have made inroads in the international
market? First of all, having an international brand reputation
can give global marketing efforts a boost. The Mayo Clinic,
which boasts 10,000 patients annually from 120 countries,
and Johns Hopkins, which boasts 7,000 patients annually
from 90 countries, are two examples of internationally recog-
nized brand names. These organizations work hard to build
and maintain their brands internationally while they market
to international patients.
Having internationally known physicians on staff also can
help a health services organization break through to the inter-
national market. Many organizations attract foreign husiness
through the work of key physicians and surgeons. These prac-
titioners—-who may come out of research, clinical care, or
even teachmg settings—typically bring public awareness and
referrals to key service lines.
Finally, internationally recognized clinical expertise is an
important factor. Think M.D. Anderson or Memorial Sloan-
Kettering for cancer care or HealthSouth for physical rehabili-
tation. Through a combination of brand awareness, physician
expertise, and coordinated clinical care, these organizations
have built national and international reputations for tbeir
expertise in particular areas of medicine.
While having an internationally recognized brand is a dis-
tinct advantage, hundreds of lesser-known healthcare organiza-
tions are attracting foreign patients to their facilities as well- So
whether your organization already enjoys a large base of inter-
national business or is currently building an mtemational pro-
gram, having a detailed business strategy and a solid marketing
plan are critical- In fact, unless you happen to be one of the
top-tier medical centers with a highly recognized brand name
tbat wil! automatically attract international interest, marketing
is crucial. Those institutions can afford to spend less money on
aggressive marketing and advertising programs because they
can fall back on their well-known names to attract referrals and
patients. Smaller, less well-known medical centers, which com-
prise the bulk of U.S. institutions, must invest more to generate
awareness and referrals to their programs.
Standing out in a Crowd
Marketing lo international patients means more than just
offering a little information in Spanish on your Web site. It
requires a dedicated business effori with operational and clini-
cal support throughout the organization. Assuming you can
build a team that will focus on the special needs of these
patients, a number of general marketing and communications
strategies may help build your reputation, draw attention to
your services, and attract new patients.
First of all, it’s important to create a Web site that address-
es international patients. While the Web isn’t the answer to
international marketing, it is a critical component of a good
marketing program for ob\ious reasons. Organizations that
have built successful international patient programs steer
patients to dedicated Web sites, offer multiple languages, and
provide support services and dedicated staff to assist prospec-
tive patients. Mayo offers customized forms (e.g., need a
Turkish International Appointment Request Form?) on its
Web site, which also link back to information about the
offices of their overseas representatives. That level of detail
and customization ultimately sets Mayo apart from the hun-
dreds of other medical centers that simply send a much
broader and less targeted message abroad.
Having a well-trained call center and support staff also
helps marketing efforts. Johns Hopkins maintains an
International Patient Services group through its Johns
Hopkins International (wvvu’.hopkinsmedicine.org/interna-
tional) division, with staff that can coordinate all aspects of a
patients care, including travel, cultural, and personal needs.
The Cleveland Clinic Intt^rnational Center (www.cleveland-
clinic.org/ic) coordinates much of The Cleveland Clinic’s for-
eign business and patient contacts. Other providers offer per-
sonal interpreters, travel and scheduling services, and call
center operators to answer toll-free numbers.
Another strategy is to have internationally based sales rep-
resentatives and field offices- Some organizations, such as The
Cleveland Clinic, maintain overseas offices as a way to deliver
quick, customized information and services to specific mar-
kets. Mayo maintains intemational representative offices in
Turkey Mexico City, and the Middle East- While maintaining
representatives abroad may seem like a significant expense,
the continuity of marketing contacts and referral channel
management may be well worth the investment.
Hosting tours for international business, consumer and
civic groups is another way to showcase your facilities and
services to potential healthcare audiences. Often these tours
can be arranged through your local chamber of commerce
or other business and higher education groups and univer-
sity contacts-
U.S. physicians and other healthcare providers who travel
abroad often help establish local contacts, referral sources,
and future business for their organizations. These efforts can
be built around exchange programs, mission trips, or educa-
tional conferences. In addition, medical schools and residency
programs that train foreign physicians can serve as important
links to international referrals. Maintaining active alumni and
graduate programs is an important strategy for opening the
door to foreign patients.
MHS Summer 2002
Likewise, many foreign physicians come to the United
States on short trips for the purpose of continuing medical
education programs. These doctors represent possible referral
sources for new patients and complex cases as well. Referral
development should be a key strategy for any provider look-
ing to attract international business.
U.S. companies with international operations and foreign
companies with U.S. operations may also be sources for mar-
keting to international patients. Many healthcare providers
have relationships v^th companies in their local markets but
never explore the prospect of leveraging those relationships to
reach foreign patients.
It’s also a good idea to coordinate with foreign government
offices. The U,S Embassy in Madrid (www,embusa.es/medical/
indexen,html) features a link on its homepage to U,S. medi-
cine. The site lists several hospitals from U.5 News & World
Report’s America’s Best Hospitals rankings as well as advice on
how lo contact U.S. healthcare providers. (According to the
site; cancer and ophthalmology are the two most requested
service lines.) U.S. providers might work with foreign offices
to place their names on referral lists as well as meet important
diplomats and other government and social contacts.
Another strategy is to establish pannerships with chambers of
commerce, economic development groups, and other healthcare
providers. A growing number of communities are building sister-
public relations and media relations can also help draw inter-
national attention to your organization. But this should be
more than the occasional press release. !t requires a dedicated
public relations program that will work with foreign and
domestic journalists to develop and place story ideas, conduct
media tours, and position the institution and its caregivers as
key information sources.
Another advantage of the Internet is the number of inter-
national medical directories that have sprung u p to help fun-
nel referrals to healthcare organizations that pay to be listed
on these services. Medical Resources USA (www.medicalre-
sourcesusa.com) is one example. But marketers should be
careful to research the sites, ask for details on how they pro-
mote themselves and check with current advertisers to see
how worthwhile their listings have been.
The Future
Given the growth of the global economy and the United
States’ reputation for healthcare excellence, it’s only natural
that more U,S. healthcare businesses will explore ways to
market to international patients. While the United States’
Canadian and Mexican neighbors already provide a steady
flow of patients to U.S, healthcare facilities, many providers
are finding a rich source of patients in Europe, Asia, the
Middle Fast, and other parts of the world as well.
23
Marketing to international patients means more than just offering a little
information in Spanish on your Web site.
city programs, marketing overseas, and targeting foreign
investors. Healthcare providers should look for ways to paitner
with these organizations to expand their reach and exposure.
One innovative approach, called Philadelphia International
Medicine (PIM) (www,philadelphiamedicine.com), began
in 1998 when 10 healthcare organizations in the greater
Philadelphia area formed an initiative to focus on attracting and
serving international patients. PIM, which serves as a central
point of access for intemational physicians and patients seeking
care in the United States, combines the marketing resources of a
number of providers in a way no single facility could do as effec-
tively According to Leonard Karp, executive vice president and
COO for the organization, its success stems from several factors,
including senior management huy-in and support, one-on-one
relationship building, and excellent customer ser\ice, which
results in strong word-of-mouth referrals from previous patients.
In some cases, running ads in foreign publications and media
outlets may make sense and help generate inquiries and leads to
intemational patient programs. While healthcare providers don’t
need to throw money at just any intemational publication, paid
advertising and direct marketing as pan of a coordinated mar-
keting and communications effort may be a good investment.
Highlighting recent successes, medical breakthroughs, new
technology, and exceptional physicians through coordinated
And other healthcare organizations—not just hospitals and
physicians—are discovering investment opportunities abroad.
U.S. health insurers, home health companies, medical manu-
facturers, and healthcare technology companies are all experi-
menting with exporting their expertise and products while
importing new sources of revenue and growth.
Competing in a global healthcare environment takes more
than simply a desire to serve foreign consumers. Those institu-
tions and companies that are successful today have been work-
ing at it for decades and have learned what works and what
doesn’t. And with a growing number of U.S. organizations (as
well as other international healthcare groups) competing for
the same business, U.S. companies will have to work harder to
differentiate themselves. Promoting quality or advanced tech-
nology doesn’t mean much when 10 other organizations are
doing the same. Identifying and marketing attributes that truly
make an institution or medical program unique will be the key
to future success in a crowded healthcare marketplace. MHS
About the Author
Daniel Fell spearheads client service and marketing com-
munications efforts for Daniel+Douglas+Norcross, a
Chattanooga-based marketing firm. He may be reached at
dfe!I@ddngroup.com.
MHS Summer 2002
MHS Winter 2010
12
MHS Winter 2010
13
Marketing
to theMature
Marketplace
Six pathways
to success in
challenging
times
n
o matter how you read the statistics, the bottom line remains
the same: These are challenging times. Even if the daily
economic news weren’t so grim, there’s ample evidence to
suggest it’s time to look outside the usual comfort zones
when it comes to marketing healthcare services.
Newspaper ads have long been a staple for healthcare marketers. Now
newspapers themselves are fast becoming a dying breed. Yellow Page ads
are costly, with the results often difficult to track. And raise your hand if
the response rate from your last direct mail campaign even came close to
the former gold standard of a 2 percent return.
In an era when decreasing resources are more often than not matched
up against increasing competition, nowhere is that challenge more complex
than when your target audience is the mature marketplace.
We are approaching a unique moment in our nation’s history, when one
in three Americans will be over the age of 50, with an estimated 75 million
Americans between the age of 50 and 65 and another 40 million 65 and
older. As a result, the ability to understand and communicate with this
vast target audience will be a pathway to long-term success for healthcare
marketers, in times of economic challenge and beyond.
Five key concepts are considered universal truths in defining what
motivates the mature marketplace. The more these concepts can be incor-
porated into not only marketing materials but also conversations with
patients and family members, the more success will come by way of
enhancing the patient experience and ensuring business growth.
By Don MaRSh
MHS Winter 2010
14
five Key Concepts
Autonomy or self-sufficiency. Regaining the ability to
pursue the interests and activities that age or illness may have
taken away is a recurring theme in the mature marketplace.
From a marketing perspective, offering choices as opposed to
only one solution, whether in the way of medical treatment or
even financing options, is a way to help older patients use their
need for autonomy and self-sufficiency as part of the decision-
making process.
Connectedness. This audience has reached a station in
life when trigger events begin to affect their everyday lives—
children growing up, selling the family home, retiring from
a long-enjoyed career, perhaps even losing a spouse. Because
contact with patients is typically infrequent, handwritten notes,
phone calls, newsletters and other means of B to C communica-
tion answer their need to stay connected to your staff, services
and place of business.
Altruism. Fundraising experts will tell you that people
50 and older traditionally make up the largest segment of any
donor population. Engaging your health system, hospital or
practice in community-based outreach programs or charitable
activities, while at the same time encouraging patients to par-
ticipate, will allow them to engage in this concept, defined as a
concern for others.
Personal growth. The growth of organizations like Elder
Hostels is a prime example of how important this concept is to
the mature marketplace. It may also be the most easily under-
stood, simply by drawing the connection between better health
and the ability to enjoy new, enriching experiences.
The moral here is that no matter how old we be-
come, we never leave behind the need for personal
growth.
Revitalization. One of the recommendations
I offer clients when reviewing their marketing
materials is to use models who appear to be 10 to
12 years younger than the target audience. This is
a practical application of the fact that, the older we
are, the younger we still like to think of ourselves
as being. Use this concept to reinforce the notion
that better health leads to feeling younger and
more alive again.
physical Changes
Vision. Declining vision is often accompanied by an
increased sensitivity to glare. Glare sensitivity affects not only
office design—bright white walls and harsh overhead lighting
being the chief culprits in many of the offices I’ve visited as a
marketing consultant—but marketing materials as well. Instead
of gloss or enamel stocks, print them on matte or dull finishes
that reflect less glare.
Because of the yellowing of the retina that occurs with the
aging process, the ability to distinguish cool colors—blues,
greens and violets—decreases over time. Use warm colors as
accents, to create the visual and psychological impact you’re
looking for. Using a minimum of 12-point type, indenting each
paragraph and limiting paragraphs to two sentences or three
lines will also help older eyes and minds retain the information
being imparted.
Hearing. For many hearing-impaired people, the range
of sounds heard over the telephone narrows to 600 cycles,
as compared to a range of several thousand cycles for people
without hearing problems. For men, the loss is often found in
the higher frequencies, making women’s voices more difficult to
understand. Speaking slowly, using shorter words, rephrasing
often and stopping to get feedback at regular intervals should
be part of any “telephone-side” manner.
Cognitive Changes
Visual memory vs. verbal memory. With aging, visual
memory stays strong, while verbal memory, whether of the
spoken or written word, declines. Long copy blocks in market-
ing materials or complex thoughts in conversations will be
remembered less than short, descriptive word pictures that
communicate a simple message. We are also visual creatures
and become increasingly so as we age. As a result, the impact of
lifestyle photographs showing people enjoying the benefits of
better health—in office décor as well as marketing materials—
will be much greater than any combination of the spoken and
written word.
Left-brain vs. right-brain thinking. Humans are born with
significant, if unequal, capacities for both left-brain thinking,
where logic resides, and right-brain thinking, where instinct
resides. But as we grow older, there is an inexorable shift from
left-brain to right-brain thinking.
The right side is the creative side of the brain. It deals with
images, colors and sensory inputs like music, art and emotion.
It’s the side where major influences like pictures, sounds and
smells are linked with positive, or sometimes negative, cogni-
tive association.
As a result of this shifting, it is more fatiguing for older pa-
tients to make decisions affecting their lives by using the left, or
logical, side of their brains to process facts and figures, words
and numbers. Instead, they become more reliant on making
those decisions based on what their instincts allow them to
uSe MoDelS who appeaR to Be
10 to 12 years younger than the target
audience . . . the older we are,
the younger we still like to think
of ourselves as being.
MHS Winter 2010
15
“feel” rather than what their intellect suggests they
should “know.”
Of the five human senses, the sense of smell is
the one tied closest to memory. Some of the most
successful offices I’ve visited have taken advantage
of that little-known fact by strategically placing
baked goods, beverages, scented candles or other
olfactory stimuli as a means of eliciting positive,
memory-conditioned responses to circumstances
that can otherwise create an atmosphere of uncer-
tainty, doubt or fear.
Values-Based Communication
One of the most enjoyable, and I hope edu-
cational, moments during my presentation on
marketing to the mature marketplace often occurs
during an interactive features and benefits exer-
cise. In this exercise, I ask the audience to take a
blank piece of paper and draw a vertical line down
the middle. I then ask audience members to write
“features” across the top left margin and “benefits”
across the top right margin.
After explaining that, in the language of marketing, features
are defined as the physical characteristics of a product or ser-
vice, whereas benefits are defined as how those characteristics
improve performance, I ask them to think of a specific product
or service their business offers. I then ask them to write three
features of that product or service and three benefits opposite
those features. Those answers usually list whatever qualities
represent the USP of that product or service.
When that part of the exercise is over, I ask them to forget
everything they just learned and imagine they are 18 years old
once again and about to leave for college. Their next assign-
ment is to write a letter to Mom and Dad, asking to borrow
$10,000 for their first year’s college tuition.
The letters will almost never talk about the features of a
college education—for example, majoring in science, trying out
for the baseball team or preparing for a career in healthcare.
Neither will they describe the benefits of a college education—
for example, becoming the head of a large corporation, earning
a high salary or retiring in style.
What the letters always detail are the values of a college ed-
ucation. The writers in essence create a universally understand-
able vision using words like “hopes,” “dreams” and “futures.”
The lesson here is this: If features are the physical char-
acteristics of a product or service and benefits are how those
characteristics improve performance, then values are the
emotional translation of how those products or services affect
people’s lives.
And in no other segment of our society is it more important
to address values—the core concepts by which all of us strive
to live our lives while passing them on to future generations—
than in the mature marketplace.
Wants vs. Needs vs. Values
Motivational experts will tell you there are three ways to
influence human behavior: The least powerful is by addressing
human needs. Addressing human wants is more powerful. But
the most powerful way, by far, is by addressing human values.
Values-based communication is key to getting mature
consumers emotionally and instinctively involved in the
decision-making process. By doing so, the marketer creates an
atmosphere of trust, which results in creating relationships that
endure.
Be aware, though, that values are like fingerprints: All are
similar, but no two are identical. Let everyone on staff who is
in contact with patients know how important it is to create an
atmosphere in which older patients feel comfortable talking
about their values and how that leads to understanding them
on a more personal level. Perhaps most important, it leads to a
greater understanding of the qualities and ambitions that make
them unique.
It’s an exercise that, at its core, becomes synergistic. Just
as this empowers patients to feel comfortable with their own
decisions, it also empowers those who interact with them to do
a much better job at helping them make those decisions and
ultimately improving their lives because everyone involved now
has an emotional investment in that extraordinary process.
Here are six proven, but often overlooked, methods of
marketing to the mature marketplace, especially in challenging
times:
Retention marketing. One of the universal truths of mar-
keting is that it costs two to three times more to acquire a new
customer than it does to have that customer return. As a result,
an ongoing retention marketing program is almost always at the
core of any consulting service I provide. And that effort begins
Segmenting the Mature Marketplace
The “Matures” Born before World War II
• Extremely patriotic
• Self-sacrificing
• Debt-free
The “Baby Boomers” Born after World War II
• Instant gratification
• Self-entitled
• Debt is way of life
MHS Winter 2010
16
with mining your database.
Back in the 1970s, non-profit organizations, in
search of new ways to identify high potential do-
nors while reducing their marketing costs created
a program known as recency, frequency, monetary
(RFM) modeling. In RFM modeling, an entire
database is divided into fifths, also known as
quintiles, based on these three criteria. The result
was an ability to create more targeted appeals that
made best use of time and budgets.
For healthcare marketing professionals, that
goal can also be reached by defining purchase
bias—not just the “when” of a patient’s purchase
history, but the “why.” No matter which method
you choose, by developing a variety of targeted
sales letters, rather than working off the assump-
tion that all customers are created equal, you’ll be
creating a program that ensures consistent growth at a fraction
of the cost.
Focus groups. Most healthcare marketers are familiar with
the concept of the consumer seminar as a means of informing a
target audience and motivating them to take action. The focus
group programs I’ve helped create were developed as a twist on
the consumer seminar, the difference being they are targeted to
current patients and not the community at large.
Focus groups are basically exercises in relationship market-
ing, in which patients and spouses are invited to share their
opinions about new technologies or procedures and ending
with appointments being set in the days immediately following
the sessions.
But these types of marketing programs have not only a
retail benefit, but an advisory benefit as well. This focus group
agenda also involves an exchange of opinions about sample
marketing materials—not only yours, but that of the competi-
tion as well.
We’re all good at what we do, but it’s the marketplace that
decides how successful we become. Getting immediate feed-
back in programs like these is an ideal way to learn what the
marketplace is thinking and how best to make the adjustments
needed for long-term success.
E-marketing. According to a recent AARP survey, almost 60
million Americans over age 50 are now spending an average of
18 hours per week on the Internet. What began for many as an
exercise in e-mailing is now a full-blown pursuit of products
and services that can improve their lives, with an estimated 74
percent of those searches focusing on their own community.
But chances are your site is not the first place they’re going
to look. Power pages are one way to help solve that problem.
These are one-page electronic sales letters that drive people to
your branding site.
For example, when people search for “(Your Town) health-
care,” they are transported to your power page that bears the
name: (YourTown)Healthcare.com. Having read the informa-
tion, they’re invited to offer their name and e-mail address.
Two things happen afterward: They are transported to your
main site and their contact information is forwarded to you for
follow-up.
Because most Web site visitors linger only a page or two
before signing off, a good way to manage the flow of informa-
tion is by making sure the landing page, the place they arrive at
on your site, is the page with the key information you want to
impart. From that starting point, identify the other most popu-
lar pages and place additional calls to action on those pages as
well.
By now, most seasoned healthcare marketers are familiar
with the various ways to market their sites. Pay-per-click, SEO,
keyword searches and direct referrals are among the most
popular. But for maximum results, it’s also important to moni-
tor those results on a regular basis.
Conversion rates, meaning the percentage of leads that
are generated from your site(s) as compared to the total leads,
should begin with a goal of 5 percent. Bounce rates, or the per-
centage of visitors who bounce away to a different site, should
be on the order of 50 percent. And opt-in rates, defined as the
percentage of visitors who sign up for the offer posted on the
site, should be targeted at a minimum of 3 percent.
Results that don’t match these targets suggest it’s time to
take another look at your e-marketing. Back in the day, the ax-
iom for smart direct marketers was “Test, test, test and modify.”
E-marketing is the new direct mail, so the same axiom applies.
Referral programs. One of the solutions to the problem
of not having the time or not feeling comfortable asking for
patient referrals is in developing a handout that can serve as a
reminder, long after the request has been made. A template I’ve
used over the years is a simple two-sided piece. The first side
basically reaffirms the patient’s decision and asks that they pass
it on to someone they know; the second side lists a series of
premiums being offered to the person being referred.
Boundaries, both legal and ethical, rightly exist to limit the
• Better communication skills = longer relationships
• Longer relationships = more sales
• More sales = greater LTV
• Greater LTV = higher profitability
• Higher profitability = successful practice
• Successful practice = where you want to work
A Simple Equation for Challenging Times
MHS Winter 2010
17
rewards that can be offered. But a gift certificate to a restaurant
or movie (examples of the everyday life activities that become
more enjoyable with better health) not only brightens some-
one’s day but also serves as a soft testimonial that will continue
to pay dividends long after through continued referrals.
Community outreach. Along with free media, which has
the advantage of credibility over most forms of advertising,
reaching out to the community is another way to market your
healthcare system, hospital or practice in challenging times.
When done correctly, the resulting goodwill simply cannot be
measured in dollars.
Community outreach programs can involve traditional
options like health fairs, but more traction can be gained by
working with local print and broadcast media on some kind
of program that benefits the community, especially one that
encourages patients to participate.
Understand that for the mature marketplace, the urge to
give is usually intergenerational, meaning they are more likely
to want to be involved in a charitable activity that supports
either their own generation, or their grandchildren’s generation,
rather than the generation in between.
Patient outreach. The mature marketplace segment de-
scribed in the accompanying sidebar as the “Matures” is, sadly,
likely to be the last generation that cherishes the printed word.
The baby boomers, however, have joined the generations that
follow them in becoming fully versed in the various means
of electronic communication where neither paper nor ink is
required.
In addressing either segment, constantly reaching out, via
printed and e-newsletters, personal notes or even on occasion
a surprise gift in commemoration of a birthday, anniversary
or other significant personal event, keeps the two-way flow of
communication between you and your patients ongoing. It also
answers dual needs: connectedness for them and continued
business growth for you. MHS
About the Author
Don Marsh is a San Diego-based marketing consultant with
35 years of experience. He is the author of one book, and more
than 200 articles, published worldwide. The information in
this article will be the focus of his presentation at the SHSMD
Annual Conference in Orlando. Further information may be
obtained by contacting him at marketingservices@sbcglobal.net
or by visiting www.MatureMarketplace.com.
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