Archive for Strategic Marketing

Ed. Note: This installment of the Expert Blog Series is provided by Jon Miller, VP of Marketing & co-founder of Marketo, a leading marketing automation and revenue marketing platform provider.  Many thanks to Jon for this content!

More and more B2B marketers are missing opportunities for impacting lead generation and ultimately playing for a bigger piece of the pie when it comes to budgeting.  The reason for this is the dependency on traditional or manual processes to gather, analyze and report on B2B marketing data.

As we move towards 2012, it’s essential for marketers to evolve their thinking and their choices when it involves marketing analytics. Without this evolution, the possibility for reporting on the impact marketing has on the business will diminish and impact future marketing forecasts and company sales revenues.

To understand why it’s time to move beyond traditional methods, consider these reasons to evolve your marketing analytics in 2012:

  • Provide statistics to the c-suite – Obtaining sign-off from company executives on additional funding and additional campaigns is critical for any B2B marketing department. Although marketers can cite new technologies, social strategies and brainstorming ideas, without consistent and accurate data, they will meet a roadblock from the c-suite.To move forward and get that sign-off, prepare to evolve your marketing analytics for 2012 with a total solution that integrates with existing systems, gauges current and future trends and calculates the elements needed for a positive ROI.
  • Identify trends and forecast- Forecasting what future B2B marketing campaigns will garner isn’t guess work – it’s a calculated process. Marketers need to identify emerging trends, analyze existing data and gauge customer experience to predict the effectiveness of future campaigns.If marketers are still relying on spreadsheets and homegrown databases to forecast marketing outcomes, they may fall short in their predictions. In 2012, more marketers will evolve their approach to data mining and bringing out relevant data needed to produce consistent and effective marketing forecasts.
  • Identify inefficiencies and strengthen processes – Most marketing organizations may realize their processes have become flawed, but lack the data to pinpoint the flaws and strengthen them.  Marketers will want to identify these pain points, address them with revised or new processes and report back on the impact on results.Some resolutions to flawed processes may need a tighter alignment with sales to share ideas and strengthen processes or improve an ailing lead nurturing process with more engagement with prospective leads.

As you being to budget and plan for 2012, it is important to remember that to generate positive marketing ROI and increased funding opportunities, marketing analytics will play a larger role in the operations and strategies of B2B marketing teams.

Jon is VP Marketing and co-founder at Marketo. He explores everything from lead nurturing and social media to marketing ROI and revenue performance management in Marketo’s popular blog, Modern B2B Marketing, and was named a Top 10 CMO for companies under $250 million revenue by The CMO Institute. Jon graduated Magna Cum Laude in Physics from Harvard College and has an MBA from the Stanford Graduate School of Business.

Zephyr 47′s Brian Hansford recently wrote this blog for Matt Heinz with Heinz Marketing.

5 Steps to Take before Buying a Marketing Automation Solution

Marketing automation follows the trends similar to the early stages of other business automation technologies including Customer Relationship Management to Supply Chain Management to the pre-Web 1.0 era of client-server development projects before that. All those technologies were promised to solve problems, make jobs easier, and generate revenue.

But even today, the successful utilization of CRM solutions is low, regardless of current SaaS services and technologies. Michael Krigsman, CEO of Asuret, Inc., reports 47% of CRM implementations in 2009 are judged as failures. The good news is marketing executives can learn from the mistakes and best practices of predecessor systems in business automation. Marketing is generally the last department in an organization to automate business processes and faces many of the same challenges other departments and functions faced.

However, DemandGen Report quotes Jonathan Block, Sirius Decisions, estimating that the success rate for companies adopting marketing automation is approximately 18%. When used primarily as an email engine, adoption is “probably more than 50% (DemandGen Report, October 5, 2010). There are many reasons for partial utilization or outright failure and system abandonment. Most of the issues come from people – simple as that. Don’t let this be your company!

When executed well, marketing automation platforms enable a well planned demand generation and lead management process and help organizations connect with customers at the right point in buying process.  Higher quality leads are sent to sales with sales cycles that are accelerated which drive more revenue.  However, implementing workflow and business process tools are difficult. Proper strategic planning and organizational mobilization can greatly enhance the value and revenue driven by a marketing automation platform.  Don’t make the mistake of using a marketing automation platform purely as an expensive e-mail marketing system. Here are 5 steps to follow before buying a marketing automation solution.

  1. Secure Executive Sponsorship

Any successful business strategy requires executive sponsorship, support, and even enforcement and marketing automation initiatives are no exception. Marketing automation impacts an entire enterprise and these champions are critical because they help mobilize the hearts and minds of people across the organization.  To get the CEO and CFO on board, you will need to explain the “why”—the business case for a marketing automation initiative. This is the time for executives and marketing managers to focus strategically on how to directly grow revenue through sophisticated and measurable demand generation. Build the business case that shows how marketing automation drives revenue.

2. Develop a Demand Generation Strategy and Lead Management Process

Before even beginning to evaluate marketing automation solutions, the marketing and sales managers must develop an initial demand generation strategy and lead management workflow. Every organization will do things differently and the better defined the demand generation strategy with supporting lead management process, the greater the chance of success using the right marketing automation system.

A marketing team won’t flip a switch and magically have a funnel of highly qualified leads instantly flowing into the sales department. The workflow should identify where inquiries come from and how they move through a buying cycle and different treatments. A well planned marketing automation implementation can cultivate or nurture these leads to a point and then hand off to sales for direct follow up. The process should map how campaigns will support the required flow of qualified lead flow which ultimately leads to revenue generation. The strategy provides the direction and vision which will be supported by the rights tools and people.

3. Establish a Collaboration Channel and Service Level Agreement with Sales

Before a marketing team even engages in an automation solution evaluation, the sales management team should be involved along with the support of the executive sponsor. Marketing automation enables new levels of revenue generation by helping develop high-quality leads more efficiently, while preventing funnel leakage.  Marketing has the fantastic opportunity to hold themselves and sales accountable for revenue generation.  Collaboration and buy-in from sales management is a critical success factor. This step should also include coming to agreement, as much as possible, on what a “marketing qualified lead” is and the expectations, or service level agreement, by which sales will contact those leads and track opportunities or pass back to marketing for nurturing.

4. Test and Evaluate the CRM Integration

Generating high quality leads without a systematic way to hand them off to sales is pointless.  Cloud-based CRM systems like Salesforce.com and Microsoft Dynamics CRM are prolific and many marketing automation systems provide efficient technology integrations with most of the major CRM players. This is where organizations derive massive value from the advanced heavy lifting of developing a lead management process.  To be clear, this step is not as easy as mapping fields. The process must be in place at least 80% of the way for this to work. Sales management and the sales representatives must buy into the process. Sales must follow up on the marketing qualified leads and provide data back to help measure whether the right leads are flowing, or not.  Marketing automation integrated with CRM supports the full cycle of developing and managing leads and measuring effectiveness. Marketing executives can directly measure their performance on revenue generation. Both marketing and sales are held accountable with this integration, and that is good! This critical information must be captured within a CRM system.

5. Comprehensive Content Marketing Strategy

Content is often the most overlooked and underestimated ingredient for a successful marketing automation strategy.  A well run marketing organization must have an annual campaign strategy and calendar, regardless of whether or not a marketing automation system is employed. Without a strategy and calendar, lead flow will be inconsistent and the content requirements will be unknown. Without content, the campaigns won’t get off the ground and the investment in marketing automation will be wasted.  Consider the content required to run campaigns for leads at various stages in the buying cycle. And from there additional content will be required to support nurturing campaigns that help prevent leakage in the marketing funnel. Depending on which industry in B2B marketing, there will be different individuals at a target company that will require content suited to their roles and influence. Develop the right content for the right audience to be delivered at the right time using a marketing automation platform.

Marketing automation platforms and solutions provide a powerful resource for organizations to drive revenue and strengthen customer relationships. The unstructured methods of activity-based marketing behavior are extinct—at least for those marketing executives who want to continue their careers and help organizations grow revenues. Marketing executives and Chief Marketing Officers must show how they will use their people, process, budget and technology to impact revenue cycles. Marketing automation solutions provide the foundation to accomplish this mission. Strong planning, preparation, process development, and creativity will greatly enhance the magnitude of success using marketing automation.  The 5 steps here are a great steps before buying the marketing automation solution.

Zephyr 47 has published a new white paper to help organizations maximize their investment in marketing automation.

The white paper is FREE and you can DOWNLOAD HERE

Maximize Your Marketing Automation Investment

Don’t make the mistake of using a marketing automation platform purely as an expensive e-mail marketing system. Follow these ten keys outlined by the marketing automation experts from Zephyr 47 to get the most from your purchase to drive more revenue and be a strategic hero for your business.

10 keys to success are provided in this 2011 white paper, including:

  • Executive Sponsorship
  • Metrics that show impact to revenue
  • Training
  • Content marketing
  • Demand generation strategy
  • Data management and integrity
  • And more!

DOWNLOAD HERE


More Information on Zephyr 47′s Marketing Automation Services

Marketing automation platforms help marketing professionals identify revenue opportunities based on interactions and behaviors with a prospective company. Using the right metrics in demand generation will show how a marketing automation strategy drives revenue and connects with customers.

Find the right data on the dials to measure marketing performance

With companies adopting Web 1.0 technologies in the 1990’s and the Internet reaching the masses, marketers struggled to learn how to measure their impact to the business.  Email marketing reached a fever pitch with the promise of promoting e-commerce Web sites to consumers and businesses in the New Economy. Marketing teams still measure bullet point items like click-thrus, impressions, open rates, number of site visitors, and more. Even senior-level marketing executives could not connect the path between these activity metrics and impact to revenue.  Even today marketing managers and executives just look for higher activity numbers – more site visitors, more webinar attendees, more tradeshow leads and on. This type of analytical behavior places higher values on quantity over quality.

Now it’s more important to have higher quality leads that are ready for sales to engage versus a bucket of thousands of contact names with no identified or qualified interest. Marketing automation can help marketers identify the campaigns that produce the highest quality leads that generate the most revenue with the lowest cost.  This informational is powerful and empowering.

Here are some general examples of data to analyze and build the complete picture of how a marketing automation strategy impacts revenue.
1. Inquiry conversions – Measure conversion performance from initial contact through nurturing, opportunity, win/loss.
2. Marketing Qualified Leads (MQL) – Leads that meet agreed on qualification criteria that move to sales for further qualification and prospecting
3. Sales Qualified Leads – Track the percentage of MQLs that develop into Sales Qualified Leads. Also track the percentage of leads that sales disqualifies.
4. Sales follow up – Track the percentage of MQLs that are contacted by sales
5. Fallout – Track the percentage of leads that drop out of each stage of the marketing funnel and sales cycle. Identify opportunities to minimize dropoff
6. Conversion to Revenue – What is the overall picture of revenue generation from demand generation. Revenue per month, quarter, year.
7. Revenue per Campaign – Analysis that combines qualitative and quantitative analysis. Too often the old school method of direct marketing permeates marketing that more is better. Revenue per campaign may show the most effective campaigns produce the fewest number of leads. But, those leads may produce the highest revenue.
8. Cost per Campaign – Again, the lowest cost campaign may produce the highest revenue or highest volume of qualified leads.
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Using Web 1.0 metrics will focus on incomplete data and miss the whole story a strategic marketing function needs to tell. The list above provides ideas on the metrics to analyze to determine impact to revenue and the overall support of strategic marketing objectives. Focus on combining the quantitative data with qualitative over a period of time.~
Additional Resources

What’s in a Message? The Strategic Foundation for Success

Wednesday, February 23rd, 2011

Ed. Intro: Zephyr 47 is very honored to have this expert guest blog from Colleen Moffitt, co-founder of Communique’ PR in Seattle and co-author of Strategic Public Relations: 10 Principles to Harness the Power of PR.   Communique’PR has a blue chip portfolio of clients including Alaska Airlines, T-Mobile, Attachmate, PayScale and Isilon. In this blog Colleen offers valuable insight on the strategic importance of well developed messages.

Zephyr 47 Expert Guest Blog Contributor - Colleen Moffitt, Co-Founding Partner with Communique'PR

Effectively communicating a message in any medium can often seem like a crazy and convoluted round of the Telephone Game, leaving companies wondering, “Did you get my message?” or “Can you hear me now?” Creating and communicating effective, strategic messages consistently is the foundation of success for any organization – whether it’s product branding, an e-mail marketing campaign, social media initiatives or a company announcement.

You want your target audiences hear and remember effective messages about your organization, an issue or a trend. These messages can be used to:

  1. Clearly articulate an organization’s position
  2. Establish a company as a thought leader
  3. Successfully position a company against a competitor

In order to develop the messages that are going to resonate with your target audience you need to be sure you know who that audience is. In Principle Three of our book, “Strategic Public Relations: 10 Principles to Harness the Power of PR,” we highlight the importance of knowing your target audience, the first building block of developing effective messaging.

While most established companies have a solid grasp on who their target audience is, new companies should do their homework to ensure they understand who they are trying to reach. This could involve evaluating who their competitors are targeting, speaking with industry analysts, conducting research or surveys, and connecting directly with prospective customers.

Once you have clarity on who you want to reach you can start to think through the three points you want that audience to know about your company, its product or service, and how those translate into benefits for that target audience. Furthermore, you want to be able to illustrate those messages with proof points that effectively reinforce the benefits articulated in those messages. This can be done by creating a message framework, which is a graph that outlines key messages with proof points as supporting messages.

For example, a pillar message for eHarmony, an online dating website, is “the Internet’s #1 trusted relationship services provider in the U.S.” They support this message by talking about its system of matching couples based on personality dimensions as well as relationship research facility, and publishes eHarmony Advice, a growing relationship advice siteeHarmony Labs, its research facility, and eHarmony Advice, its growing relationship advice website. These points demonstrate that eHarmony isn’t randomly matching people based on profiles, but going one step further and establishing a science around matching. trusted relationship services provider in the United States the Internet’s No. 1 trusted relationship services provider is the Internet’s No. 1 trusted relationship services provider in the United States

After you have outlined your messaging framework, you are ready to start developing narrative messages. These narratives and anecdotes can be weaved into FAQs, developed into media pitches, or used as sound bites for key spokespeople. Not only does eHarmony weave its “#1 trusted” message throughout their website and television commercials, they also secure coverage in stories that specifically demonstrate its key differentiators and bolsters their pillar messages. As an example, Technology Review recently included eHarmony in a feature story on the technology and methodology behind online dating sites.

The next step is to share the draft messages within your organization and secure buy-in from those within the company who will be responsible for communicating these messages. It is worthwhile to share the messages with stakeholders from various groups within the company who speak to different constituents.

Next ensure all key spokespeople are well versed in the key messages – it’s critical that all spokespeople are familiar with and comfortable communicating the key messages. Once you’ve developed your key messages, make sure that each of your spokespeople receives a copy. You may also want to set up mock interviews to ensure your spokesperson is clearly articulating the key messages during an interview.

Once the messaging has been developed and finalized, you’re ready to unleash it into the world. The most effective messaging is consistently leveraged across many channels within an organization – marketing materials, its website, press releases and social media platforms such as Facebook, Twitter and LinkedIn.

Effective messaging can help an organization influence behavior, drive sales and achieve success. Taking a strategic approach to developing those messages will ensure that your organization communicates the benefits and proof points needed to resonate with your customers.

Colleen Moffitt is a founding partner with Communiqué PR, a boutique communication firm in Seattle. In addition to leading account activities for several clients, Colleen manages operations and helps drive business development for Communiqué PR. She is a co-author of Strategic Public Relations: 10 Principles to Harness the Power of PR and is a frequent speaker on the topics of public relations, social media and the changing media landscape.

Marketers who consider a Marketing Automation vendor are often tempted by the shiniest object with the sexiest advertising or the cheapest solution for email marketing and some basic lead scoring capability.  As evaluations start out, the vendor solution demos look great.  The vendor sales reps tell a great story and ‘give great demo’ and throw out customer logos and white papers.

Make sure the marketing automation vendor you select will be around to support you long term!

Depending on the customer requirements, a cornucopia of various vendors can enter the fray.  I have witnessed evaluations where enterprise organizations initially review a strange group of email vendors like Constant Contact all the way up to enterprise Marketing Automation vendors like Manticore,  Eloqua, and Marketo.  (To me that is like shopping for vehicles including everything between a SMART Car and a Freightliner truck and it shows the swirl and confusion in the Marketing Automation market.)

Vendor Viability

Beyond the matrix of whistles and bells and the latest functionality, prospective customers MUST also look into the business viability of Marketing Automation vendors and the support they will receive to help ensure ramp up and long term success.  Marketing execs don’t want to be left holding the bag with a vendor who lot funding and has no road map for updates.  Avoid the career limiting move!

Ask Tough and Fair Questions

I believe in asking hard questions.  Many times vendors in any space won’t or can’t answer some of the questions due to confidentiality.  But, the way a vendor answers the questions can be very revealing.  Do not be reluctant to ask hard questions!

Ask prospective marketing automation vendors the tough questions!

Here are the business viability questions you should ask when evaluating marketing automation platform players.

  1. How long have you been in business?
  2. Do you have any customers? (especially important with all of the new vendors)
  3. What can you share about your product/solution roadmap?
  4. What companies do you actively partner with? (CRM, O/S, B.I. etc.)
  5. How extensive is your solution provider network?
  6. What customer training is provided?
  7. Do you have a Customer Success Manager program?
  8. Have you laid off staff recently? If so, why?
  9. What is your service level agreement for technical support? (Tier 1, 2, 3 troubleshooting procedures)
  10. Do you have references we can talk to?

My point with these 10 questions is to look past the solution and understand the business viability of the vendor you are considering.  Ultimately the winning vendor will be a business partner for your organization.  Of course there are many other related questions to ask.  Just remember a well planned Marketing Automation implementation is strategic to an organization because of the potential impact in helping generate revenue.  Asking hard business questions is justified!  As a marketing executive the last thing you want is a vendor who can’t support you or because they are out of business in 6 months.

Let me know the business viability and support questions you ask the vendors you evaluate.

Brian Hansford

President

Zephyr 47

Additional Resources

White Paper: 10 Keys to Maximize Your Marketing Automation Investment

Campaign Workflow – Map the Process Before Hitting Send

Wednesday, August 18th, 2010

Steven Covey says to ‘begin with the end in mind.’ Another saying is ‘set the goal and the how-to’s will reveal themselves.’ When building a campaign strategy and implementing individual campaigns, mapping the workflow for each step is critical to ensure solid customer connections at the right time and with the right information.

Don’t Let Workflow Tedium Scare You

Marketing campaign development can be tactically tedious with multiple steps that have “if X happens then Y” and on and on.  Regardless of how tedious, building the right campaign workflow is just as important as clear messaging and a solid offer.  A campaign with the best creative and messaging will fail with a well planned and tested workflow.  A marketing automation solution helps marketing teams develop and execute campaign workflows.  Of course some campaigns may have more extensive workflow than others.

Here are some workflow considerations for building an email and web marketing campaign.  (This list is not intended to be exhaustive.)

Who are you contacting?

  • Prospects
  • Existing customers

How are you contacting them?

  • Email
  • PPC Search
  • Social media
  • Seminar
  • Survey

What kind of response/conversion is required?

  • Complete forms on hypersites
  • Complete forms on homepage
  • Register for event

How much information is required?

  • First and last name
  • Company
  • Email
  • Phone
  • Title
  • Project information

What happens when a nurtured contact responds with new contact information or more contact information than previously provided?

  • Update contact record
  • Update previously blank fields
  • Etc.

How is the promo content delivered?

  • Landing page
  • Hypersite
  • Email confirmation

When is the lead “qualified” and “sales-ready” for direct follow up?

What happens to “disqualified” leads?

What happens to email addresses that “bounce”?

  • Soft bounce monitor
  • Hard bounce deletion

How are email unsubscribe requests processed?

These are just some of the steps to consider with your marketing campaign workflow.  Again, this is not an complete listing but hopefully provides ideas and considerations for mapping your campaigns.  Marketing automation systems are ideal for building and managing all levels of sophistication of campaign workflow.  Marketing automation also provide incredibly valuable information for measuring campagns.

To ensure campaign success, make sure to map the process BEFORE hitting send.

Additional Resources

The Content Grid from Eloqua/JESS3 – A Brilliant Model

Sunday, June 20th, 2010
The swirl and excitement around social media, social networking, and social media marketing (they are each unique) creates many new opportunities to engage customers, partners, families, friends, and ‘communities.  There are many great stories of how organizations are using different channels of social media to network and engage their constituents.  Yet with nearly every SM event or discussion I participate in I always hear the question on who OWNS social media in an organization.  Answers come up that the communications team, PR, or marketing should OWN all social media.  All of these answers are WRONG.

Eloqua has developed a brilliant Content Grid with superior illustration from JESS3.  The Content Grid very clearly illustrates an organizational content framework including the different types of content, the channels, the ownership, and the audience.  In my opinion the Eloqua Grid is equal to Geoffrey Moore’s model from “Crossing the Chasm” in both brilliance and clarity.  I want to write about it here to help proliferate the model and also help my SM and marketing colleagues envision how they can use this model to work with their organizations and clients.  I have the grid posted below and it also available from Eloqua’s blog site written by their director of content marketing, Joe Chernov.

Here why I like this model and why it is valuable:

1.  Social Media is a functional component of an overall marketing and business strategy.

2.  Content is a macro-organizational responsibility.  No single group owns ALL of the content or CHANNELS.  Content delivery involves both centralized and decentralized channels with different objectives.

3. Content comes in different flavors with different audiences and different functions.  The content that build awareness is unique from the content that helps a customer support their buying decision.  Additionally, existing customers will have different content needs than prospects in the awareness stage.

4. Hyper-Focus on ROI is minimized or eliminated.  We have all struggled with the ROI Question related to content strategies and social media engagements.  The Eloqua Content Grid illustrates to business managers and executives where content fits into the overall business and marketing strategy.  If executives still need to focus on ROI, ask how they measure the ROI of email.  A better discussion is the opportunity cost of NOT developing and implementing a content strategy.

Major kudos to the Eloqua team for publishing this grid.  In this case a picture is worth a million words.  Let me know your thoughts.

Cheers,

Brian Hansford

President

Zephyr 47

SOSTAC Marketing Planning Podcast with Brian Hansford

Wednesday, June 16th, 2010

Brian Hansford, the president of Zephyr 47 gives a podcast overview of the SOSTAC marketing planning framework.  SOSTAC is a method we consistently use with our clients at Zephyr 47.  Brian wrote about this a couple of months ago here.

SOSTAC itself isn’t set in stone as a method or an acronym.  Paul Smith from the UK originally wrote about this in the late 1990′s and based on our experience SOSTAC stands the test of time for marketing planning ESPECIALLY with the hype around social media and social media marketing.

Here is the link to Brian Hansford’s brief discussion recorded on CinchCast.  Take a listen and let us know what method you use!  If we can help you with your marketing planning efforts, please feel free to ping us.

SOSTAC Podcast

info@zephyr47.com

Discussions abound on who “owns” social media in an organization.  This came up during a panel discussion at the Social Media 201 event last week in Seattle where it was suggested a communications team/department should own social media content et al and not marketing.  This sentiment seems to focus more on control and less on the most important element – The Customer.

Ownership is not the question or even the answer. Organizations that successfully engage in social media will have multiple departments engaged through multiple channels and platforms.  (Sales, Product Management and Support should also engage.)  Functions such as customer service, product management, and even sales will be required to engage with customers beyond e-mail and telephone calls.

On Marketing

Marketing is strategic to an organization and not just limited to the outbound noise of constant promotions. Unfortunately many businesses are using social media channels in short sighted ways.  Over the last 20+ years of B2B marketing (especially in the tech industry) marketing execs and departments have fallen from grace because of their focus on tactical promotional marketing activity.  (Nirmaly Kumar’s book “Marketing as Strategy” describes this perfectly and how to return to a strategic role.)  We marketing folks have brought this onto our organizations through the relentless publishing of brochureware, e-mail spam campaigns, and tradeshows.  Our connections with customers are often based on guesswork derived from anecdotal information from sales people and channel partners.

On Customers

Marketing should use social media as a critical channel to reconnect and listen to customer conversations and provide high value content at the right time.  Promotions do have a role in social marketing but they are only a small piece of the marketing equation when using social media.  Who are the customers?  What do they care about?  How do you reach them in a way they will trust?  Do your customers even care about social media connections?

On Objectives

Organizations need to build their social media plan before taking the leap.    What are the objectives and desired outcomes?  What are the best way to achieve the strategic objectives?  How can social media channels weave together across functions?  Standard business principles apply even in this new era of Web 2.0…

Ownership is a shared responsibility and obligation.  Too much focus on control will slow down the organzation and hinder customer engagements.  This isn’t a turf war.

The one who owns this channel is the customer.

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