Ford Motor Company: New Strategies for International Growth
Please check the word doc. and pdf
Around 4 pages answer for Learning Objectives, and 2 pages for Ford Motor Company case study.
Total is 6 pages.
Case # 18 – Ford Motor Company: New Strategies for International Growth (CASE is on the PDF) need 2 page answer (use case information on the PDF only, no internet resource)
The template provided must be used with each number showing and an answer for each provided in an informal manner or not requiring full sentences except in the “brief summary” section. An outline format may be used for your answers for each numbered item.
Please check next page for the example case study answer.
Describe the Following for this Case Study-
2. External Environment:
3. Internal Environment:
4. Financial Analyses:
5. Economic Condition for Industry:
6. Key Trending Factors:
7. SWOT Analysis:
8. Key issues of the case:
9. Critical issue of the case that needs attention first:
10. Assumptions in the recognition of this critical issue:
11. 2 to 3 alternatives to address this critical issue:
12. Choose 1 of the alternatives to implement:
13. Describe the overarching strategy you propose and within which this alternative fits:
14. Explain your plan to implement this alternative:
15. Identify the critical organizational functions of the organization needed for implementation:
16. Identify the processes needed from each of these critical functions for implementation:
17. Describe the Balance Scorecard metrics to measure the success of this implementation:
18. Describe any ethical concerns with this critical issue and plan implementation:
19. Describe any environmental concerns with this critical issue and plan implementation:
20. Describe any social concerns with this critical issue and plan implementation:
21.Write a brief summary of your recommendation and the value you propose this organization may gain from this implementation. (one paragraph – keep this to approximately100 words)
EXAMPLE
Case Analysis Study Approach (CASA)
Vodka
1. Industry & Market – the Alcoholic Beverage Industry enjoys a Global Market
1. External Environment – the industry is highly regulated and taxed on the state level in the United States, meaning, each state regulates how the industry may operate within its boundaries.
1. Internal Environment – The industry classification breaks down the distilled-spirit group into three categories, (1) brown goods, (2) white goods, which includes the case study subject, Absolut Vodka, and (3) specialties.
1. Financial Analyses – the Imported Vodka industry sales were on an upward trend, opposite the distilled-spirits and domestic vodka sales history in that period.
1. Economic Condition for Industry – by 1986, the distilled-spirits industry was on a downward slide for about five years.
1. Key Trending Factors –
5. Demographic – Those having attended college, single with household incomes of $50K or more in the Middle Atlantic region.
5. Social – promoting the brand to specific consumer groups and looking at market trends.
5. Economic – sales growth was on the upswing for imported vodka
5. Environmental – Another consideration is the industry’s effects on society. The influence on alcohol abuse and drunk driving.
1. SWOT Analysis –
6. Strength: in 1979, the U.S. was an open market for Absolut. They were looking for a distributor in a field where they did not currently have one. Strong leader in Mr. Roux.
6. Weakness: Costly advertising methodology, and distributor’s concentration on another brand than Absolut. Also odd-shaped bottle.
6. Opportunity: Niche marketing to expand market share, and flavored Vodka market
6. Threat: International political and industry regulatory impacts. Also odd-shaped bottle
1. Key Issues of the case – Marketing and advertising efforts to increase market share.
1. Critical Issue of the case that needs attention first – mismatch between traditional market-research techniques and the Absolut marketing strategy
1. Assumptions in the recognition of this critical issue –
9. The Swedish government was looking for a U.S. importer for Absolut
9. Stoli’s enjoyed an 80%share of the imported vodka sales
9. U.S. Vodka sales were rising. Foreign vodkas’ 22 percent growth attracted a rush of new importers
1. Two to three alternatives to address this critical issue –
10. Capturing the “Youth” markets
10. Capturing specific ethnic markets
10. Focusing on “Super Premium” products
1. Choose one of the alternatives to implement – focusing on its being a “Super Premium” product
1. Describe the overshadowing strategy you propose and within which this alternative fits – Target market for Absolut would be anyone over the age of 21 with the ability
1. Explain your plan to implement this alternative –
13. Advertise stressing Absolut’s Swedish origins
13. Target upper income trend-setting, artsy crowd
13. Market Absolut as a luxury item
13. Market to the “ferociously hip” crowd
1. Identify the critical organizational functions of the organization needed for implementation –
14. Copy and Media: punning on “absolute” using the superlative. Expanding media outlets beyond the standard weekly news, emphasizing the medium but focusing on the bottle.
14. Special Events and Promotion: Themes of music, art and fashion
14. Budget: increasing budget for advertising to reverse declining sales.
14. Production: ads were costly though generating huge media coverage, especially the much anticipated Christmas special ads.
1. Identify the processes needed from each of these critical functions for implementation –
1. Describe the Balanced Scorecard metrics to measure the success of this implementation –
(Must be these Four goals and a quantitative goal by which to measure strategic proposal success)
16. Financial: Set goals to increase gross sales by 20% and market share by 5%
16. Customer: Absolut enjoyed between 51 and 56 percent of the imported vodka market in the U.S. Survey the customer base to measure current satisfaction and then aim to increase this by 20% over the upcoming year.
16. Internal business processes: Measure initial social media hits and challenge the team to increase this by 30% within the first quarter of the new ad campaign. Set a goal to enter 2 new social media avenues in the upcoming year
16. Learning: Train employees in the new social media tools and require passage of a subsequent test by 75% with a maximum of 2 attempts to pass.
1. Describe any actual or hypothetical ethical concerns with this critical issue and plan implementation – the causal link between advertising and alcohol abuse and drunk driving. Alcohol should not be marketed towards those under the legal drinking age in any country. In the case of a country where no minimum age for consumption or purchase exists, beverage alcohol should not be marketed to those under the age of majority, as defined in that country.
1. Describe any actual or hypothetical environmental concerns with this critical issue and plan implementation – increase in excise taxes, governmental restrictions placed on advertising adult beverages and political fallout from the Russia boycott. U.S. Surgeon General Taskforce recommendation to raise excise taxes, reduce tax deductions for advertising allowances, placement of warnings and restricting advertising.
1. Describe any actual or hypothetical social concerns with this critical issue and plan implementation – effects of alcohol on society and the role of advertising in consumption, its influence in general, and on “abuse” versus “use”.
1. I recommend continuing marketing Absolut as a “Super Premium” product, a luxury item. This focus has proven to have provided positive results growing its market share to the current respectable levels that it enjoys. Absolut is now recognized as leader in creative yet unconventional advertising. The partnership with its advertising firm has been quite a successful venture resulting in the Absolut seasonal campaigns as a yardstick of great advertising, as well as being one of the most anticipated advertising campaigns in the industry. Including messages of consumer responsibility and assimilating a similar emphasis as Anheuser-Busch’s “Know When to Say When” campaign would be very advisable as well.
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Need 2.5-3 pages answer for Learning Objectives Ch.5-8 *keep questions on the answer sheet and need answer the question one by one, don’t put all together.
Need total 1-1.5 page answer for two Discussion Questions (ch5-6; ch7-8)
Total 4 page answer
ALL answers should from your own words or the textbook (No Internet resource allowed)
You answers must related to the textbook lessons. answers are easy to find under each chapter (pdf), just use some of your word and explanations from textbook. Also you must write the page number (where is this topic come from) after your answer.
Learning Objectives Chapters 5-8
CH.5 The Five Generic Competitive Strategies (please use pdf page1-28 for answers)
LO 1 What distinguishes each of the five generic strategies and why some of these strategies work better in certain kinds of competitive conditions than in others.
LO 2 The major avenues for achieving a competitive advantage based on lower costs.
LO 3 The major avenues to a competitive advantage based on differentiating a company’s product or service offering from the offerings of rivals.
LO 4 The attributes of a best-cost provider strategy—a hybrid of low-cost provider and differentiation strategies.
CH. 6 Strengthening a Company’s Competitive Position- Strategic Moves, Timing, and Scope of Operations (please use pdf page29-55 for answers)
LO 1 Whether and when to pursue offensive or defensive strategic moves to improve a company’s market position.
LO 2 When being a first mover or a fast follower or a late mover is most advantageous.
LO 3 The strategic benefits and risks of expanding a company’s horizontal scope through mergers and acquisitions.
LO 4 The advantages and disadvantages of extending the company’s scope of operations via vertical integration.
LO 5 The conditions that favor farming out certain value chain activities to outside parties.
LO 6 When and how strategic alliances can substitute for horizontal mergers and acquisitions or vertical integration and how they can facilitate outsourcing.
CH.7 Strategies for Competing in International Markets. (Please use pdf page 59-88 for answers)
LO 1 The primary reasons companies choose to compete in international markets.
LO 2 How and why differing market conditions across countries influence a company’s strategy choices in international markets.
LO 3 The five major strategic options for entering foreign markets.
LO 4 The three main strategic approaches for competing internationally.
LO 5 How companies are able to use international operations to improve overall competitiveness.
LO 6 The unique characteristics of competing in developing-country markets.
CH. 8 Corporate Strategy Diversification and the Multibusiness Company (Please use pdf page 95-132 for answers)
LO 1 When and how business diversification can enhance shareholder value.
LO 2 How related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage.
LO 3 The merits and risks of unrelated diversification strategies.
LO 4 The analytic tools for evaluating a company’s diversification strategy.
LO 5 What four main corporate strategy options a diversified company can employ for solidifying its strategy and improving company performance.
Discussion Question (CH 5-6) (need 0.5-0.75page answer)
Think about the vertical integration strategies. Make an argument for either "integrating backward" or "integrating forward" to gain competitive advantage. Name a company or industry whereby your argument would apply.
Discussion Question (CH 7-8) (need 0.5-0.75-page answer)
After you read about the strategies to enter a foreign market, choose between a Foreign Subsidiary Strategy and a Joint Venture Strategy, and argue the advantages of the one you have chosen over the strategy you did not choose. Name a company or industry whereby your argument would apply.
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After analysis of population demographics and profitability estimates, Casesa’s team had decided to create a Dynamic Shuttle pilot in India. The large urban population, including a subset of aspirational workers that Casesa believed would be ideal Dynamic Shuttle customers, as well as the overcrowded met- ropolitan transport systems and growing smartphone adoption, made India an ideal environment to test the pilot. If successful, it could serve as a model for cre- ating Dynamic Shuttle programs in other countries. Ford, however, could not develop the program alone. It would need a partner that had the right business model and similar aspirations for growth potential and scalability, along with the willingness to expand into the Indian market. The team had found five potential candidates to partner with but had yet to determine the most appropriate one.
Casesa reviewed the agenda for his team’s meet- ing that afternoon. What criteria were most impor- tant in determining who Ford should partner with, and did any of the identified prospects best fit Ford’s needs? What characteristics would ensure a success- ful launch of Dynamic Shuttle in India?
FORD MOTOR COMPANY Founded in 1903 by Henry Ford and a group of 11 investors, the Ford Motor Company had modest origins, launching in a converted factory on Mack Avenue in Detroit that produced only a few cars per day. Ford quickly differentiated itself, however,
INTRODUCTION
John Casesa, group vice president of Ford Motor Company’s Global Strategy team, gazed out from his office window at Ford’s corporate headquarters in Dearborn, Michigan, on a cold Janu- ary day in 2016. The warm and tropical climate of Mumbai seemed worlds away from snowy Dearborn but Casesa’s attention had been on India for some time now. Hired the year previously after nearly 25 years as an investment banker in the automotive industry, Casesa had been charged with the implementation of new initiatives under the One Ford Plan. Originally designed to help Ford return to global profitability in its core automotive business after the Great Reces- sion, the One Ford Plan had been further refined to help Ford aggressively pursue emerging opportuni- ties that were an extension of the Ford brand.
A key facet of this plan was the introduction of Smart Mobility, which reflected Ford’s intent to branch out from its core automotive market. Smart Mobility sought to position Ford as a company that embraced technological innovation and a leader in connectivity and mobility, while leveraging its existing strength as a global automotive powerhouse. Casesa’s team had devised an idea called Dynamic Shuttle, a taxi-like service at prices similar to mass transit and enabled by smartphone access. While other application-based ride-service companies typically moved 1 or 2 people per ride, Dynamic Shuttle had the aspirations of uti- lizing shuttles to transport up to 12 people per ride, and was thought to be an ideal solution for emerging economies with large urban populations who cannot afford personal transportation.
Nicole Daniel Tuck School of Business at Dartmouth
Thomas Lawton Tuck School of Business at Dartmouth
Ford Motor Company: New Strategies for International Growth
CASE 18
© 2016 Trustees of Dartmouth College. All rights reserved.
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automotive division in 1999, and Britain’s Land Rover brand of sport-utility vehicles in 2000. All four brands were placed in the newly created Premier Automotive Group. Ford also made a significant investment in the more economically priced Japanese automobile pro- ducer Mazda, rounding out its profile of global brands and automobiles that appealed across the spectrum to all types of drivers.
Despite these investments in global growth, Ford struggled as it entered the 21st century, and sought to shrink its portfolio. By 2007, the company had divested the majority of Aston Martin to a con- sortium of investors and car enthusiasts for nearly $850 million, and the following year sold Jaguar and Land Rover to Tata Motors Ltd., an Indian conglom- erate. When the Great Recession crippled markets in 2008–2009, the American automobile industry cen- tered in Detroit was hit especially hard. Through the Troubled Assets Relief Program (TARP), the U.S. government made over $13 billion in government loans available to struggling automobile makers. Although Ford had secured a $23.6 billion lending facility a year earlier and thus did not require govern- ment relief, it was not completely exempt from need- ing to downsize through the recession. The company closed 13 plants and laid off more than 50,000 of its nearly 200,000 employees to decrease capacity. In 2010 the automaker announced an agreement to sell Volvo to the Chinese automotive conglomerate Zhejiang Geely Holding, and later announced it would discontinue its Mercury line, a brand first conceptu- alized in the 1930s to bridge the price gap between the Ford and Lincoln brands. By the end of fiscal year 2015, Ford’s total revenues were $149.6 billion. The 6.7million cars sold globally in that year com- promised nearly 94 percent of that revenue.2
Ford Motor Company’s income statements for 2013 through the second quarter of 2016 are pre- sented in Exhibit 1. The company’s balance sheets for 2013 through 2015 are presented in Exhibit 2.
The Modern Automobile Industry The modern automotive industry was one of the larg- est in the world; in 2015, industry experts anticipated that nearly 90 million vehicles were sold globally.3 The U.S. auto market was approximately 10 percent of that worldwide total, with 7.7 million passenger cars sold in 2014, and the industry in the United States comprised the largest single manufacturing
through a variety of unique production and employ- ment practices that transformed the automobile industry and positioned Ford at the forefront of tech- nological innovation. The 1908 launch of the Model T, later voted as the Car of the Century by a panel of industry experts, revolutionized manufacturing production globally.1 Produced on the world’s first assembly-line production model, the Model T was assembled by individual workers who remained in one place on the line and performed the same task every shift as vehicle parts passed before them on a conveyor belt. The implementation of the assembly line and conveyor belt, and the scale opportunities it afforded, allowed Ford to quickly surpass its com- petitors. Then in 1914, Ford began offering a stan- dardized wage of $5/day to its factory employees, vaulting many of its low-skilled workers into the middle class and enabling them to afford the prod- ucts they helped produce for the first time.
In the 1920s Ford purchased the Lincoln Motor Company, a competitor, and moved most of the com- bined company’s production operations to the Ford Rouge Complex in nearby Dearborn, Michigan. By the end of the decade the company was producing 1.5 million cars annually, a huge ramp-up in pro- duction from the Mack Avenue facility’s original output. Ford also played a vital role in assisting the Allied forces during the Second World War. Sus- pending automobile production for the duration of the war, the company converted its assembly lines to churn out B-24 Liberators at the rate of 1 per hour, or nearly 600 every month, utilizing the same mass- production techniques first piloted by the Model T 30 years earlier.
The 1950s and 1960s witnessed the introduction of some of Ford’s most iconic vehicles and family lines, including the Mustang and the Thunderbird, which quickly became international symbols of American consumerism in the postwar era. Through- out the next several decades, Ford continued its global expansion. By the 1990s, the company refocused its attention on automotive concerns and financial ser- vices. Organic growth, in the form of newly opened Asian operations and the establishment of the Ford Motor Credit Company, the firm’s financial arm, was complemented by a series of high-profile acquisi- tions. In 1989–1990, Ford purchased Jaguar, a British manufacturer of luxury cars, and in 1993 added Aston Martin. Later acquisitions in the 1990s included rental car company Hertz Corporation in 1994, Volvo’s
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CASE 18 Ford Motor Company: New Strategies for International Growth C-239
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EXHIBIT 1 Ford Motor Company Quarterly and Annual Income Statements, 2013 – Second Quarter 2016 (in millions except per share amounts)
2nd Quarter 1st Quarter 2015 2014 2013
06/30/2016 03/31/2016
Automotive revenues $ 36,932 $ 35,257 $ 140,566 $ 135,782 $ 139,369
Financial services revenues 2,553 2,461 8,992 8,295 7,548
Total revenues 39,485 37,718 149,558 144,077 146,917
Automotive cost of sales – 30,281 124,041 123,516 125,234
Selling, administrative & other expenses 2,661 3,823 14,999 14,117 13,176
Financial services interest expense – 658 2,454 2,699 2,860
Financial services provision for credit & insurance losses – 141 417 305 208
Total costs & expenses 37,267 34,903 141,911 140,637 141,478
Automotive interest expense 212 200 773 797 829
Automotive interest income & other income (loss), net 389 404 1,188 76 974
Financial services other income (expense), net 82 91 372 348 (348)
Equity in net income (loss) of affiliated companies 398 541 1,818 1,275 1,069
Income (loss) before income taxes 2,875 3,651 10,252 4,342 7,001
Provision for (benefit from) income taxes 903 1,196 666 559 577
Net income (loss) 1,972 2,455 7,371 3,186 7,148
Less: loss (income) attributable to noncontrolling interests (2) (3) 200 154 –
Net income (loss) attributable to Ford Motor Company $ 1,970 $ 2,452 $ 7,373 $ 3,187 $ 7,155
Weighted average shares outstanding – basic 3,973 3,970 3,969 3,912 3,935
Weighted average shares outstanding – diluted 3,997 3,996 4,002 4,045 4,087
Year end shares outstanding 3,902 3,973 3,970 3,956 3,944
Net income (loss) per share – basic $0.50 $0.62 $1.86 $0.81 $1.82
Net income (loss) per share – diluted $0.49 $0.61 $1.84 $0.80 $1.76
Cash dividends declared $0.15 $0.40 $0.60 $0.50 $0.40
Source: Ford Motor Company 10-K and 10-Q reports, various years.
enterprise in terms of total product value, value added by manufacturer, and the total of wage earners employed throughout the industry.4,5 For other indus- trialized nations with strong automobile industries, including countries in the European Union, Japan, and South Korea, the dominance of the automobile
industry on gross domestic product (GDP), and espe- cially on exports, had grown exponentially over the latter half of the 20th century.
Ford Motor Company was one of the leading car manufacturers on both a profitability and pro- duction basis, but other major competitors included
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in Japan had pioneered a “just-in-time” inventory method whereby noncritical component parts were outsourced to independent suppliers producing close to assembly plants and then sent back to the production facility at the time needed. Toyota had also pioneered a production method known as kaizen, now adopted by many industries ex-automobiles globally, that empha- sized continuous process improvement throughout the organization.
Ford was not alone in adopting an international acquisition strategy at the end of the 20th century. Major domestic competitors like Chrysler infa- mously merged in 1998 with Daimler-Benz, the pro- ducer of luxury brand Mercedes, and then later took controlling interest in Japanese manufacturer Mit- subishi in 2000. GM, which had purchased control- ling interests in Saab (Sweden) and Subaru (Japan), began to look toward overseas consolidation as a method for keeping production costs lower and diversifying into new markets outside the United States. While traditionally the most profitable mar- kets have been developed countries with significant middle-class purchasing power, developing nations, with larger populations overall and growing percent- age of middle-class workers, have become greater consumers. In 2015, Chinese consumers purchased more vehicles than in the United States (21.1 million passenger cars), although at lower margins.6
General Motors (also U.S. based, in Detroit), Toy- ota (a Japanese automaker, whose portfolio also included the Lexus luxury car brand), and Volkswa- gen (a German manufacturer that also owned Audi). While Ford primarily operated in the mid- to lower- priced end of the pricing spectrum, it had also owned stakes in more luxury brands such as Land Rover and Jaguar, as noted. Major competitors of these brands included producers like BMW and Daimler-Benz (also German manufacturers), Acura (the luxury arm of Honda in Japan), and at an even higher price point, boutique manufacturers like Porsche, Ferrari, and Maserati.
Consolidation and decentralization were two of the major trends of the industry. Part of this was due to the overall capital intensity of the industry; heavy investments in equipment and large production facili- ties have traditionally been required in order to achieve economies of scale. As attitudes on environmental impact have evolved, so too have more stringent regu- lations been placed on the industry that require greater costs on the part of the manufacturer. Ford, as noted, was a pioneer in the industry in the United States due to its innovative production facilities and creation of the assembly-line process, aimed at lowering overall production costs. These savings, however, were being offset by higher transportation costs as the industry glo- balized. Asian automakers such as Honda and Toyota
Source: Ford Motor Company 2015 10-K.
EXHIBIT 2 Ford Motor Company Balance Sheet Data, 2013–2016 ($ in millions)
12/31/2015 12/31/2014 12/31/2013
Cash & cash equivalents $ 14,272 $ 10,757 $ 14,468
Marketable securities 20,904 20,393 22,100
Receivables, net 101,975 101,975 101,975
Inventories 8,319 7,866 7,708
Other current assets 59,480 48,496 37,477
Fixed assets, net 19,975 19,040 18,298
Total assets $ 224,925 $ 208,527 $ 202,026
Total current liabilities $ 188,591 $ 195,645 $ 179,373
Total long-term liabilities 7,677 (11,950) (3,763)
Total equity (deficit) 28,657 24,832 26,416
Total liabilities and shareholders’ equity $ 224,925 $ 208,527 $ 202,026
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CASE 18 Ford Motor Company: New Strategies for International Growth C-241
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competitive automobile landscape. In 2015, Fields hired John Casesa, a long-time automobile indus- try analyst and former investment banker, to lead the newly created Global Strategy team. Casesa had been tasked with accelerating the implementation of the One Ford Plan, and revamping the Global Strat- egy team’s mandate.
In early 2016, CEO Fields championed updating the One Ford Plan to better reflect Ford’s business needs. These refined initiatives included:
∙ Strengthening and investing in Ford’s core busi- ness, including design, development, manufactur- ing, and marketing of great cars, trucks, SUVs, and electrified vehicles
∙ Aggressively pursuing emerging opportunities through Ford Smart Mobility, Ford’s plan to be a leader in connectivity, mobility, autonomous vehicles, the customer experience, and data and analytics
∙ Transforming the customer experience to com- bine Ford’s great products with great experiences customers want and value9
Fields’s vision for Ford as it entered the third decade of the 21st century was to transform Ford into both a strong automotive and mobility company. The company had rededicated itself to “delivering smart mobility solutions at the right place and the right time, and transforming the way that people move, as Henry Ford did when he started the company back in 1903.”
The Smart Mobility Platform and Dynamic Shuttle Concept A key component of Ford’s Smart Mobility plat- form was assessing the strategic markets and loca- tions where the program could be implemented. Ford began to pilot a concept known as the Dynamic Shuttle program in Dearborn and one other city in the United States, with the aim of expanding the program on a global scale.
The concept of the Dynamic Shuttle was an on- demand shuttle that could be accessed via a user’s mobile phone, and be dispatched either directly to the requesting customer (usually in developed mar- kets), or to a pickup location within a short walk that aggregated multiple customers for pickup (poten- tially in more rural areas or areas with poor infra- structure). The pricing of the shuttle was usually at
FORD MOTOR COMPANY’S STRATEGY IN THE 21ST CENTURY Following the Great Recession, Ford’s global strat- egy had largely been focused on returning the com- pany to profitability in each of the markets it operates in. Under th
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