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EX As Force Multiplier for Business Success

Work culture is essentially a nexus of tribal relationships—between management and employees, the organization and its external partners, employees’ own working groups, and, last but not least, the relationship between employees and customers or clients. At once forcefully upheld as critical to business success 

 treated oftentimes to the most superficial understanding, the employee/customer relationship is under increasing strain, and in need of a serious reboot.

In the simplest terms, we know satisfied human beings on both sides of the service counter have always made for business success. In B-school terms, this is the “service profit chain,” a framework that establishes a direct connection 

between profitability and employee satisfaction

An engaged workforce can be a revenue driver, service delivery stabilizer, innovation enabler, talent magnet, brand reputation builder, and organizational resilience aid. 

Positive employee experience and, by extension, the company culture it shapes and reflects, can unleash all of this dynamism if EX (employee experience) is regarded as 

 as important as CX (customer experience)—and if the synergistic relationship of the two is supported.

The numbers speak for themselves. Engaged employees and a strong organizational culture can 

. McKinsey found that companies with the best organizational health produced 

 than companies with the weakest. On the flip side, Gallup reports that in 2024, global employee engagement fell by two percentage points, costing the world economy 

Why EX Hasn’t Been Treated as Business-Critical

The C-suite certainly read the customer experience memo: an overwhelming majority of companies have made CX their top priority and the principle way they compete. Executives talk about 

 than they talk about employees in earnings calls and still perceive employees to be risks rather than resources. Why has perception of the essential CX-EX relationship remained so lopsided and short-sighted?

Much of the disconnect has to do with the inability to correlate EX metrics like employee satisfaction scores with business outcomes. For instance, how has a company’s improved retention of seasoned, highly skilled talent impacted sales? Has a manager training program been monitored both for employee well-being and for productivity gains?

HR policies and programs intended to nurture employee well-being are rarely tied systematically to CX outcomes. HR is perceived as a cost center, the latter a revenue engine, so making causal, quantifiable connections between them to prove the business impact of an organization’s employee culture isn’t the least bit straightforward.

Another factor in the slow and low prioritization of EX as business-critical is the sheer rate of change impacting businesses today. According to the 

, that rate has increased by an incredible 183% over the past four years, and 33% in the past year alone. In 2025, nothing represents greater change in and to the world of work than AI. While management is largely optimistic about AI’s promise of productivity gains, with 

 for at least one business function in 2024, staff training lags, leaving employees, particularly managers, feeling ill-equipped for its adoption. Beneath the AI skills gap, there is fear—and even resistance—among employees, who view AI as marginalizing human expertise and well-being. 

 found that only 13% of Americans believe AI will personally help them. Instead, they fear job loss, increased surveillance, and a lack of control over their own work.

We must recognize this is a hinge moment in the history of work: by the end of 2025, the World Economic Forum projects the 

 globally due to AI and automation. Goldman Sachs predicts up that to 50% of jobs could be fully 

Cultural Signs of Employee Experience Complexity

There are myriad reasons employee engagement reached an 

. Cultural signs of employee discontent have been circulating since the global pandemic, and point to a far more complex picture than the AI-and-automation shakeup. Covid brought us 

 of 2021, a forced reappraisal of work’s role in mental health. Gallup describes our current reality as 

 of 2025, a widespread feeling among employees of being stuck but uninspired in current jobs due to a slowing labor market, and perceptions of few career and pay advancement opportunities. Another phrase for stuck-but-uninspired is “quiet quitting,” a meme introduced to the world in a 2022 TikTok video that quickly amassed over 900 million views. (The Chinese version of passive rebellion against the work status quo—rising joblessness and a 

.”) Gallup’s research show that quiet quitting, while no longer a viral sensation, nevertheless persists: nearly 

six in 10 global employees are psychologically disengaged from their organization

As Employees Shift Their Values, The World of Work Lags

What are some of the deeper dynamics behind these employee disengagement trends? 

 according to several studies. Employment agency Randstad’s recent study shows that “57% of workers would not accept a job that would 

negatively affect their work-life balance

, including flexibility like working from home.” Balance is achieved through reasonable, controllable, flexible work, but for many employees, work should also support their 

Gen Z is leading a generational shift in employee expectations that a company’s values should align with their own. Company purpose has become an increasingly powerful way to attract, retain, and engage a workforce. 

 is the first generation to prioritize purpose over salary. A Millennial Employee Study found that even 

 won’t accept a job with a company without a strong CSR (corporate social responsibility) policy.

How are employers responding to these cultural signals? While 

 regular employees 285 to 1, and DEI initiatives disappear or discretely operate under other departmental auspices, too few companies have been investing sufficient resources in a holistically positive EX—resulting in what Forrester characterized as the 

 of 2024. As employee engagement and company culture energy decline, companies will not only struggle with talent attraction and retention but their customer experience (CX) will suffer as well.

There are of course exceptional exceptions—companies that have adopted innovative approaches to EX. Salesforce has implemented a "Success from Anywhere" model, allowing employees to choose their work environment. They've also expanded their wellness programs and introduced new tools for virtual collaboration. Patagonia has programs that allow employees to take time off for environmental activism. LinkedIn has introduced 

 a program focused on employee well-being that includes "RestUp!" days—extra days off for employees to recharge. Hilton, ranked as a best 100 company consecutively for the past 10 years, has several programs for 

, from Lyra Care for Teens to adoption assistance and new parent support, and a crisis concierge for families mourning the loss of a loved one.

While companies can learn from these and other innovative companies about structuring a satisfying employee experience, just as much care must be devoted to the EX-CX relationship specifically. It too is a living system of behaviors, values, programs and policies, much like the employer/employee relationship is, and if built to respond to vital cultural signals about what constitutes a satisfying employee experience, can supercharge an already engaged and motivated workforce to take great care of the company’s customers.

Ziba has devised—and managed for several companies—the following five steps for researching, measuring, supporting, and enhancing the EX-CX relationship:

Journey Alignment:

Voice of Employee (VoE) Programs:

Cross-Functional Teams:

Training and Development:

Recognition and Rewards:

As EX goes, so goes CX, affecting everything from brand reputation to resiliency to revenue. Poor customer experience is symptomatic of company cultural dysfunction on some level. A superb customer experience, or any major CX transformation effort, if it is to be sustained and scaled, should be powered by a dynamic program specifically designed for the vitally synergistic EX/CX relationship.

Ready to workshop your company's EX + CX transformation?

The EX-CX Relationship: Synergistic or Symptomatic?

Today’s Customer Experiences: A Sea of Sameness

The commoditization of Customer Experience (CX) is eroding emotional brand connection, engagement, and loyalty. As a result, both short-term performance and long-term business growth are increasingly at risk.

Commoditized CX is especially urgent for service organizations, where product differentiation is perceived as minimal, and the quality of customer experience often stands as the primary source of competitive advantage. Without meaningful CX differentiation, companies risk becoming interchangeable in the eyes of consumers, leading to lower loyalty and diminished brand equity.

Companies in eleven of the thirteen industries that research consultancy Forrester has measured for customer experience (CX) quality over the last seven years have 

A Forrester analyst ominously described the current CX landscape as one of "

 found that 58% of customers believe most brands' digital experiences have little to no impact on their purchase decisions. Nearly half of the respondents reported they could not distinguish between different brands' digital experiences, signaling a significant lack of differentiation. Because the low-hanging fruit of easy CX improvements has already been picked, executives will have to make significant investments to move the needle, something most are loathe to do.

The business case for investing in CX is clear. Companies that prioritize the customer experience report an approximately 80% higher revenue increase than those that do not. A Dimension Data 

 revealed that companies focused on improving CX benefited from:

Increased customer loyalty

Uplift in revenue 

Cost savings

Failing to differentiate on customer experience can lead to significantly slower top-line growth and margin compression, threatening market share and long-term viability.

Several interconnected factors are driving CX commoditization. There is an overemphasis on technology without human-centric design. This is often due to a shortage of expertise in designing human-centered experiences that effectively balances functional and emotional needs and aligns customer expectations with brand strategy. Many CX efforts narrowly focus on addressing functional needs such as ease-of-use and simplicity while neglecting the emotional, motivational, and contextual drivers of customer behavior.

A Branded Customer Experience Approach (BCX)

The path forward is to create authentically differentiated, meaningful customer experiences. A Branded Customer Experience (BCX) approach focuses on complete alignment of three elements: Experience Pilllars, Experience Principles, and Experience Practices.

1. Identify Your Brand’s Experience Pillars

Define 3–5 core experience pillars that articulate the emotional and functional value the brand will consistently deliver through all customer interactions. These pillars are rooted in your brand strategy, including purpose, positioning and promise, and your customers' deepest needs and wants.

There are hundreds of emotional motivators that drive consumer behavior. Below are some examples that drive significant customer value.

Pillar Name

Emotional / Functional Value

The next step is to bring the experience pillars down to earth by translating them into interaction principles. These provide clear direction for specifically how a brand should look, feel, and function across customer touchpoints.

 is a brand pillar, then the following interaction principles would be relevant:

 Capture and use customer preferences and history to personalize interactions.

 Gradually learn more about customers through each interaction rather than asking everything upfront

 Recognize where customers are in their journey and adjust messaging accordingly

American Express excels at personalized experiences. The brand offers concierge services and personalized offers based on spending patterns. USAA has built a very strong reputation through exceptional member service based on deep understanding of military families' unique needs. Le Labo's brand strategy centers on crafting a unique, personalized, and ritualistic experience around fragrance.

 Look for small opportunities to delight—unexpected kindness, thank-you notes, and little extras.


 Use language and tone that uplifts, even when solving problems.

 Leave customers feeling capable, informed, and supported, not dependent or frustrated.

Airbnb’s "Belong Anywhere" philosophy helps people feel welcomed and connected globally. Headspace makes meditation accessible and reduces anxiety around mental health. Charles Schwab takes an educational approach to investing that makes it feel approachable rather than intimidating. Sephora’s DNA is about delivering a curated, innovative and personalized prestige beauty experience, giving people the freedom to explore their beauty.

 experience practices that embody your interaction principles in memorable, authentic ways. These are a few key memorable moments that customers recognize as unique to your brand. 

DoubleTree by Hilton is famous for its welcome ritual. Upon check-in, guests are greeted with a freshly baked chocolate chip cookie—a small but memorable gesture that sets the tone for a warm, personalized stay. Trader Joe's delights customers with personal recommendations at checkout. Cashiers are encouraged to chat about and recommend products based on the customer’s selections, making the checkout process feel friendly and communal. Chewy, ranked #1 in the 

 Retail and Consumer Shipping Study for the last three years, is renowned for its handwritten Holiday Cards and Pet Sympathy Flowers. The online pet supply retailer sends customers handwritten cards for holidays and birthdays and occasionally flowers and condolences when a pet passes away.

What’s Your Branded Customer Experience (BCX)?

In an era when most customer experiences are converging toward unremarkable sameness, companies that fail to differentiate on experience risk being forgotten. Those who invest in creating authentically differentiated, meaningful experiences using a brand-driven, human-centered approach can build the emotional customer bonds that drive loyalty, advocacy, growth, and resilience. Unforgettable, signature moments are the surest indicator a company has made its Brand Pillars, Principles, and Practices a kind of Operating System, powered by a strong employee experience (EX) culture, which we will explore further in our next blog.


We’d love to discuss how to authentically differentiate your customer experience. Contact us to start the conversation.

Harmonizing Your Brand's CX Principles, Pillars, and Practices

From Commodity to Leadership: Brand as a CX Differentiator

Innovation Depends Upon Connecting Personas to People

The next era of human-centered innovation belongs to those who can connect empathy with business intelligence. AI might be the savior.

I've spent two decades watching teams chase insight-driven innovation—only to hit a wall when it's time to prove the business case. The pattern is painfully familiar: we segment people by their beliefs, lifestyles, or aspirations, give them names like "Conscious Explorers" or "Status Seekers," and build bold concepts around their unmet needs. The insights are rich. The ideas are powerful. The research is penetrating. Then someone asks the question: How big is this market? And suddenly… the room goes quiet.

This is the fatal flaw in how most companies approach understanding customers in an effort to move forward with confidence. Personas build empathy and inform and inspire creative teams, but they can't quantify opportunity. They don't always tie back to real, measurable populations-- and don't help teams model market potential.

Promising ideas often get shelved because there is no way to justify the investment. The innovations feel right, test well, but go nowhere because they can't be justified beyond the concept stage. Some innovations are launched but never reach their potential. Not because the idea was wrong, but because there aren’t enough customers, or the marketing team can't translate the personas into real-world target segments they can find and influence. Either way, the impact is the same: great ideas that fail to scale.

An AI-Powered Bridge Between Qualitative and Quantitative

Breakthrough innovation begins with human insight, but it succeeds when we can connect that insight to real-world relevance and reach. What innovation teams truly need is a way to translate small-sample, qualitatively derived personas into scalable, data-driven opportunities. A way to connect who they are with where they are, how many of them exist, and how to reach them. Until recently, the leap from qualitative insight to measurable business impact was primarily a matter of guesswork or extensive, time-consuming segmentation studies. But AI is changing that.

Today, we can leverage the rich attitudinal insights contained in personas and utilize machine learning to map them to real-world populations, utilizing data from social behavior, media habits, mobility, and purchasing patterns. AI can bridge the gap between what people care about and how many of them exist, turning insights into market strategy.

If human-centered innovation is about designing for real people, market-making innovation also requires knowing how many of them are out there and how to tap into them. And that's exactly what AI can now help us solve.

Scaling qualitative personas can be done in a variety of ways depending on your organization's capabilities, and your access to third party data. If you are like Ziba, with significant qualitative research capabilities including ethnographic research and in-depth interviews, then you have a great starting place. Creating personas based on deep insight ensures not only that the resulting personas represent real people but that they are also very specific to the innovation challenge at hand. This makes them great for driving the exploration of ideas that will resonate with consumers. Personas that represent a relevant portion of the market are anchored by real world data such as retail and purchase behavior, digital and social behavior, location data and search data. Bolstered with this quantitative reality and credibility, decision makers have what they need to act with conviction.

Understanding markets with greater precision by integrating qualitative insights with behavioral and demographic data is a powerful approach that blends the subtlety of human understanding with the scale of data science. Here's a detailed breakdown of how this process works:

1. Develop Rich Qualitative Inputs 

2. Develop Personas Manually or By Using AI to Extract Themes and Signals

3. Enrich with Behavioral and Demographic Data

4. Build Hybrid Statistical Segmentation Models

The marriage of qualitative insight and AI-powered quantification represents more than just a methodological improvement: it's a fundamental shift in how we approach innovation. We're moving from an era where human understanding and market validation existed in separate silos to one where they can finally work in harmony.

This integration solves the innovation industry's most persistent challenge: the ability to be both deeply human in our insights and rigorously scalable in our execution. When we can take the "Conscious Explorer" we discovered in our ethnographic research and map her to 2.3 million consumers across specific zip codes, with defined media consumption patterns and purchasing behaviors, we've bridged the gap that has killed countless promising innovations.

Going even further, fast moving companies are using this integrated approach to create “synthetic” AI personas that can provide simulated feedback on new product ideas, features, or creative concepts to surface potential reactions, concerns, and objections. Some organizations are even using LLM‑powered personas in workshops where designers and marketers can “interview” a persona in a live session to get rapid reactions and even co-create solutions for current and potential future customers.

The companies that will lead the next wave of breakthrough innovation won't be those with the best qualitative researchers or the most sophisticated data scientists. They'll be the ones who can seamlessly blend both capabilities. They'll use AI not to replace human insight, but to amplify it. They’ll take the profound understanding that comes from sitting with or observing real people and translate it into strategies that can reach millions of them.

This is the future of innovation: empathy at scale, powered by business intelligence. The technology is here. The methodology is proven. The only question is: will you be among the first to embrace it, or will you continue to watch great ideas fail to find their market?

 about how Ziba can help you build powerful personas that are nuanced, relevant, and statistically validated.







Making Innovation Both 

Human and Scalable 

In boardrooms across industries, walls are covered with journey maps—color-coded visuals of customer touchpoints, pain points, and their emotional highs and lows. Teams point proudly to these maps as proof of a company’s customer-centricity.

A customer journey map is a starting line—not a finish line.

It’s a tool, not the outcome. And mistaking one for the other is exactly why so many customer experience initiatives stall at incremental fixes rather than delivering real competitive advantage.

Organizations as early as the 1990s began building customer journey maps, gradually fueling our current explosion of platforms, bootcamps, and journey mapping certifications—some promising expertise in a weekend. The reason for this is clear: customer experience has become one of the most important differentiators in business. A Nextiva study found that 96% of company leaders see 

CX, however, has become practically synonymous with journey mapping. And that’s a dangerous oversimplification.

While journey maps can visualize the customer’s path and highlight areas for improvement, they rarely generate the kind of insight or strategic clarity needed to transform the experience—or the business. What’s more, a ClearVoice study showed that 

 did not agree that their company's customer journey map was well-built.

Even if well-built, most journey maps lead only to break-fix improvements. Very few lead to breakthrough ideas.

What Journey Maps Can Do (and Where They Fall Short)

Let’s be clear: when done well, journey mapping is useful. It helps you:

Understand user behavior across touchpoints

Identify emotional friction and pain points in each phase—awareness, consideration, purchase, loyalty

Align siloed teams with a shared understanding of the current state

Identify areas for improvement tied to shared KPIs across departments

But that’s where the usefulness plateaus—unless you push further. 

What CX Strategy Solves that Customer Journey Maps Can’t

A journey map tells you what’s happening. Here's what journey maps alone 

Deep Human Insight

Brand Differentiation

Cultural Readiness

Strategic Prioritization

When these elements are absent, journey maps become mere tactical exercises. They visualize symptoms, not solutions. That’s why so many initiatives result in isolated fixes instead of real progress: better onboarding communications here, more automated loyalty perks there. Useful, yes. Transformative? Rarely.

To move beyond incremental gains, CX must operate at the intersection of four dynamics:

It’s in the alignment of these four strategic inputs—not in the map itself—where CX transformation happens.

From Journey Map to CX Strategy: A Regional Bank

When Ziba worked with a regional bank, our journey map identified over forty customer pain points. Rather than fix them all incrementally, due to a lack of strategic priorities, we focused on two high-impact moments: account opening and fee resolution—because both carried the greatest emotional and financial weight for customers.

These touchpoints addressed core human motivations—customers craved clarity, fairness, and trust. We reengineered those experiences to reflect the brand’s values of radical transparency and local trust. Internally, we aligned the organizational mindset, updating staff training and service delivery to consistently reflect this ethos. Against rising market pressures from digital-first competitors, the bank leaned into its differentiator: authentic, human connection. The result: a 22% lift in satisfaction and a 15% increase in product adoption.

The map started the conversation. CX strategy—and execution—made the difference.

From Journey Map to CX Strategy: The FedEx Case

 asked Ziba to rethink its small business CX, we didn’t just map touchpoints—we uncovered what FedEx meant to these customers. What they trusted it for. What they feared losing.

Yes, a journey map was part of the process, but it wasn’t the output. The real breakthrough came when we connected human motivations like confidence and control with FedEx’s brand DNA as a precise, dependable partner. We then designed a set of services, aligning the organizational mindset to deliver consistently across channels. And in a market increasingly focused on speed and cost, FedEx stood apart by owning the emotional terrain of reliability and professionalism.

This wasn’t about incremental fixes. It was a systematic, brand-led transformation built around what mattered most.

In a separate engagement, Ziba helped FedEx reimagine its 

—not just by improving layout, but by transforming the customer experience from the ground up.

We began by segmenting customers by motivation—speed, reassurance, or hands-on support. These insights informed not only the services offered, but also how the physical environment was organized: layout, signage, staffing, and self-service tools were all tailored to match specific customer needs.

Every element reflected the brand DNA of trust, professionalism, and control. Inside the organization, we shifted the mindset, enabling staff to recognize intent and respond accordingly. And by addressing rising market expectations for intuitive, seamless service, FedEx redefined what a retail shipping experience could be.

The result: a best-in-class transformation 

—not because the map was thorough, but because the strategy was.

Journey mapping is a valuable tool—but it’s not the solution. On its own, it leads to marginal improvements. When embedded in a strategic, brand-aligned CX framework, it can become a powerful launchpad for real revenue-driving experiences.

Using our Experience Strategy Framework, organizations can reframe their mapping exercises as an input, not an endpoint. They can also prioritize business impact over mere completion of their journey map task list, and use the insights that arise from their maps to inspire, not just optimize.

If your team is ready to move beyond surface-level improvements and build experiences that create lasting emotional resonance and real business value, 

Why Real Customer Experience Strategy Begins Where Most Journey Maps End

Journey Maps Are Not

the Destination:

When we talk about “customer experience,” we usually speak in abstract terms—journeys, touchpoints, loyalty. But real experience lives in 

—those interactions that leave a lasting emotional imprint. Not defined by what was said or done, but by how someone was made to feel.


Here’s a letter to a major hospitality company, describing how a 10-minute front-desk interaction transformed a loyal guest into a detractor.

At its core, it reveals a common tension between 

. But it also highlights something more significant—

lost investments and missed opportunities

Let’s reimagine the pivotal human moments that define your guest experience. 

A Letter to the Chief Experience Officer of Modern Hospitality

Policy Over People? 

2025 is a year defined by volatility—and opportunity.

Rising tariffs, unpredictable trade policy, and global supply chain fragmentation have created immense pressure on businesses. Many are reacting the only way they know how: cutting costs, delaying investments, reducing headcount. But the truth is: cost-cutting can only buy you so much time.

At Ziba, we’ve spent over four decades helping companies navigate inflection points like this—not just to survive them, but to grow stronger because of them. What’s clear now is that 

we are not in a temporary disruption. We are in a systemic shift.

Onshoring Isn’t a Trend. It’s a Structural Reality.

Offshoring made economic sense for decades. Manufacturing in China, Vietnam, or Mexico meant access to low labor costs and infinite scalability. Supply chains were invisible, at least until they weren’t. The U.S. alone accounts for $62 billion of the $92.5 billion global outsourcing industry.

Trade wars, COVID-era shortages, geopolitical risks, rising wages abroad (Chinese manufacturing wages have increased over 400% since 2000), and growing environmental accountability have converged to make offshore production not just risky—but in many cases, inefficient and unsustainable. 

Onshoring isn’t a “maybe someday” concept. It’s a necessity—and it’s already happening.

Major players are investing at scale: Eli Lilly has invested over $50B in U.S. facilities since 2020. Nvidia plans to invest $500B in U.S.-based AI infrastructure over the next four years. In total, over $800 billion has been committed to US manufacturing over the last few years, with a 26% increase in manufacturing construction in January 2024.

But here’s the often-overlooked reality: 

you can’t simply relocate existing products to U.S. soil and expect them to work.

American manufacturing operates differently. It leans on automation, precision, modularity, and a deeply skilled (but undersized) workforce. It thrives not on volume, but on adaptability. 

That means designing for capability—not just for cost.

Offshore manufacturing allowed for design excess. Almost any product idea could be brought to life with enough labor. Designers responded to marketing requests to “make it different” with more features, more complexity, more variation—because they could still be produced affordably, thanks to low labor costs.

We reviewed countless product concepts in the 2000s—many of them different for the sake of difference, often impractical unless labor was $1/hour. These weren’t products engineered for excellence. They were engineered to exploit offshore economics.

Today, that kind of thinking—along with the design and engineering practices that come with it—can break your business.

Design must once again return to its roots: 

clarity, simplicity, intelligence, precision and, purpose

. We must eliminate the unnecessary, elevate the meaningful, and ensure that every product can be built reliably and economically—within the capabilities of domestic production systems which are build on:

Onshoring success hinges on designing for capability—not just for cost.

What the iPod Got Right (and Why It Still Matters)

Apple didn’t sell the iPod with specs. It sold it with a story:

No mention of features. Just a simple story of meaningful benefit.

In an era where consumers are flooded with options and exhausted by complexity, that clarity matters more than ever. As production shifts closer to home, companies have a rare opportunity to 

redesign not just how products are made—but why they exist. 

Simplicity, purpose, and emotional resonance aren’t trade-offs. They’re competitive advantages.

Experience-rich beats feature-rich. Always has. Always will.

The McKinsey Framework—and How Design Fits In

Recently, McKinsey released a report outlining four strategic postures companies can adopt in the face of global trade disruption.  What struck us was how naturally these postures map to how Ziba has supported its clients over the years.

, the market wasn’t asking for them—those categories didn’t exist yet. But the insight was clear, and the need was real. That’s an Accelerator move: don’t wait for the future—build it.

, the strategy was different. We weren’t adding—we were subtracting. Simplifying the experience. Streamlining the product. Making it intuitive and emotionally resonant. That’s what Defenders do: protect their position by focusing on what matters most.


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