Michael Beckmann Philipp Goedeking Holger Sindemann. Study. CRM for airlines. Three ingredients in a recipe for success

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1 Michael Beckmann Philipp Goedeking Holger Sindemann Study CRM for airlines Three ingredients in a recipe for success

2 2 Study Contents CRM for airlines: Three ingredients in a recipe for success 3 1. Customers: Who are your most valuable customers 6 and what are their key needs? 2. Touchpoints: How do you build a relationship with 11 your customers through touchpoint interaction? 3. Processes: How do you establish structures and 16 systems to manage the CRM process across your organization? Summary: Creating value through a well-executed 19 CRM initiative Interview: CRM at Lufthansa 20 A team with experience 22 The authors 23

3 3 CRM for airlines CRM for airlines Three ingredients in a recipe for success Roland Berger has developed an approach to Customer Relationship Management (CRM) for airlines that focuses on a customer-centric strategy. CRM means giving the right customers the right treatment at the right customer contact points. Therefore, the Roland Berger approach focuses on three key ingredients: customers, touchpoints, and processes. CRM is about three essential issues: 1. Who are your most valuable customers and what are their key needs? 2. How do you build a relationship with your customers through touchpoint interaction? 3. How do you establish structures and systems to manage the CRM process across your organization? The creation of a customer-centric CRM strategy follows a three-step approach CRM 1 Customers Who are your most valuable customers and what are their key needs? > Customer analysis Customer value Customer needs 2 Touchpoints How do you build a relationship with your customers? > Touchpoint mapping > Treatment definition > "Touchpoint logic" Customer identification Treatment delivery Response measurement 3 Processes How do you manage CRM? > Selection and deployment of treatments > CRM infrastructure Touchpoint enabling Backoffice infrastructure Source: Roland Berger Strategy Consultants

4 4 Study Consequently, the Roland Berger approach to CRM for airlines starts with a detailed understanding of customer value and customer needs. Second, based on the notion that building a customer relationship takes place at the touchpoints (customer contact points), a comprehensive concept to intelligently manage interaction across multiple touchpoints is created. Third, processes and systems are developed to translate the idea of CRM into actions. As a result, you will have a clear understanding of how to offer what treatment to which customers at which touchpoint in other words, you will have defined a comprehensive CRM concept! CRM is a strategic initiative to create a customer-centric organization, not a technology exercise CRM for airlines is... CRM for airlines is not a strategic business priority... focusing on winning, growing, and retaining high-value customers... maximizing customer knowledge in terms of customer value and customer needs... developing personalized services and improving customer service efficiency for high-value customers (e.g. reducing processing times)... an opportunity to increase marketing efficiency and measure the effects of individual marketing activities... a technology-driven issue... focusing on winning and retaining any customer... aimed at collecting, storing, and analyzing any type of customer information... creating new, costly customer service measures available to any customer... a driver of increased marketing spending ("spend, spend, spend"-mentality) Source: Roland Berger Strategy Consultants

5 5 CRM for airlines Note that IT is conspicuously absent from this list of key ingredients, as we firmly believe that CRM should not be regarded as a technology exercise. However, the fact that a comprehensive CRM initiative requires substantial investment in IT cannot be ignored. Still, IT is just an enabler, and technical capabilities should never be the driver of CRM. The priorities are clear: Strategy comes first, IT comes second Therefore, the appropriate use of technology will not be discussed until the third step (process design) after the major pieces of the CRM strategy namely determining which customers should get what kind of treatment at which touchpoint are completed.

6 6 Study 1. Customers: Who are your most valuable customers and what are their key needs? CRM is aimed at achieving a higher level of personalization in customer service and improving the targeting of marketing offers. In order to achieve this, however, a thorough understanding of the value and key drivers of a customer's purchasing decision is required. Understanding customer value enables an airline to determine how much it should invest in a particular customer. Capturing key customer needs will help an airline predict what kind of offers a customer will respond to and how to improve the retention of high-value customers. 1.1 Customer value: How can you establish a measurement for customer value as a basis for service differentiation? Understanding the value of an individual customer is essential to effectively differentiate services. In addition, a meaningful value concept is the foundation of a performance measurement system that should be linked to any CRM initiative. Loyalty program status represents an initial approach to modeling customer value this assumes that mileage levels correlate with value. However, there are four key disadvantages to using loyalty program tier level as a proxy for value: > Such a value concept is solely based on historical data, since loyalty program tier levels are awarded based on past activity > There is a focus on buying intensity (transactions per period, i.e. number of flights) rather than the value (profitability) of transactions mileage bonuses for the premium cabins are just a crude proxy for the value of an itinerary > Using tier levels results in only a few (usually three or four) distinct categories this is insufficient to rank particular customers in order to prioritize premium treatments > The spread of values of individual members in each category, especially the top category, is very high, which limits the opportunities for true service differentiation Loyalty program status is an initial clue to customer value, its disadvantages need to be understood, though

7 7 CRM for airlines A value-based segmentation reveals that there is no perfect correlation between customer value and loyalty program status Distribution of customers within value segments [%] You are overinvesting in many top-tier loyalty program members! You are underinvesting in 48% of your high value customers! % of total customers 48 High value customers value customers Low value customers Top-tier members of the loyalty program Regular members of the loyalty program Source: Roland Berger Strategy Consultants analysis - typical airline Our analyses have shown that loyalty program status does not adequately predict customer value. As you can see from the chart above, many customers are not currently treated according to their value: For a typical airline, only 52% of its high-value customers are also top-tier members of its loyalty program. This means that an airline is likely to underinvest in almost half of its high-value passengers. At the same time, an airline is likely to overinvest in a significant portion of its top-tier loyalty program members, many of whom may actually be unprofitable and do not deserve top-tier benefits, which are costly to provide. A more sophisticated way to model customer value is to allocate revenues and costs to customers. This results in an understanding of historic profitability based on past transactions. To go even further, you need to adopt a forward-looking view by forecasting future transactions and the development potential of a particular customer. This view is similar to the net present value approach taken in capital budgeting problems. Modeling the future value can be accomplished through customer lifecycle concepts, for example. Incorporating development potential means quantifying the Leading-edge customer value modeling takes into account a customer s future development potential

8 8 Study additional customer value that can be unearthed through CRM measures, e.g. by increasing the value per transaction or by prolonging the retention period. Development potential can for instance be modeled by creating a factor that positively biases the overall value of young customers with a low share of wallet (SOW, the proportion of air travel spending with your airline) over older customers with a high SOW. The most sophisticated way to model customer value focuses on future transactions Increasing complexity of analysis, but increasing informative value Future value (net present value) Historic profitability (revenue less cost) Models future transactions (forward-looking view) and also takes into account a customer s "development potential" that can be unearthed through CRM Allocates revenues and takes into account costs of past transactions, which are directly influenced by the customer Loyalty program status (miles) Is based on existing and readily available data Source: Roland Berger Strategy Consultants In summary, creating a customer valuation that takes a forward-looking view and goes beyond already existing loyalty program tier levels will especially accomplish two things: > Eliminate underinvestment: Identify and capture valuable customers that would otherwise be overlooked (access to untapped potential) > Reduce overinvestment: Selectively decrease the service level to top-tier customers that do not deserve premium treatments (cost reduction) A forward-looking customer value concept helps eliminate underinvestment and reduce overinvestment in customers

9 9 CRM for airlines 1.2 Customer needs: How do you understand key customer needs and the drivers of purchasing decisions? Understanding your customers also means understanding their needs. There are two categories of needs that should be covered with separate strategies: explicit needs and the drivers of purchasing decisions. Needs data is derived directly from the customer or by learning from customer behavior Needs categories CRM action Explicit needs > Method of collection: direct ("ask", e.g. customer profile on the website) > Examples: Seating preference, hobbies and interests (e.g. golf, personal finance) "Sell" > Improve response rates through needs-based targeting of offers Drivers of purchasing decisions > Method of collection: indirect ("learn", e.g. response behavior) > Examples: Price, flexibility, comfort, brand image, loyalty program mileage, and benefits Customer needs data "Pamper" > Select relevant treatments for high value customers Source: Roland Berger Strategy Consultants First, explicit needs are basically customer preferences, e.g. the "need" for a window seat, a special meal, or wheelchair assistance. Such needs can be derived from direct interaction with customers, e.g. by having them fill out a customer profile on the airline's website. Additional explicit needs include customer interests and hobbies which can serve as a basis for targeting marketing offers and cross-selling.

10 10 Study However, in working with customer profiles, the guiding principle should always be that recording a particular type of need can add value for the airline. Our experience has shown that focusing on a fairly short list of needs is more practical than aiming for an elaborate needs profile that will never be used in its entirety. An effective customer profile focuses on recording a few explicit needs rather than maintaining a long list of hobbies, preferences etc. Second, the drivers of purchasing decisions can best be derived from recorded customer behavior such as response to offers or website clickstream data. While price is usually the dominant decision driver, other important drivers include flexibility, comfort, mileage program benefits, and an airline's brand image. A sophisticated needs database, for example, will maintain a score for a customer's level of price sensitivity (e.g. based on responses to offers) and likelihood to defect (e.g. based on service failures). A thorough understanding of customer needs not only enables you to customize services, but also to enhance your marketing efficiency. For example, you can reduce target groups for promotional mailings and achieve a higher response rate at the same time. As a result, you can significantly reduce the cost per response. By systematically targeting customer groups with certain needs, a European bank increased the response rate to its promotional mailings from an average of 2% to over 20%.

11 11 CRM for airlines 2. Touchpoints: How do you build a relationship with your customers through touchpoint interaction? Customer contact points (touchpoints) are where the relationship between an airline and a customer is built. Creating a strategy to deliver targeted offers and treatments to customers through touchpoint interaction is at the heart of any effective CRM initiative. This second chapter has three components: touchpoint mapping, treatment definition, and a logic for delivering treatments to touchpoints. 2.1 Touchpoint mapping: How do you structure customer contact points along the travel chain? The objective of touchpoint mapping is to create an exhaustive list of customer contact points to be used as an outlet for CRM treatments. For an airline, touchpoints can be mapped fairly easily along the typical travel process. The typical travel process creates many customer interactions at the touchpoints Pre-flight Departure airport Inflight/enroute Arrival airport Post-flight > Web-site > Call center > City ticket office > Customer mailbox > Check-in/priority check-in > Multi-purpose automat > Lounge > Onboard crew > Inflight entertainment system (e.g. inflight web) > Transfer desk > Baggage claim > Baggage service/ lost & found > Arrival lounge > Web-site > Call Center > Customer mailbox > Sales force > Gate Source: Roland Berger Strategy Consultants

12 12 Study Note that a customer's ( ) inbox is also an important touchpoint, albeit one that is not truly interactive. A key challenge is to create a reasonably complete list of touchpoints and visualize the different organizational units that define the role of each touchpoint. For example, an airline's website is an important touchpoint for CRM, as it creates a low-cost opportunity to offer personalized services. However, many airlines have not established clear management responsibility for this touchpoint, as it is often shared by sales, loyalty program management, and corporate communications. In addition to mapping all relevant touchpoints, an airline should also develop an understanding of which touchpoints are most efficient for rolling out CRM treatments. Key criteria in such a touchpoint prioritization are the value added by a particular touchpoint (e.g. driven by the number of customer interactions and the variable costs per treatment) and the fixed costs to install treatments at this touchpoint (e.g. driven by IT development and employee training). In our experience, the two touchpoints call center and website are highly efficient for (CRM) treatments. 2.2 Treatment definition: How do you create an effective portfolio of CRM treatments? After mapping all relevant touchpoints, an airline has to define the treatments it envisions as part of its CRM strategy. The basic idea of CRM is to deliver targeted offers and personalized services to selected customers. While an airline already offers a broad range of such "treatments" (e.g. making advance seat reservations, selling award tickets, and issuing compensation for lost or delayed baggage), many treatments can be enhanced and/or personalized. In addition, many new dedicated CRM treatments can be developed. For example, by proactively selling upgrades for cash, airlines can offer a premium service to selected customers while enhancing revenues at the same time. One of the key challenges here is to manage complexity while first looking at treatments independently of the touchpoint. For example, proactively reminding selected customers of a promotional offer previously sent to them could be done through or a traditional mailing, but also during a telephone conversation with the call center or while checking in at the lounge. In the development phase, treatment definition should take place independently of touchpoints

13 13 CRM for airlines 2.3 "Touchpoint logic": How do you decide which treatments to offer at which touchpoints to which customers? Having created a mapping of touchpoints and a list of treatments, one question remains: How do we create a rationale that links customer information with treatments and touchpoints? There are two key components in developing such a "Touchpoint Logic": First, selecting the touchpoints at which to offer certain treatments. Second, defining the target groups that will receive a particular treatment. This is the link to the customer value methodology explained above, where you create a logic for selecting customers for treatments. A "touchpoint logic" manages customer interaction by linking customer information, treatments and touchpoints "Touchpoint logic": Which customer gets what treatment at which touchpoint? Customer information > Customer value > Customer needs indicators > Disservice indicators > Recent transactions > Method of payment data >... Treatments > Mileage promotions > Price offers > Upgrades > Lounge vouchers > Loyalty program top-tier level >... Touchpoints > Call center > Website > Airport > Inflight > Mailbox >... Source: Roland Berger Strategy Consultants

14 14 Study A state-of-the-art way of accomplishing these tasks involves three steps: customer identification, treatment delivery, and response measurement. > Customer identification: A customer is identified at a particular touchpoint. Example: Mrs. Jones arrives at the airport check-in desk and is identified by swiping her loyalty program card. > Treatment delivery: The touchpoint system queries the centralized customer database for customer-specific information and prompts treatments that have been queued. Example: Mrs. Jones' current flight information is displayed to the check-in agent. Simultaneously, the check-in agent receives a "pop-up" message to offer an upgrade to Mrs. Jones for a reduced mileage of 15,000. This is based on the booking situation of the flight (availability of upgrade seats), the most recent customer valuation for Mrs. Jones and any information the airline has on Mrs. Jones' preference for using miles instead of a cash payment, and possibly Mrs. Jones' price sensitivity or her likelihood to defect. A state of-the-art touchpoint process involves three steps: customer identification, treatment delivery, and response measurement > Response measurement: After acceptance of the treatment, the check-in agent performs the transaction associated with the treatment. The response is noted in the system, thus ensuring that the same treatment is not offered a second time. In addition, this response provides further clues to customer preferences, price sensitivity, and purchasing behavior. Example: Mrs. Jones' acceptance of the upgrade offer is transported back to the centralized customer database, thus deleting the queued upgrade offer. The propensity score for Mrs. Jones to accept upgrade offers for miles is also adjusted. This example of a "touchpoint logic" shows how you can intelligently manage treatments across all touchpoints and create a "learning loop", i.e. a systematic way to record and analyze the customer's response. For example, if a customer repeatedly declines different offers for an upgrade for cash or miles, this particular customer could be rated with a low affinity for the purchasing decision factor "comfort" and could be excluded from further comfort-oriented offers. Such a "touchpoint logic" accomplishes two things:

15 15 CRM for airlines First, it ensures that the appropriate treatments are delivered to the "right" customers at the first possible contact. Second, it also guarantees that the same treatment (e.g. a particular promotional offer) is triggered only once for a particular customer. In summary, a "touchpoint logic" clearly defines the kind of customer relationship you wish to build through touchpoint interaction. As a next step, we will demonstrate how to "make CRM happen" including translating the "touchpoint logic" into a work plan for the CRM project team and the line organization.

16 16 Study 3. Processes: How do you establish structures and systems to manage the CRM process across your organization? In order to "make CRM happen", there are two key work flows to consider: Treatment selection/deployment and the setup of the CRM infrastructure. 3.1 Treatment selection: How do you identify treatments that add value to your organization through revenue enhancement or cost savings? First, you need to look at how to select and deploy treatments. It is important to realize that not all CRM activities are equally lucrative. Thus, understanding the value added of each treatment and then prioritizing which CRM treatments to go after first is a key task in view of limited resources. The valuation of a treatment should include such components as the expected bottom line impact, the infrastructure (notably IT) investment required, and the time to implement. The list below provides an evaluation of typical CRM treatments and measures. An evaluation of the "classic" areas of CRM reveals the key areas of leverage CRM bottom line impact Incremental IT requirements Time to implement Priority Promotion of loyalty program membership Targeted loyalty program campaign "spend" Targeted direct sales campaign (e.g. price) Targeted loyalty program campaign "earn" Campaign management/permission marketing Upselling (upgrades) Retention management Optimizing sales and fulfillment channels Upselling (fare) Cross-selling, bundling Proactive customer information (e.g. waitlist confirmations) Service recovery management Process improvements using customer profiles Feedback-management High High to high to high High High Low to medium Low to medium Low to medium Low to medium Low Low Low Low to medium Low Low Low to high to high Short Short Short Short Short Short to high High High High High High High Low Low Low Low Low Source: Roland Berger Strategy Consultants analysis

17 17 CRM for airlines As you can see from the chart, high priority measures are centered around improved targeting of campaigns, promotion of loyalty program membership, and up-selling, notably using upgrades. It is important to understand that the promotion of loyalty program membership should only be focused on customers that promise to be valuable. By enrolling these customers in the loyalty program, you make them identifiable and accessible for development through targeted treatments, thereby increasing revenues in the medium term. A key conclusion from this analysis is that the prioritized activities are primarily aimed at revenue generation. Our research shows that the benefits of cost reduction, albeit an integral part of any CRM initiative, are of significantly lower magnitude, especially in the short term. An effective CRM initiative focuses on generating incremental revenues A plan to deploy the high priority treatments is the logical next step. In our experience, starting with a prototype that is developed in a cross-functional team including CRM project members and experts from the touchpoint is most conducive to ensuring a smooth roll-out. In addition, it is essential to clearly define process ownership across all organizational units involved. 3.2 CRM infrastructure: How do you enable the organization to carry out CRM? The second component of "making CRM happen" is designing and implementing the CRM infrastructure. This includes two key elements: touchpoint enabling and backoffice infrastructure. This infrastructure setup will create the foundation that CRM will "run" on. This is where IT finally comes in. Touchpoint enabling covers adapting front-line systems and training frontline employees to perform CRM treatments. For example, most airlines still run airport systems that are focused on performing typical airport transactions, such as check-in or closing out a flight in the departure control system. In order to fully benefit from CRM at the touchpoint airport, you need additional capabilities. For example, airport systems could be enabled to display more comprehensive customer information to speed up standard processes or create a "pop-up" functionality to deliver treatments, such as a customized offer for an upgrade for miles at the airport counter.

18 18 Study The backoffice infrastructure represents the IT to support CRM across the entire organization. The key ingredients are a centralized customer database and a data warehousing infrastructure. A customer database needs to include basic data (such as address and preferred method of payment), needs (e.g. seating preference and hobbies entered into the customer profile), and allocation to customer segments. The allocation to segments could include additional derived parameters such as price sensitivity or likelihood to defect. A centralized customer database is the hub for all customer information A data warehouse should store comprehensive transaction data, e.g. from the reservations, check-in and, loyalty program systems. It should also collect behavioral information such as clickstream logfiles from the airline website. Finally, the data warehouse needs to include an analysis facility to support the customer valuation, as well as act as a basis for a performance measurement system. Such a system enables an airline to set value-based targets and monitor the effect of CRM activities.

19 19 CRM for airlines Summary: Creating value through a well-executed CRM initiative As explained above, focusing on three key ingredients customers, touchpoints, and processes will help an airline transform its vision of creating a customer-centric company into a concrete strategy. By adhering to these ingredients, airlines can introduce CRM to initiate lasting change through redefining the customer relationship while improving the bottom line at the same time. In summary, there are three key imperatives for CRM success: > Customers: Understand your customers' value and their needs > Touchpoints: Create your "touchpoint logic", including a comprehensive list of (CRM) treatments > Processes: Make CRM happen by prioritizing and deploying treatments while creating the CRM infrastructure at the same time The message is clear: Create a CRM strategy based on a comprehensive customer valuation, an appropriate design of treatments and a logic for delivering treatments to touchpoints. Then, contemplate the appropriate IT infrastructure to support this strategy.

20 20 Study "CRM at Lufthansa means enabling touchpoints to provide differentiated treatments to our customers" Interview with Michael Grande, Vice President Customer Relationship Management at Lufthansa German Airlines What is the motivation behind Lufthansa's CRM initiative? In essence, we view CRM as a source of sustainable competitive advantage. We have recognized that the classic product offering, including network, price, and service on the ground and in the air, can easily and quickly be matched by competitors. The quality of the overall relationship, however, cannot be copied easily. Therefore, we see our CRM initiative as a way of improving the relationship we are forging with our most important customers. When talking about relationship quality, though, we cannot forget transaction quality (such as a fast and efficient booking process) either. Our CRM initiative is therefore centered around improving both relationship quality and transaction quality. What drove your prioritization as you set up your CRM initiative? A key driver for us was to enable all customer contact points to recognize our most important customers. In addition, we felt that it was imperative to have comprehensive customer information available at the touchpoints to create a basis for true relationship quality. For example, we wanted to enable agents to see the disservice history (such as lost bags, missed flight connections) of a particular passenger. Therefore, a key driver of our CRM initiative was to provide the right "tools" and infrastructure to the customer contact points. How did Lufthansa come to set up a CRM project? Back in 1995 long before the term CRM was coined, we had already recognized the need to create a comprehensive customer database. This initiative was mainly driven by our loyalty program Miles&More, and resulted in the creation of a database marketing team. We realized, however, that executing targeted marketing campaigns is just a small part of what is now known as CRM. Specifically, we wanted to go outside the Sales and Marketing organization and especially get the customer touchpoints involved. Our CRM initiative is therefore aimed at working with

21 21 CRM for airlines the entire organization and helping to break down interdepartmental barriers. How did Roland Berger assist you in your CRM effort? Roland Berger helped structure our approach by creating a "screenplay" for CRM at Lufthansa. Our CRM "functionality matrix" provides an exhaustive list of customer-driven capabilities and allocates touchpoints where these capabilities should be offered. Let me give you an example: We feel that customers should be able to ask for mileage retrocredit or register for promotions at multiple touchpoints. So, the "functionality matrix" tells us at which touchpoints it makes sense to perform this function. One great benefit is that the "functionality matrix" is now the driver of IT development. This is an essential point as we pre-empted IT projects from becoming the driver of the CRM process, which I believe is the "kiss of death" for any CRM initiative. In addition to developing the "functionality matrix", Roland Berger assisted us in creating a multi-year work plan based on a quantitative prioritization of CRM measures, and also helped us get organized for our CRM effort. One very valuable recommendation from Roland Berger was to create integrated teams of CRM experts, members of the functional areas, and IT specialists, to ensure the smooth implementation of measures. Roland Berger helped Lufthansa develop the "functionality matrix" as a roadmap for its CRM effort What are key results that you have accomplished so far? We were already able to implement several CRM measures at customer touchpoints. For example, selected call center agents are now able to work with the profiles of our most valuable customers and thus proactively offer preferred seating, special meals, etc. In addition, we have launched several measures in the area of service recovery management, e.g. providing proactive onboard information when connecting flights had to be rebooked due to a delayed inbound flight. In light of the current developments in the industry, what is the future of CRM at Lufthansa? We have received reassurances from our Board that CRM is a strategic investment that is destined to help Lufthansa come out of the current downturn as a strong player. We are confident that our CRM paradigm based on transaction quality and relationship quality will remain valid in the long term. Finally, we feel that this is a time to be communicating with our important customers on a personalized basis to ensure their continuing business and CRM will help us do just that.

22 22 Study A team with experience With more than 30 years of comprehensive industry experience combined with extensive CRM know-how, Roland Berger Strategy Consultants is the intelligent choice for developing creative CRM strategies that work and delivering return on investment. With more than 1200 consultants in 32 offices in 22 countries around the globe, we help our clients achieve a measurable competitive advantage. Our aim is to improve our clients business with tailor-made solutions rather than off-the-shelf recommendations. Our consultants work hand in hand with our clients to develop innovative solutions to today s business challenges. Our Transportation Competence Center advises many of the world s leading airlines, airports, railway operators, and tourism companies. We are wideley recognised as the market leader on strategic issues such as network management and alliances. Our alumni hold top positions at leading transportation companies. Our Marketing and Sales Competence Center has developed in-depth CRM know-how through projects with leading global companies across industries, such as high tech, retail, banking, telecommunication and logistics services.

23 23 CRM for airlines The authors Michael Beckmann Senior Consultant Roland Berger Strategy Consultants Arabellastr Munich, Germany Tel Dr. Philipp Goedeking Partner Roland Berger Strategy Consultants Bockenheimer Landstr Frankfurt, Germany Tel Holger Sindemann Associate Partner Roland Berger Strategy Consultants Arabellastr Munich, Germany Tel

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