Posts Tagged ‘customer experience’

Five “New Normals” That Your Customer Experience Needs To Keep Up With

A neon sign with the words "Open 24 Hours" against a brick wall. 3D render with HDRI lighting and raytraced textures.Here are five places where your customer experience may have fallen out of sync with what today's customers are looking for. Check the list and see where you stand.  It can make a real bottom-line difference today, and a sustainability difference over at least the next several years.

1. Good self-service options are a must: No matter how good your human-delivered customer service, customers expect self-service options as well. Self-service, which includes everything from web-based e-commerce to IVR (interactive voice response telephone systems) to concierge-like self-help touch-screen menus in public spaces to passengers printing their own boarding passes at home before traveling, is a powerful trend in customer service, and companies that ignore it, pursue it reluctantly, or violate the basic laws of its implementation will be left in the dust.

There are various factors driving the self-service trend: customers' round-the-clock lifestyle, a buying populace that is increasingly tech savvy, and even in some cases the higher comfort level of socially anxious customers when doing business with machines rather than face to face or even on the phone.

2. Extended hours are the new 9-5 Customers expect extended hours: hours that you’re open, hours that you provide support.  This may mean 24/7 or as close as you can get. For example: For its advertising clients, Google now not only offers support in 42 languages, it does so nearly around the clock, and offers English language support English-language support 24/5. That’s pretty good, considering we’re talking about B2B, non mission-critical support.

Customers also expect more flexibility and options during traditionally “off” hours. For example, if you’re in foodservice, consider letting customers order from either the dinner or lunch menu in the mid-afternoon, and consider offering a cold sandwich menu available late in the evening after the kitchen has closed but your bar is still open.

3. Faster, faster, faster Do you still have internal company documents with obsolete standards like “We strive to respond to Internet inquiries within 48 hours.”  Maybe such a time frame made sense a few years ago (I actually doubt it, but maybe), but today, such a response time is he equivalent of 36 years in Internet time.  Your customer support standard needs to be response within just a few hours; after that, your customer is going to assume that you’re never going to get back to them. An intensified expectation of timeliness also applies to product and services delivery, an area where is obviously one of the leaders. Amazon’s example, and the twitchiness that apps and the Internet itself invoke, means that your company’s traditional definition of “fast enough” probably isn’t, anymore.

4. Customers are looking for fun even in what used to be dull: On the one hand, there's a new expectation that fun, adventure, even ‘danger’ can be incorporated in potentially mundane interactions. Business travel is a great example of this: More and more travelers try to integrate some adventure, some local exploration, into what are ostensibly business trips. Conversely, airlines whose long-haul flights offer a “quick dine” option so the tray isn’t in the way when passengers are trying to work have their heads screwed on right.

5. "If I don't have a picture of it on my phone, it didn't happen": Social consumption is now the norm. Lisa Holladay, branding and marketing guru at The Ritz-Carlton Hotel Company, tells me she's heard this sentiment lately from young customers.  This means that if business isn't building opportunities for social sharing into the customer experience, you're missing out on a chance to delight–rather than drive away–your customers. 

Nextiva Tuesday Tip: What’s the State of Service Today?

11-17 Customer Service top performers smallHow well does your company’s customer service measure up? recently released a survey of nearly 2,000 global companies that are leaders in customer service. The study looked at common service benchmarks, service trends for the year ahead, and the factors that define high-performing customer service teams. Here’s what the survey uncovered about top-performing customer service organizations, and the lessons for your business.

Top-performing customer service companies…

  • Have three priorities: “always-on” service, personalized service and faster service. For a small business, outsourcing customer service can offer your customers 24/7 assistance, CRM tools can help you maintain records enabling more personalized service, and setting goals and monitoring results can improve response speed.
  • Value efficiency. Speed is still the number-one metric top performers use to measure their customer service reps’ success. When asked to name their top three metrics, 47 percent choose average handle time, 38 percent say the number of cases handled and 32 percent name customer satisfaction.
  • Empower customer service employees to do whatever is needed to make customers happy. Top-performing companies are more than three times more likely than poor performers to have empowered employees.
  • Are more likely to be heavy users of technology. For example, high performers are more likely to be providing service via mobile apps or to be exploring video streaming as a customer service tool.
  • Excel at predicting what customers need. You can use CRM tools as well as social listening tools to assist in these predictions.
  • Use analytics and dashboards to learn and improve. You can use these tools to measure your customer service team’s key performance indicators, as well as to collect and analyze customer feedback.
  • Tap into the power of self-service and community portals to enable customers to find their own solutions to problems. (That’s a smart move, because the same study shows Millennial consumers overwhelmingly use self-service options first before initiating any type of interaction with a customer service representative.) Creating self-service options can be simple, like putting up a list of FAQs or more complex, such as a searchable database of solutions.

Is your small business on track to be a top customer service performer—or are you already there?

Never Stop Believing in the Importance of Every Single Customer

11-13 importance of every customer smallSad but true: The level of focus and attentiveness that’s common when your business has only a few customers tends to slide when your five customers become 50, or 500, or a thousand. The commitment that you had in the early days to keeping close to your customers, with the high level of care and knowledge of the customers that requires tends to fall by the wayside as you grow.

You stop signing your notes by hand. You stop writing “thank you” on the invoices. You get rid of Jackie and Joanne, your quirkily charismatic receptionists, and switch to an auto-attendant to answer incoming calls.

This loss of focus doesn’t happen on its own, or overnight. At every step of this downward journey, there are defining moments, the moments when you answer, one way or the other, questions like: Do we really want to stop including a postpaid return envelope with our invoices? Should we just let it slide when a new employee is sneaking texts in on the job, in sight of customers, where in the past we would have been sure to gently and quickly correct such behavior?

These moments represent your chance to prevent, or slow, the blurring of your initial customer focus, but only if, in every single case, you answer the relaxing of standards with the following retort: “If we would do it for our first customer, we’ll do it for our 10,000th.

The secret, in other words, is to never stop believing in the importance of every single customer.  Never start believing – as cell phone providers and so many companies in so many other industries have – that there is an infinite cohort of customers out there for the taking, if only our marketing and sales get the promotions and discounts out there far and wide.

Tell yourselves instead that there's just one customer, the one you're facing. The one you need to follow up with, to make sure her problem was successfully resolved.

There's only customer Jim. One Margo. One Alecia. Which means that even after you have thousands of customers, you need to do everything you can to maintain the mindset that every one of them is a core customer—and to treat the loss of a single customer as a tragedy.

Here's why: Because every single customer is irreplaceable.

Regardless of the size of your market segment, once you start writing off customers, I can predict the day in the future (and it's probably not far into the future) when you’ll be out of business.  

And this is a calamity to be avoided.

Let your competitors keep thinking of customers as an abstraction, as an infinite plurality. You need to think of them, and serve them, in the specificity of their individuality, their Jim-ishness, Margo-ishness, and Alecia-ishness.

Jim, who likes his service languid with plenty of time to consider his options. Margo who is always in a hurry, and doesn't care how your day was. And poor Alecia, whose cat is at the vet, and isn't in the mood for your Pollyanna ponderings.

Now, every customer's different from the next one — Jim from Margo, Margo from Alecia, and Alecia from Jim. Some will be easier to serve, and some harder.  And some are easier to serve sometimes and less so at others.  But each of them is precious.

Recapture this attitude. Stop thinking "good enough" is o.k. Stop thinking your early reputation (built on those moments when you were treating every customer as precious) can pull you through your current slackness. It won't. Only your redoubled attention to superior service can do that. 

Developing a Style of Customer Service that Suits Today’s Customer Sensibilities

When it comes to communication, customers today and younger customers in particular are “disillusioned by anything canned and artificial,” as business and marketing expert Andrew Jensen puts it. A stilted, overly formal service style, even from the most caring providers, puts a ceiling on how intimate and inviting the interactions can be between employees and customers.

Which means that developing an authentic customer service style is a requirement for success with customers in the new economy. Customers in today’s marketplace (including the enormous millennial generation, their Boomer parents and the GenX’ers in the middle) favor a straightforward, down to earth, even slangy style of communication from most types of business with which they interact.

Your brand will appear out of touch or even condescending if you retain an excessively formal style. For example, traditionally prescribed hospitality language has included the use of phrases like “my pleasure” and “certainly, Sir,” which work up to a point but sound wooden when overused or used inappropriately. “It was really my pleasure to visit with you during your stay, Mr. Jamison” is fine, but never: “It will be my pleasure to clean your toilet.”

A good way to enforce reasonable language standards, without hobbling the verbal footwork of your employees, is what I’ve named the Danny Meyer Method, after the great New York restaurateur. With the Meyer Method, although you ask your employees to nix certain phrases (“it’s our policy,” “to be honest with you,” “uh-huh,” “you guys,” or this pet peeve of Danny’s: “Are we still working on the lamb?”), you don’t prescribe specific replacements, leaving that up to the creativity and individuality of your staff.

This approach has the additional benefit of keeping your employees comfortable in their own skins, using their own shorthand as needed with customers. You’re providing employees with boundaries in their interactions but empowering them by letting them use their own style within those parameters.

Now, with the authentic style of service I am suggesting, I don’t want to accidentally encourage you to be too familiar.  Instead, I suggest the approach that service designer Tim Miller has articulated: “What I look for from my staff in terms of authenticity is approximately a ‘first date’ level.  Best-foot-forward level.”  This is a style that’s going to work for your customers very well. 

Become a Stage For Customer Interactions

In my last article, I discussed how to make it easy for your customers to share their impressions of your business. Today’s theme is related: helping customers connect with each other as they together experience your service. 

People shopping in a retail store.While your business may be the star of your life, for your customers it represents something different.  It will never, as a matter of fact, be the center of your customers' lives. Only your customer, and the people your customer cares about, will every hold that position.  So a business often insinuates itself best into a customer’s life, memory and loyalty by being a backdrop to the story of their lives, as experienced with their friends and family. By learning from them, learning about them, and then getting the heck out of the way, or at least out of the foreground of the experience.

Restaurants, for example, provide the setting for marriage proposals, love affairs, breakups, arguments and, according to every mob drama I’ve ever enjoyed, the occasional professional hit. Not to mention the more prosaic: business meetings, shared sunsets and outings with coworkers. This isn’t isolated to foodservice setting: Airlines, hospitals, even the DMV, can be settings for the drama that runs through customers’ lives. Embracing this reality can allow your business to become very powerful, by helping customers to live out the drama and fantasy of their lives with the people who matter to them.

“My goal in life is to make you a hero to your spouse,” luxury hotelier Mark Harmon tells me. If Harmon were more shortsighted, he might set his aims on something more conventional: making his hotels the most profitable properties in the luxury hotel market, for example. But Harmon focuses on his customers’ goals rather than his own. As he puts it, “The touches we add [help] make for a memorable time together here. This is important, and we take it seriously. In the big scheme of things, how often as a couple do you really—I mean really—get away from the kids and get to connect, in a stress-free setting? We’re honored that guests let us be the setting for that, whether or not it’s technically what you’d call a special occasion.” Harmon feels his Auberge Resorts’ success is built upon the relationships his guests have with each other while enjoying Auberge’s service. It’s an astute and effective way to serve today’s customers.

For the fraught, high-stakes referral healthcare that Mayo Clinic is known for, treatment often becomes a socially complex, multigenerational affair. Mayo addresses the inclusion of family members and loved ones through design. Every exam room is designed to encourage collaboration and commiseration. One simple change has made a big difference: Each consultation room, as Management Lessons from Mayo Clinic author Leonard Berry has observed, features a specially designed, multipurpose couch instead of a couple chairs that only two can use and are rarely plentiful enough for everyone who needs to be present.

You may not think the relationship-conduit model applies to every business situation, but it applies quite widely. The True Value Hardware store and the CVS Minute Clinic seem purely functional at first glance, so putting a priority on facilitating customer relationships there appears beside the point. But even mundane, transactional situations common to the Minute Clinic or a hardware store can be improved by keeping an eye out for how relationships among customers can be facilitated. A Minute Clinic is a lot more comfortable for the patient if the patient’s family has a place to sit as well; the same goes for a customer at True Value if there are changing tables (for when you bring the family) and aisles wide enough to accommodate a shopping companion who gets around via wheelchair.

5 Ways to Improve Your Communication with Your Customers

If you want to keep your customers happy and loyal, it isn’t enough to offer a groundbreaking new product or service anymore. The customer experience has to be memorable and surpass their expectations, and this starts with offering exceptional customer service.

There are five key principles we subscribe to at Nextiva to ensure we are providing the best customer experience we can. Over the years, we’ve found that it is the little things that make all the difference in the customer experience. And thanks to the help of technology and cloud communications, many of these principles will be easy to implement in your business.

1. Act human and always add a personal touch to the customer interaction

Do you like talking to a robot? I would think (and hope) that you said “no”. As consumers of products and services, we want our interactions with the company we are buying from to feel genuine and personal. The little touches such as calling someone by their correct name and remembering their preferences will go a long way. While a script or general guideline may be necessary for certain job functions, don’t be afraid to let your employees inject some of their personality into their interactions with your customers. Also, go the extra mile whenever possible and make your customer feel like you genuinely care about them and their needs. The bare minimum isn’t enough anymore and will cause you to lose customers to your competitors.

2. Integrate your CRM with your phone system

It’s a fact of life that the majority of people dread calling a company’s customer support. So rather than slowing down the process by having to ask your customers for their name and account details, integrate your phone system with your customer relationship management (CRM) system. Cloud phone systems have made this easy to do and it will significantly improve interactions with customers, as well as save your customers (and your team) valuable time. The Nextiva App for Zendesk is one example, but there are a variety of options out there and many of these integrations are free, or come with a small fee, depending on the systems your business utilizes.

10-1 Customer Communication smallThe main benefit of integrating your two systems is customer records are at your team’s fingertips the minute they answer a call. You can reference past calls and check-in on other questions or concerns the customer may have had in the past. Additionally, this will help management identify trends in customer calls that can be used to create change—from updating messaging and communication to revamping processes and user tools.

3. Follow through

Do what you tell your customers you are going to do. How many times have you been promised a follow-up email or call back and never received it? Your customers’ time is precious, and they are counting on you. Don’t make them follow-up with you, instead provide them with the information they requested when you said you would. If you don’t have an answer or all of the information for them, at least check-in to let them know you are still working on it. This goes for all departments in your organization, but especially sales and customer support. This also builds trust between your business and your customers, which leads to a better overall customer experience and customer loyalty.

4. Remember them!

Without customers your business would cease to exist. It is important to show that you appreciation them. This can be done in a variety of ways, from a special promo offer to a simple email or phone call. At Nextiva, we send a "Happy Nextiversary" email to the businesses we serve on their “anniversary” of being a Nextiva customer. It’s a fun video where members of our team thank our customers for their business and remind them that we are always available to help with anything they may need.

To implement something like this at your business, pick a milestone, event, holiday, etc. to show that you value their commitment to your business. It’s even better if you can offer them something that will encourage them to continue doing business with you, such as a complimentary service, discount on their next purchase, or an exclusive access to your new product and service before anyone else.

5. Create a customer referral program

Reward your customers for bringing you more business via a referral program. Consumers are smarter than ever, and they are much more likely to believe a recommendation from a friend or peer than they are from a billboard or banner ad. An endorsement from your customers is the most important marketing tool in your arsenal and the more you reward your current customers for promoting you to their network, the more likely they will be to continue sending business your way.

But it isn’t enough to simply have a referral program; you need to make sure your customers (especially those that are happy) are aware of the program and its benefits. Send emails, have your sales and account management teams mention the program when speaking to customers, share on social media, etc. The options are endless, and do what works best for your business.

Grow Your Business by Facilitating Social Sharing

In most commercial arenas today, sharing by customers is the order of the day.  Before a purchase decision is being made, while it is being made, after it has been made. In the travel industry, this change is particularly striking: there’s no longer a clear before, during and after. It’s all “during,” and the “during” is spent with your friends and loved ones, wherever in the world they may be. Friends are, in a sense, always along for the ride: kibitzing, advising and being advised by you as they plan their own trips while you’re taking yours. Boston Consulting Group has attempted to quantify this: “For a four-day leisure trip, the average consumer spends 42 hours online … dreaming about, researching, planning and making reservations, and then sharing their experiences while they travel or when they get back home.”

This holds true as well for retail, where girlfriends share selfies from the dressing room so offsite friends can help with fit and style. In dining, customers share course-by-course photos of their meals (“foodographs”) in real time. In live entertainment, fans attend concerts and switch perspectives throughout, between the unmediated live experience and viewing or streaming it on their video camera’s tiny screen.

Even in healthcare, tweets and status updates from inside the ER are not unheard of, notably from professional athletes who suffer serious game-time injuries. Getting medical opinions from offsite friends and family members before and even during some procedures is far from rare to boot.

This is a multigenerational phenomenon: Even the venerable Silent Generation has long moved on from shooting slides and loading them into carousels, often thanks to the influence of their younger, more tapped-in family members. Customers today of all ages shop, dine and travel socially, thanks in no small part to smartphones.

Other technological factors include customers’ now effortless ability to share their experiences and reviews on sites like Yelp and TripAdvisor, as well as the ease of organizing friends, families and unaffiliated interest groups online in ways that result in real-life meet-ups, dinners, dates, drinks and events.

 This socialization of consumption extends beyond what might traditionally be considered friends. Even ostensible strangers—online followers and brands’ online reviewers—are in many cases trusted by younger customers more than the information that comes directly from even well-established brands

Customers today live and consume in a world of search and social. People look for authority online and from acquaintances with similar experiences, perspectives and backgrounds. This is quite a shift in how customers end up making their buying decisions. Buyers include their circle of acquaintances, both the physical and virtual kinds, in practically all their commercial activities—which has a real effect on what ends up getting purchased, and how it ends up being experienced.


Since social consumption is a fact of life for and with today's customers, why not build it right into your product or service? Here are two inspiring examples:

• Hotel 1888 in Sydney, better known as the “Instagram Hotel,” facilitates social sharing throughout its customer experience, with predetermined “selfie spaces” and an “Instagram walk” that they’ve mapped out for you. By celebrating the role of the hotel and its environs as a backdrop, 1888 makes sure it gets in the picture as well.

•   Drybar, the “blowout bar”  that has transformed the haircare industry with its runaway success (they’ve grown from 4 locations when I first encountered them to nearly 40 in the U.S. and London opening soon)  encourages relationships between its customers in several ways. With permission, Drybar posts before-and-after photos of customer blowouts on Facebook and Instagram, whereupon fans critique and comment on the transformations, in some cases selecting certain winners to “hang” on Drybar’s Facebook-based wall of fame. The Drybar mobile app has sharing functionalities built right into it as well. When a customer makes an appointment, she’s invited to share it with friends (who may parlay this originally solo invitation into a real-life Drybar meetup). And offering these social media features works especially well for Drybar because the company follows through by making its physical space conducive to gatherings beyond the solo flyby or two friends catching up. The comfortable, open yet sound-level-aware layout in Drybar makes it a natural choice for birthday parties for nearly all ages as well as for girls’ nights out, bachelorette parties, sweet 16s and more.


So start thinking about how you can turn your business into a stage for customers to share, online and offline, with the people who matter to them.  It will help your business matter more to them–which will matter a lot, in the end, for the success of your business.

The Power of 90% Customer Loyalty

9-10 Customer Loyalty smallCustomers today have more purchasing options than ever before as well as fewer obstacles afterward if they want to switch to a different supplier. This embarrassment of riches strains traditional notions of loyalty. But it hardly spells the end for loyalty, not for customers in general and certainly not for millennials, despite what many claim. In fact, even in the supposedly loyalty-averse millennial generation, things aren’t really moving in the direction that you might imagine.  Boston Consulting Group research has shown that younger millennials (ages 18 to 24 at the time of the study), “are three times more likely to report strong brand loyalty than their non-millennial counterparts.”

If my take on this sounds more hopeful than what you’ve heard elsewhere, it’s partly because my definition of customer loyalty differs from most. In everything I do, I aim for what I call “90% loyal” customers—the ones who will stick with you through thick or thin, good times or bad, most of the time.

This 10% wiggle room makes the loyalty goal a bit more achievable by bringing the concept of loyalty more in line with what’s achievable in reality. Because every one of us in business knows the score: If a sexy new restaurant or shop opens across the street from ours, even our best customers are going to want to try it—once. But they’ll be back once their itch for novelty, their fleeting need to cheat on their main squeeze, has passed.

And sometimes, it’s not this need for novelty that makes customers stray from you periodically. Practicality may demand it. A 90% loyal Whole Foods mom or dad may do some shopping at Trader Joe’s or Wegmans when she or he is stuck in a different part of town. And if Mom or Dad's preferred airline doesn’t have a direct flight while another carrier does, this otherwise loyal passenger will most likely take the direct flight if that’s what it takes to get home in time for her or his kid’s soccer game.

Even the ever-competitive Richard Branson once recommended his customers use his archrival British Airways—if only to remind themselves all the more of why they love Branson’s Virgin Airlines. Of course, Branson being Branson, he timed his recommendation for the day British Airways offered a fire sale that he knew Virgin couldn’t affordably counter, and on which British Airways was sure to lose money.

Two more loyalty trends

A couple of trends are complicating the loyalty landscape.

Portfolio loyalty: This occurs when customers are equally loyal to every brand in a small portfolio of trusted brands in a particular category. This behavior wouldn’t be possible without the surfeit of choices consumers now have in almost every consumer category. Consumers have the globalization of commerce, improvements in many companies’ return policies due to competitive pressure, and the various defect-reduction campaigns in manufacturing of the past several decades to thank for all these offerings. (Formerly an automotive punchline, Ford is an impressively reliable manufacturer today. Even a Jaguar—should you be so lucky—will rarely leave you stranded these days.)

Micro-loyalty.  Customers today can have micro loyalties, loyalties for very specific parts of a company’s product line, for example, they can be loyal to Apple for this but Google for that, to Reebok for this but Nike for that, and so forth. They don’t buy an overall identity related to a single brand; they mix and match. They still consider themselves loyal, but it’s a more targeted type of loyalty.

How did this come about? Younger customers today were raised with a lot of support for individuation: They were allowed to make their own choices and work with the results. From mismatched socks (ultimately commercialized by Little Miss Match) to tattoos and piercings to control over hairstyles and how they dress for school, this generation was empowered by its parents to shape its own identity. As marketers and generational researchers Van den Bergh and Behre point out, the Internet has further fostered such mix-and-match identities, at least in the commercial sphere of their lives. Easy-to-find product review sites like Gizmodo make it far easier to sample and choose brands, comparison shopping on mobile phones has long been a reality, and thanks to iTunes and many other sites, even the playlists they listen to are easily stitched together song by song from their own choices rather than relying on the decision of any single artist or record label’s vision for their music.

The “New Reality” of Customer Service

Do employees at your customer service call center feel like they’re dealing with more frustrated customers than ever before? New research from Mattersight offers some insights into why this might be. According to Mattersight, more than two-thirds of customers who speak to call center reps feel frustrated before they even place a call. What’s more, 75 percent are still frustrated after the interaction, even if the representative solves their problems.

With more than 70 percent of customers saying a bad customer service experience could keep them from patronizing a business again, keeping customers happy when they call should be a high priority for your business.

One reason for customer frustration, Mattersight notes, is that there are so many ways for customers to reach out to companies for support these days. When a problem arises, most customers start by using the company’s website, FAQs or other online help tools to try to figure the problem out on their own.

By the time customers actually dial in to a call center, they’ve usually tried every other way of solving a problem, with no results. So what may seem from the rep’s end like the customers’ first attempt to resolve the issue is, for the customer, the end of a long and frustrating journey.

However, instead of acknowledging this “new reality” of customer service, most call center reps still focus on getting the customer off the phone as quickly as possible to meet their goals for handling X number of calls in X amount of time.

How can your company improve the customer experience and enjoy higher customer satisfaction? Here are some takeaways from the report:

  • Acknowledge the customer’s frustration and the seriousness of their issue. Be extra patient working with the customer. By validating their feelings, you can help them feel more taken care of.
  • Offer personalized assistance. Your call center reps should be able to quickly access all of the data you have available on the customer on the other end of the phone, such as order history, current order status and recent interactions with the company. Showing knowledge of the customer’s past behavior and history with your business will persuade them your rep is in a position to really help.
  • Take time to understand. A long wait time is customers’ number-one frustration with call centers, but number two is dealing with representatives who don’t understand what they need. Make sure your reps really listen, restate the problem to the customer and clarify that they’ve understood all aspects of the situation.
  • Follow up after the solution. After resolving the problem, don’t just rush to get the customer off the phone. Take time to apologize once again for the difficulties the person encountered, thank the customer for his or her patience, and ask if there’s anything else the rep can assist with. Let the customer be the one to end the call.

By taking a few simple steps to get into the right mind-set when dealing with call center customers, your customer service reps can not only solve problems, but also leave customers with a good feeling about your business.

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