Case Interview: Essential Tips and Tricks (Part 12 of 12) | caseinterview
Summary
TLDR本视频脚本深入探讨了商业分析中的关键提示和良好习惯,强调了在分析任何数字时寻找历史趋势的重要性,以及与行业其他部分进行比较的必要性。视频中提到,仅一个数字本身没有意义,重要的是通过比较获得洞察力。此外,还讨论了如何通过分割不同的业务单元来避免总数和平均数的误导性,以及如何通过不同的方式来分割收入、成本和竞争对手。视频还提供了一些实用的建议,比如在遇到难题时大声思考,以及如何通过练习来提高分析技能。最后,视频鼓励观众根据自己的优势和兴趣选择职业道路,而不是盲目追求他人眼中的成功。
Takeaways
- 📊 **寻找趋势**:获取数字时,要了解历史数据,因为单一数字没有意义,只有通过比较才能获得洞见。
- 📈 **行业比较**:当获得一个数字时,要与行业其他部分比较,以判断问题是公司特有的还是市场结构性的。
- 🔍 **深入分析**:如果市场在增长而公司利润没有增长,需要深入探究原因,不能仅停留在表面数据。
- 🚫 **避免误导**:总数和平均数可能非常误导,要通过细分来获取更准确的信息。
- 📉 **细分市场**:通过产品、渠道、客户类型、垂直市场和地区等不同方式来细分收入,以便更准确地理解业务。
- 📋 **实践练习**:通过阅读商业出版物和分析数据来练习开篇和结论,以及在不同媒介上绘制框架图。
- 🤔 **思考出声**:当遇到难题时,大声思考可以帮助澄清思路,有时还能得到他人的帮助。
- 🧐 **忽略先验知识**:在分析问题时,要忘记先前的知识,避免假设性思维,确保提问正确问题。
- 📚 **战略规划**:使用框架分析你的职业选择,思考你的竞争优势是否适合咨询行业。
- 🚀 **职业选择**:如果你不喜欢案例面试,那么可能也不会喜欢咨询工作,选择你喜欢并擅长的工作。
- 💼 **销售技能**:咨询公司的合伙人需要具备销售技能,这是业务成功的关键,但常被忽视。
Q & A
为什么说一个数字本身没有意义,需要对比历史数据?
-数字本身只是一个绝对值,没有提供任何关于趋势或变化的信息。通过与历史数据进行比较,可以揭示出这个数字背后的含义,比如增长、下降或其他趋势,从而提供洞察力并指导决策。
在分析一个公司的财务状况时,为什么要与整个行业进行比较?
-与整个行业比较可以帮助我们识别问题是公司特有的还是市场普遍存在的。如果是公司特有的,可能与运营有关;如果是市场普遍现象,则可能是市场结构或需求变化导致的。
为什么说平均数和总数可能会误导人?
-平均数和总数可能会掩盖掉重要的细节,因为它们不能反映出不同部分或个体之间的差异。例如,一个地区的平均犯罪率可能很低,但如果所有的犯罪都集中在某个特定区域,那么对于住在那个区域的人来说,情况就完全不同了。
在分析数据时,如何进行有效的分段?
-可以按照收入来源、产品、渠道、客户类型、垂直市场或地区等进行分段。在成本分析中,可以按照固定成本与变动成本、价值链的每个环节等进行分段。这样可以更准确地识别问题所在,而不是仅仅看到整体情况。
在咨询行业中,为什么需要具备销售技能?
-在咨询行业中,随着职位的提升,管理技能和客户技能变得越来越重要。特别是在成为合伙人后,销售技能尤为关键,因为合伙人需要能够吸引和维护客户,为公司带来业务。
为什么说如果你不喜欢案例面试,可能也不会喜欢咨询工作?
-案例面试是模拟咨询工作的一部分,如果你在面试过程中感到不舒服或不喜欢这个过程,那么在实际工作中也可能会有同样的感觉。咨询工作需要分析问题、提出解决方案并说服客户,这些都是案例面试中会涉及的技能。
在咨询公司中,为什么需要具备管理技能?
-随着职业发展,咨询师需要管理团队和项目。管理技能包括领导力、团队合作、时间管理和客户管理等,这些技能对于成功地领导项目和团队至关重要。
为什么说创业精神和咨询工作之间存在差异?
-创业精神往往需要对未来做出基于直觉的猜测,而咨询工作则侧重于分析现有数据并提供基于事实的建议。创业者可能更注重创新和冒险,而咨询师则更注重结构化分析和风险管理。
在咨询公司中,如何通过练习提高自己的技能?
-可以通过阅读商业出版物中的案例,练习构建框架和分析问题。此外,还可以练习在不同媒介上绘制图表,如白板、翻转图和图表纸,以及练习解决数学问题,特别是涉及大数字的估算问题。
为什么说选择职业时应该考虑个人的竞争优势?
-个人的竞争优势是指那些让你在特定领域或工作中表现出色的独特技能或特质。通过利用这些优势,你可以在职业生涯中取得更大的成功和满足感。如果忽视这些优势,即使在表面上成功的职业道路上,也可能感到不满足或不成功。
在咨询公司中,为什么销售技能对于合伙人来说很重要?
-合伙人在咨询公司中负责业务发展和客户关系,这需要他们具备强大的销售技能来吸引新客户并维护现有客户。销售技能包括沟通、说服和建立信任的能力,这些都是赢得业务和保持公司增长的关键。
Outlines
📊 数据分析的关键提示
第一段主要强调了数据分析时需要记住的几个关键点。首先,要找到趋势并比较历史数据,因为单一的数字没有意义,只有通过比较才能获得洞见。其次,当获得一个数字时,应该将其与行业其他部分进行比较,以判断问题是公司特定的还是市场结构性的。此外,提到了总数和平均数可能具有误导性,强调了细分的重要性。最后,介绍了一些常见的细分方式,如按收入来源、产品、渠道、客户类型、垂直市场和地区进行细分。
📈 成本分析与职业规划
第二段讨论了成本分析中的常见细分模式,如固定成本与变动成本,并强调了价值链中不同环节的成本。同时,提到了按客户类型、渠道、地区和产品线对竞争对手进行细分的重要性。此外,还提出了在遇到难题时“大声思考”的方法,以及如何通过框架分析个人职业选择。最后,强调了在实践中忘记先前知识的重要性,以及如何通过练习开场、分析和结论陈述来提高咨询技能。
🎨 实践技巧与媒体练习
第三段着重于实践技巧,包括在不同媒体上进行绘图练习,如白板、翻转图、图表纸等。提到了练习框架图和供需曲线的重要性,以及在解决数学问题时在白板上进行绘图的好处。此外,还讨论了处理大数字的数学练习,以及在面试中如何通过写下来避免错误。最后,提供了一些最终建议,包括战略性规划职业生涯,以及如何利用框架分析个人职业选项。
🚀 职业选择与咨询行业
第四段深入探讨了职业选择,特别是咨询行业。强调了即使有能力进入顶级咨询公司,如果不喜欢咨询工作的本质,也应该选择离开。提到了即使不喜欢案例面试,也可能意味着不会喜欢咨询工作。此外,讨论了咨询公司不聘请的类型,包括创意非线性思考者和具有短注意力跨度的人。最后,提出了选择职业时应考虑个人兴趣和激情,而不仅仅是社会期望。
📧 反馈与慈善建议
第五段作为结尾,提供了反馈和慈善建议。提到了视频和信息将在caseinterview.com上提供,并鼓励观众发送电子邮件分享他们的经历和建议。此外,还推荐了一个慈善机构,并鼓励观众如果觉得视频有用,可以进行捐赠。最后,表达了愿意回答更多问题,并感谢观众的参与。
Mindmap
Keywords
💡趋势分析
💡行业比较
💡细分市场
💡成本分析
💡竞争对手分析
💡思维外化
💡战略规划
💡销售技能
💡职业选择
💡非线性思维
💡慈善捐赠
Highlights
强调了理解数字背后趋势的重要性,数字本身没有意义,只有通过比较才能获得洞察力。
在分析数字时,需要与行业其他部分进行比较,以确定问题是公司特有的还是市场结构性问题。
当收入持平时,深入探究原因,了解市场其他部分的增长情况,找出差异。
警告说总数和平均数可能具有误导性,强调了细分数据的重要性。
通过一个案例说明了如果不进行细分,可能会错过关键的业务增长点或衰退点。
提供了一些常见的收入细分方式,如按产品、渠道、客户类型、垂直市场和地区。
讨论了成本细分的常见模式,如固定成本与变动成本,以及价值链的每个环节。
建议在分析客户类型时,可以根据人口统计学、购买需求和价格点进行细分。
强调了在分析竞争对手时,按渠道、地区、产品线和客户进行细分的重要性。
提倡在遇到难题时大声思考,这有助于澄清思路并可能获得他人的帮助。
通过一个关于个人生活决策的案例,展示了如何将复杂问题分解为可管理的部分。
提醒要忽略先前的知识,以避免假设性思维影响提问和分析。
讨论了练习案例的不同方面,包括开场、分析和结论,并推荐了练习材料。
强调了在不同媒介上练习绘图的重要性,包括白板、翻转图和图表纸。
建议练习处理大数字的数学问题,并强调了写下来的重要性。
提供了关于职业规划的框架,鼓励个人思考自己的竞争优势和职业选择。
指出了咨询行业倾向于重视特定技能,并非适合所有人,并鼓励找到个人的热情所在。
提到了即使在商业学校,销售技能也是一个被忽视的重要领域。
最后,鼓励为慈善机构捐款,以支持他们的有效和成本效益高的运作。
Transcripts
I want to talk about a few key reminders
okay so these are things you just want
to drill into your head over and over
and over and over again and and get it's
a these are the good habits you want to
have first thing is find a trend so
always when you get a number
what's the historical number because a
number by itself doesn't mean anything
you have to compare it against something
and it's the comparison that gives you
the insight which then allows you to
progress get in on how long with or what
not second thing is when you get a
number you want to compare to the rest
of the industry and we were trying to
drive at is it a company specific issue
which tends to be operationally oriented
or is it a market issue which is like
something structural happening with
market demand right shifts and segments
emerging markets that kind of thing so
whenever you get a number always ask
when it feels like it's relevant I'm
look to ask for what the comparable is
for the industry okay
so on the earlier case I had a profit
was flat for the Omega Omega I think it
was why did I keep drilling down revenue
when revenue was flat - had I not known
about the rest of the market I probably
wouldn't have okay it's like
mathematically elegance there's no
change in costly change in revenues and
the change in profits you know we're
done right when we know what's happening
nothing's happening okay but the rest of
the markets growing okay so there's a
differential and we don't know why so
and since this seems like it's a growth
case right or profit increase case the
rest of the markets increasing profits
were not that's what I kept drilling
down on revenues so try to understand
what's going on there without that
without that comparable I wouldn't have
done that okay so that's why it's
important to look for comparisons
particularly to the rest of the industry
okay
totals and averages are very very
misleading so that's why you have the
segments
so it's like on your block on average
it's a fairly safe neighborhood but you
know there's only been like 10 robberies
out of you know out of a hundred
thousand people so on average it's safe
okay
but all ten robberies will of your house
okay so when you separate it out it's
not safe for you because the guy who
robbed you really hates you so the
conclusion you ought to move right I'm
so so that it's misleading right so you
always want to split things out and if
you're ever stuck it just split segments
and when you get a kids have no idea try
to find some way to break it into parts
even if it screw they're not quite like
the best way to break it up at least get
you going yeah basically if you don't
segment you basically miss the whole
point you don't have to I'll read this
is sort of more of a note for myself let
me give you an example
um total sales are flat okay and 7a
represents 20 percent of sales so very
small piece and segment B represents 80
percent so the majority segment a is
going 100 percent per year which is
useful information to know and segment
DB decline by say 25 percent okay on on
the company overall is flat but you have
one business unit that's crashing and
burning and you get one that's doubling
every single year you over a year okay
if you did not segment that out by
business unit you would have missed the
entire point would miss the whole thing
you would say well it's a flat growth
business no no it's not it's one that
sort of dying and one that's growing
dramatically that's very that's a very
big deal if you don't segment you don't
find that out okay all right
like I said again always segments I mean
it's really important oh how do you
segment so here are some common ways you
you typically don't you typically get
this information provided to you and
this I think is actually comes right off
the chart on the last page of the
framework piece page so you have you
think you have that yeah you should have
that somewhere in there but just so
you're familiar with what things to look
for sometimes you might ask for a little
bit
but around revenues it's sort of by
revenue source
so by product by channel by type of
customer by vertical market by region
and those are sort of very common ways
of segmenting revenues and when you're
when you're trying to break up revenue
sort of in a profitability framework
it's you know total revenues and then
looking at revenues per unit sometimes
you'll find that on that profitability
case one of the one of the weird
interactions will get is sometimes that
you'll find the revenue is down the
revenue per unit is the same and units
shipped have really fallen right excuse
me
actually I sort of misstated at forget
that for a psychologist it will just be
confusing
all right on costs the common
segmentation patterns are fixed versus
variable that's important cost within
each segment of a value chain
you know while materials manufacturing
distribution so on and so forth see when
you're segmenting by by customer type so
if we know revenues are declining or
shrinking you can sort of break out
types of customers by demographics by
purchasing needs by price points the
sort of an infinite number of ways to do
that and again usually we just sort of
mention the word segment they will tell
you which one to use and actually give
you the data
this usually what happens and in terms
of competitors segment them by channel
by region by product line and by
customers there because you'll get
particularly customer summary you'll get
wide variations in who you're competing
against by its by segment and so it's
important to know that okay last two
reminders think out loud so if you're
stuck just start thinking of what you're
thinking like this is confusing it seems
counterintuitive that this is happening
and I'm just wanting to choose what
should we do next okay and sometimes
they'll help you okay sometimes they'll
think you're on the right track and
there's sort of encouragement in the
particular direction so if you ever
stuck just think out loud so it could be
like if you get a weird case you're like
geez that I've never seen this one
before you do the home this is
interesting thing and say wow this is
really interesting
I'm sort of wondering how to get started
my inclination is to break up this
problem into its pieces and then and
they might if you're lucky they might
suggest how to do that because sometimes
some kinds of problems are very hard
they're not it's not like a pie chart
you sort of very easily and cleanly
break things up sometimes they're not
like logical building blocks so a case
could be I'll give you an random one
totally random you probably ever get
this a friend of you comes to you and
says should I marry Joe that's the case
okay well you want a break so my first
reaction was tree that's interesting I'm
gonna do this so my first reactions well
that's
a pretty big question should I marry Joe
okay why don't we break it up into its
pieces okay maybe well what do you see
what do you see is your life to be what
do you want your life to be like in 20
years okay well I want to be living here
in California I want to have this level
of lifestyle I want to have three kids
and I want to I don't know go on
vacation three times a year travel great
let's look at Joe across these four key
areas that's your framework right I've
done this before
I mean it's relationship troubleshooting
consulting style and so let's look at
Joe at each of these four areas okay
Joe is hates travel well okay that's
interesting Joe doesn't want to have
kids you want three he ones zero okay
that's interesting Joe hates California
thinks a bunch of wackos you know loves
in Northeast we'll never move well
that's interesting and all aside you
sort of do this whole process I would
say I think you're nuts if you think
you're going to marry drug uncle Mary
drove for very long okay
here are four reasons why first he
doesn't want to live where you are he
doesn't want to travel doesn't want to
have kids is a polar opposite of you
what are you doing go on and move on and
I've literally said this to somebody
dead serious didn't move on what took a
long time to move on but I structure the
case while I presented the subway but
you can see that's that's I mean it's
that's that's the structure right same
principles right same principles and but
but that's sort of like client friendly
way of doing things now and this was
also like a guy thing right we're trying
to solve the problem right
and whereas an equally valid approaches
like talking about feelings right how do
you feel about Joe what do you want you
know what do you want like yeah that
works too but it's not client friendly
right in terms of the context of control
okay last thing is be real care for
again reminding yourself ignore previous
knowledge you know it can sort of screw
you up to know too much because if you
know nothing you know to ask questions
if you're assuming things implicitly you
will sometimes not ask the questions you
should be asking
okay practicing how to practice talked a
little about this earlier I'll touch on
a couple things and then just focus many
on things I didn't mention earlier when
you practice cases I find it's
practically speaking it's easy to split
up the practicing of the opening the
practice of analysis and practicing of
the clothes and the reason I like
splitting it up is because you can
practice the opening and close on your
own okay you don't need anybody else to
do that and it's literally getting a
Wall Street Journal whatever it is a
business publication and looking at the
business situation and figuring out okay
how would I frame this problem what's
the framework that I would use same
thing if the articles detail enough that
has data you can practice closing it and
stating your conclusion three supporting
arguments and and so on okay I'm just
gonna now the reason you have to
practice sometimes practice analyzing
separately is because it really helps to
have a partner and you need something to
basically sort of play the role player
of the interviewer and the key way to do
that if you're going to partner up with
somebody and be the interviewer is like
I did earlier is you pick the conclusion
you pick the clothes you want to hear
all right as the interviewer and then
you make up the rest as you go along to
be consistent with your conclusion and
so you can do it fairly fast without
having to sort of do a lot of math that
those cases tend to be a little more
conceptual unless you have a couple
numbers from your article that's why I
like the articles they've done they have
real numbers in there so the math sort
of all ties up ties together and adds up
properly and again I'd Business Week a
lot and then portfolio magazine seems
very promising too it's a newer magazine
okay sort of real practical stuff
practice drawing and practice drawing on
different types of media whiteboard flip
chart graph paper and then practicing
drawing different kinds of things the
things one practice drawing or framework
diagram that's fairly straightforward
definitely I should go practice the
supply demand curves right because
that's very easy to screw up sometimes
drawing solving math problems on a board
so I've done that a couple times it's
like less so on on like business
situation cases unless that's an
estimation question in the middle
sometimes they'll say why don't you go
and draw that up on the board and what
they're doing is they when they have it
on the board they can see if you're
doing it right where sometimes you go if
you're sometimes you feel faster than
they are they can't tell if you're right
so if you just do a sufficient
confidence sometimes they won't know but
having it drawn on the board it's harder
to hide so sometimes I have you drawn on
the board and we didn't touch on this
really in terms of the estimation stuff
but practicing the math of large numbers
so as someone asked about this earlier
what I would do is I would just sort of
pick a bunch of random big numbers you
know 4 million times 250 16 billion
times of 30% and just write a whole
bunch of problems down and just sort of
do my head and just practice them mean
it's rough like I can't do them very
well these days because I just like I'm
just going to calculate it right but in
fact actually it's pretty useful in real
life and and you got to be sort of
fairly proficient at it or it has a
negative impact on how you're doing the
interviews and it's just practice yes
it's always acceptable numbers down
in it is better to write them down and
get it right than to like get it wrong
yeah and and on the scale of one to ten
ten being you did it all on your head
writing it down and doing it would
probably be like seven or eight so not
the end of the world at the end of the
world
that's what they call it back of an
envelope so it's like you just do on a
small piece of paper so that's fine I
don't think that's a big deal if you
have to what you do want to write down
is want to make sure if you can either
sort of literally do the math problem
there that's sort of one way but at a
minimum you should write down the
numbers because if you if you're trying
to juggle three or four or five large
numbers one that has six zeros for that
have two zeros and three they have three
zeros like you forget the first one had
six zeros right so just writing down the
base facts is fairly useful too in that
that was always acceptable fighting
sounds always taking us as always
acceptable all right
let me wrap up on some final tips and
then I'm happy to we'll wrap up formally
after this and if you have specific
things you want to talk about happy to
do that and answer questions for the
group we'll go over different kind of
case and this is sort of me on my
soapbox okay I have this concept of
strategic planning for your career okay
so you can and I have done this use a
framework for analyzing your career
options right and and sadly I probably
did not do enough of this and it's sort
of sad because I should know better so
one of the things you talk about in
business school is strategic competitive
advantage right so what's the avange
that company a has over Company B and
does that Vantage actually give them any
kind of benefit in serving that
particular market okay
same deal for you guys okay your skills
are an asset and you all have different
skills and what you want to think about
is what is your competitive advantage
and do you actually leverage that skill
by going into consulting okay something
to think about consulting tends to value
very particular skills okay it's not the
end-all be-all and if I have a lot
number friends who were good enough to
get into McKinsey but they hated it and
they left okay and if you're going to do
that you might as well not gone the
first place that sort of wastes time and
the weird thing is the ones who hate it
they like really hated it and they went
like total like opposite of what you can
do in consulting because it just wasn't
them so there was just because you can
doesn't mean you should and the things
they were doing sort of appeal to some
of their talents and passions sort of
with a better fit consulting despite
what tends to be a the common prevailing
thought consulting is not the end-all
be-all I mean amber you know
interviewing for these jobs and it was
like you know I know we've sort of took
it way too seriously
right there are lots of options out
there so if there is I don't know if
there is but if you ever sort of feel
like you know you got to do consulting
or you didn't you're not successful in
some way total BS and I have soared a
lot of perspective now on that here's an
interesting insight if you don't enjoy
case interviews who probably won't enjoy
the job it's Rachel I happen to like the
case interviews so having done six to
you when I was recruiting that I had a
lot of fun I learned a lot too so I
remember sisal in cases from years and
years ago down to particular gross
margin numbers because I thought it was
a really insightful really interesting
real-life situation that I wanted to
remember so if you don't like the
process I'm here to tell you I'm fairly
confident you won't like the job okay so
we're thinking about okay let me talk
about who doesn't get hired by
consulting firms yeah I would say
creative non linear thinkers there are
good business people but they don't make
decisions in a way that's easy for
others to follow so they jump around a
lot short attention span boom maybe one
day on products one day on services one
day on margins one day on cost position
in one day on strategy one day in HR but
they've got em all right all of them
made the right call on each one but you
can't follow them okay so they're good
business people good leaders even good
CEOs but they're terrible consultants
okay
so I want try to take the judgement
value out of it that kind of person
there are billionaires who do this right
but they
make lousy consultants yeah again
consult something the NWO so Steve Jobs
Richard Branson those type of
individuals you know very respected CEOs
probably not great consultants okay
particularly visionaries visionary is
about sort of making a guess on the
future with no data okay it's sort of
polar opposite of consultants but like
consulting firms are terrible at so we
market forecasts of new technologies as
consulting firms are biased towards
analyzing data attendee pretty good at
it when there's no data really hard to
get it right then your interview in the
realm of educated guessing so venture
capitalists that's sort of like I mean
they're not analyzing markets just know
like there's no market share right and
they're getting to things like
qualitative stuff like people making
bets this timing issues a lot more
speculative in nature you can be very
successful but that doesn't make a good
consult okay because again it's not
client friendly last couple things
my prevailing thought and belief in life
is that you didn't succeed at whatever
you do so you might as well pick
something you like doing don't do
something just because everyone itself
says you have to do or should take me in
any years to learn that and for those of
you definitely go into consulting this
is interesting insight let's we'll don't
realize this you get hired for your
analytical skills so doing cases is very
indicative of a kind of work you do in
your first two years you get promoted
based on management skills and client
skills and you go all the way up to the
top based on sales skills okay and
that's like a five-letter dirty word i
was find interesting because III did an
analysis sadly of i took up the course
catalogs for stanford harbor and wharton
like four or five years ago and one see
how many of them actually had a sales
course harvard did not have a sales
course stanford didn't have a sales
course Wharton had one sales management
course and I thought having been an
entrepreneur which is no department that
I haven't talked about at all I thought
that was kind of odd you know because of
my well there's two things that create
profits revenue sales minus costs and if
none of the business schools don't teach
sales then that seems like it's kind of
like half the P&L and probably arguably
the more important half and it very much
is a skill but it's sort of like I call
it the blue-collar skill like you hire
the caught in the high school dropout
right so you sort of be your sales guy
but ironically everyone wants to be a
partner to bank
I want to be a partner at a consulting
firm and guess what you do as partners
you sell okay so I thought at least I'd
be clear intestine to know it but what
you're getting into law firms to like a
great lawyers you know it's because they
know how to bring in the rainmakers
I just thought those sort of interesting
irony okay and that's basically all I
have in terms of formal things you can
as a reminder all this information will
and the video will be available at case
interview com
let me know how things go yeah send me
an email
Victor a case interview comm anymore
just doesn't work today but it'll be
working in a couple days or probably
tonight and particularly things go well
and if you have suggestions let me know
as well
I don't always check it my assistant PI
checks it but I do like to sort of
hearing the feedback and as a final
reminder the charity I like if you guys
found this thing useful is visit WWE
Title match on a shin fifty bucks
whatever you want to do they they're
very very efficient with their funds I
help them out on some things and they
they sort of are very effective what
they do and very cost efficient so I
would remind you to to do that great so
I'll I'll wrap up formally now and happy
to answer more questions I'll do it for
the for the room so if you want to stick
around answer more questions on certain
specific I'm happy to do that otherwise
enjoy the rest of your afternoon thank
you
you
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