Tarantino on Weinstein: ‘I Knew Enough to Do More Than I Did’

Quentin Tarantino, Hollywood director closer to Harvey Weinstein, known for decades the producer’s alleged misconduct against women and now the shame of not taking a position and stop working with him, he said in an interview. “I knew enough to do more than I did,” he said, citing several episodes of leading actresses. “It was not just normal rumors, normal gossip, they were not used, I knew he did some of those things.”

“I would have liked to take responsibility for what I heard,” he added. “If I had done the work I should have done then, I should not have worked with him.” Weinstein’s allegations of sexual harassment and aggression were unveiled this month in The New York Times and The New Yorker. Other women shared stories of alleged abuses, unleashed criminal investigations, disrupted the entertainment world, and triggered a movement in social networks of women from other industries and backgrounds who tell their stories.

But Tarantino said in the interview Wednesday that he had heard about Mr. Weinstein’s behavior long before these articles. His own girlfriend, Mira Sorvino, told him about unwanted advances and unwanted contact with Mr. Weinstein. Another actress told her a similar story of anguish years later. He also knew that actress Rose McGowan had an agreement with the producer.

But Tarantino said he did not investigate whether the women he knew were part of a large number of abuses. Although he has continued to hear alarming stories over the years, he has continued to film and record with Mr. Weinstein, his best champion, a decision he now regrets. “What I did was sideline the incidents,” he recalls, saying he considered them to be misconduct. “Everything I say now will seem like an unconvincing excuse.”

During the one-hour conversation, Mr. Tarantino, 54, apologized for not doing more explaining why; admitted his own guilt at the same time that it demanded a radical change in the treatment of women by Hollywood; and sentenced Weinstein, 65, while acknowledging the closeness of his father and son. The producer and director were symbiotic for decades: in 1992, when M. Weinstein distributed “Reservoir Dogs”, “Pulp Fiction”, “Kill Bill”, “Damn bastards” and “Hate eight” until a few weeks ago, when launched an engagement party with Mr. Tarantino.

When M. Tarantino had read articles on M. Weinstein, he was horrified by the extent and seriousness of the alleged abuse, particularly the rape charges, it was said. But some of the accounts were deeply familiar to him. “Everyone near Harvey had heard of at least one of these incidents,” he said in the first articles. “It was impossible, they did not.”

When he and Mrs. Sorvino started dating in 1995, he said that not long ago, M. Weinstein had gathered without question, had chased him into a hotel room and even was introduced to his apartment in the middle of the night. she recently shared with the New Yorker. “I was shocked and dismayed” at the time, Tarantino said. “I could not believe I did it so openly.

‘For real? Really? “But what I thought then, at that moment, was that I was particularly hooked on Mira.” He had won accolades for his performance in “Mighty Aphrodite” and “I thought Harvey was hooked on her in this Svengali,” said M. Tarantino. “Because he was infatuated with her, he has horribly crossed the line.” The problem was solved, he said he felt at that moment, because he and Mrs. Sorvino were dating. “I’m with her, he knows, she’s not going to play with her, he knows she’s my girlfriend,” said M. Tarantino, who describes his attitude at the time.

Over the years, he has learned other accounts. Another friend of the actress told a disturbing story of Mr. Weinstein’s unwanted advances in a hotel room. Mr. Tarantino confronted Mr. Weinstein, who offered the woman what the director described as a feeble apology. (The Times report was confirmed, but did not want to be identified.) M. Tarantino also knew Mrs. McGowan had an agreement with M. Weinstein after an episode in a hotel room during the Sundance Film Festival. Recently, she tweeted that Mr. Weinstein had raped her.

Advertising’s Moral Struggle: Is Online Reach Worth the Hurt?

Advertising on the Internet has never been so easy. Data and automation enable companies, large and small, to reach millions of people each month and tailor ads to specific groups based on their browsing habits or demographics. Now, however, the marketing industry faces a moral dilemma in the face of a national debate over the role they played false in the presidential election and the realization that many sites that promote false and misleading stories are motivated by money advertising in line.

In pursuit of consumers wherever they can move through the Internet, advertisers now risk toxic business finance sites, either by amplifying fabricated political histories or by propagating conspiracy theories sufficiently virulent to incite a man to enter at a pizzeria in Washington. firearm. This has inserted a new ethical cost into the automatic advertising equation, which promises large companies the desired audience at low prices with little need for human intervention.

“I prefer to pay a little more expensive as a brand and opt for verified sites,” said Raja Rajamannar, chief marketing officer of MasterCard, noting that the company announced in particular on sites they had evaluated and approved. “But it’s still a question of how and where. And I think all brands have this insight now.” The problem is that most advertisers do not have the size or financial means to little MasterCard to withdraw from the automated system as it exists now. And even if they do, there are attractive financial incentives to stay in place.

Much of online advertising is based on the appeal of the long line of Internet: sites that attract a relatively small but attractive audience, such as blogs for new parents or forums for truck enthusiasts. Advertising on these sites costs a fraction of what you do in the most important online destinations, which generally relate directly to advertisers. Money is channeled to smaller sites through a complex system of third-party agencies and networks, which can resemble a stock exchange.

This system, known as programmatic advertising, allows brands to collect millions of impressions, an industry term that generally indicates that an ad has been posted and can be viewed. But the lack of human supervision in this nascent industry has also created confusion and errors. Technology has emerged to protect brands against sites that sell, say, pornography or spam, but these measures have been found to be insufficient in terms of misinformation.

This type of content is harder to detect for security companies than “open hate speech or nudity or violence or any other normal things to avoid,” said John Montgomery, executive vice president of Brand Security at GroupM. the advertising giant WPP. Joe Marchese, president of advertising sales for Fox Networks Group, said that the system created to reward clicks and impressions, had fueled poor quality growth far beyond the sites that focus on the new policies invented.

“Honestly, the long line is to announce what the subprime mortgages were,” he said. “No one knows what’s inside, but it helps people to believe that there is a mysterious tonnage of impressions that are really cheap.” But low-cost printing would mean low-cost human attention. Marc Goldberg, managing director of Trust Metrics, an advertising security provider, said that efforts to eliminate bad actors ignored the fact that they would rather not choose and monitor the sites in which they appear. are afraid of losing potentially lucrative destinations.

“What they are doing is taking all these bad sites to our ecosystem and not having the means to control them properly and effectively,” he said. The big problem in our industry is that our expectations of scale are not aligned with reality. Relatively speaking, the money destined to distort the new policies is small, but has become disproportionate because it reflects a world in which to pay attention to where their ads appear.

AT&T and Johnson & Johnson Pull Ads From YouTube

AT & T and Johnson & Johnson, among the largest advertisers in the US. They were among several companies that announced Wednesday that they would stop their ads on YouTube and other Google properties, fearing that Google would do enough to keep brands from appearing as offensive material, such as hate speech.

The companies took action, which did not extend to Google’s search ads, amid YouTube boycotts by several European advertisers that began last week. On Tuesday, Google described what should be done to prevent ads from posting “hateful, offensive and offensive” content on YouTube and the websites on their display network. While Google was committed to improving, brands wanted to hear that there would be no risk of their ads appearing near content that promoted such things as terrorism, said Brian Wieser, media industry analyst at Pivotal Research.

“They say they’re working harder, it’s not enough,” Wieser said of Google. “They do not seem to understand the magnitude of the perceived problem.” Google was besieged in Europe last week after reports that brand advertising appeared along with extremist material and other offensive content on YouTube and some of the two million sites on Google’s display network.

The company defended itself by pointing out that it prevents ads, which are automatically placed on websites, from distributing inappropriate material “in the vast majority of cases.” He added that he added thousands of sites to his ad network every day. like 400 hours of video on YouTube every minute. However, several advertisers, seeking more responsibility, have withdrawn some of their advertising costs. They include the UK government, The Guardian, the pharmaceutical company GSK and the French advertising multinational Havas.

Now the problem is to reach an agreement with US advertisers. And Enterprise car rental company announces temporary spending on YouTube on Wednesday. Verizon, which did not mention Google or YouTube, said on Wednesday it would suspend “any unseen digital ad inventory” after seeing that its ads “appear on unauthorized sites,” which likely included YouTube ads and websites in the ad network of Google. . AT & T said in its statement: “We are deeply concerned that our ads will appear alongside YouTube content that promotes terrorism and hatred, until Google can ensure that this does not happen again. platforms that are not Google search. ”

Johnson & Johnson has stated that it “has decided to suspend all digital advertising on YouTube to ensure that advertising on our products does not appear on channels that promote offensive content.” “We take this case very seriously and we will continue.” Google, in response to the actions, said: “We do not comment on individual customers, but as we announced, we have begun a thorough review of our advertising policies and have made a public commitment to implement changes that give brands more control over where their advertisements “.

Google has become the largest seller of Internet advertising by combining its extensive content network, its own and other publishers, with companies large and small that seek to attract the attention of traditional media to the Web. The company’s advertising business generated $ 22.4 billion in the fourth quarter of 2016, representing approximately 85% of Google’s parent company Alphabet’s total revenue. Most of this still comes from search advertising.

Although the withdrawal of major brands is a blow to public relations, it is not clear whether this will have a significant effect on this vast advertising company. The underlying dynamics of the shift from television advertising to the Internet remains unchanged, and YouTube remains the largest player of video games on the Internet. Even so, AT & T was among the top five advertisers in the US. UU. Last year, spending close to one billion dollars until November, according to data from Kantar Media. Wieser said his size would certainly make sure other marketers and investors notice.

He Buys a Lot of Ads, and He’s Frustrated With Digital

LOS ANGELES – Marc S. Pritchard, brand manager for Procter & Gamble, has become the face of advertiser frustrations with digital advertising this year. Your message to the industry: grow.

With the influence of marketing one of the world’s largest advertisers, including family brands such as Gillette, Tide and Crest, Pritchard has participated in several industry events since January to demand more transparency and transparency. simplicity of advertising agencies and technology companies with respect to how opinions are measured online, how many people view them and what content they appear with. Those that Pritchard criticized include the giants of the social network Facebook and Google, whose brands depend on reaching people online.

He reiterated his calls last week at a conference hosted by the American Association of Advertising Agencies, a business group known as 4A, criticizing the thousands of shoddy commercials that bombard people every day online. . With agencies in particular, it has asked for fewer specialty stores focused on areas such as research and video and be more available with details on their business practices with contracts. The New York Times spoke with Pritchard at the Los Angeles conference on the challenges of the current advertising market. The interview has been edited and condensed for clarity.

What is the biggest problem here?

The problem is the whole supply chain is dark, non-transparent and, in some cases, fraudulent. It is a bigger problem than anything else. There are too many things that we do not know and that we have not validated.

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Ads that appear on objectionable sites are bad. The ads transmitted to robots, through research, are bad. The ads that you place that are not really measured by a third party and that validate what is correct, are not very good either. There are a number of things in the digital media supply chain, even ads that are not visible or are about to see.

What will cleanse you?

This will allow us all to make logical, data-based, reasonable decisions and, most importantly, to spend time on what is really important, that is, great creativity to drive growth.

On the basis of all this, we do not grow enough as an industry and the markets do not grow enough, so we have to dedicate time to products and packaging and to buy and advertise experiences to stimulate growth this time I spent in this opaque multimedia environment. That’s why, at least, we sting so hard.

How did technology companies react in particular?

There are many people who came to us and thanked us for calling us because we had the same feeling. There are many players who say that we really have to make sure we know what we get, because ultimately it’s a business. All we really ask is to know what we paid, to validate that we received it, to be able to evaluate if it is a good business. And if it’s two seconds, and it costs X, and that raises the case, we’ll do that. We just need to know that it actually lasted two seconds, how much it cost, and then we can do it.

How does the recent controversy over brand advertising with offensive content on YouTube coincide?

At this moment, obviously, something great is if it appears in the content to which we want to associate. That is part of this, but the other part is: does it appear in a place where people see it? So, is it a bot or is it a person? Does it appear in a place where there is enough traffic to be worth it?

These are the kinds of questions they all ask, because what they are really trying to understand is: where do you want to focus your money to be the most conscious, the most effective and the most effective? .

Brand issues on offensive websites and YouTube videos appear to be a big change from P & G’s soap operas and family programs.

How Google Cashes In on the Space Right Under the Search Bar

SAN FRANCISCO – Before Sergey Brin and Larry Page founded Google, they wrote a research article as PhD students at Stanford University in which they questioned the relevance of ads to search engines. “It could be argued from the consumer’s point of view that the better the search engine, the fewer ads will be needed for consumers to find what they want,” the couple writes in the 1998 paper. Two decades later, it’s not unusual for a smartphone user to see only ads on a Google search page before scrolling through regular results.

When Google’s parent company, Alphabet, announces its earnings this week, the Internet giant’s big winnings must show that the ad space that accompanies Google inquiries is the most valuable real estate space on the web for commercials. . In the 17 years since Google introduced text-based advertising on search results, the company has allocated more advertising space and created new forms. The slide in the ad on Google pushed the search results “organic” (unpaid) down the screen, an even more pronounced effect on smaller smartphone screens.

The changes are profound for retailers and brands that rely on Google searches to boost online sales. With limited space available at the top of the search results, not advertising the search terms associated with your brand or displaying images of your products is tantamount to telling potential customers to spend their money somewhere else. The most important development with search-oriented ads is the proliferation of so-called Product Listing Ads, or P.L.A.s. Unlike its text ads, Google has begun allowing retailers to post photos, descriptions and product awards at the top of the search results in 2009.

In recent years, Google has been announcing more products and extending its availability to more general search terms, for example, by posting photo ads on the search for “running shoes” and not just “Nike Air Max”. “According to digital marketing agency Merkle, they accounted for 52% of all advertising investment in the engines.” The number of ads on the results pages for computers and smartphones. of Google search in the first quarter of 2017, up from 8% in 2011.

“P.L.A.s brings the search engine results page to a different level,” said Andy Taylor, Deputy Director of Research at Merkle. A Google spokeswoman said that the company’s goal has always been to quickly give people the best search results. “Our goal has always been to provide users with useful results, which is even more important on mobile devices with small screens,” said spokeswoman Chi Hea Cho. “For most queries, we do not run ads, and we’ve recently removed right-side ads for all queries, and for highly commercial queries, our in-depth tests show that people find relevant ads and offers.”

The importance of being at the top of the search results is fueling fierce competition for ads. Reef, a beachwear maker known for its sandals, said it increased spending on Google by 76% last year, mainly because it nearly quadrupled the money it put on product ads. . In a search result, Reef is competing with other flip-flop makers, as well as with retail partners who sell Reef sandals. On a desktop computer, a Google search for “Reef flip-flops” reported three text ads on search results, one from Reef, one from Zappos and one from Amazon, which sell Reef sandals.

There were also nine image ad ads displaying different Reef sandals for sale; reef.com offered only three items, while the rest was offered by other retailers. On a mobile phone, Reef is competing with even more retailers. The same search reported only the text ad for Reef, but underneath a scrolling carousel containing more than 20 image ads for different types of Reef flip flops. Only the first two images linked to reef.com.

Talent Augmentation: Through Intelligent Process Automation, Smart Robots Extend the Capabilities and Creativity of Smart Humans

From the man of six million dollars to strangers to Iron Man, pop culture has always adhere to the science fiction motif of robotics by increasing human courage, creativity, determination, decision making, adaptability and the will to succeed. But the counter narrative fictitious also exists in the popular imagination, with humans and robots also represented as fierce opponents, fighting for superiority. In fact, there are strong arguments for both parties. In a study by the Pew Research Center in 2014, technology experts divided on whether robots and a less tangible form of robots (AI) would move more jobs than “they would not create in 2025.1

The truth, as usual, is in the middle. We are now seeing the emergence of a new and significant type of robotics we call Intelligent Process Automation (IPA). IPA enables intelligent machines to extend and extend human unique human capabilities, empathy, creativity, problem solving and motivation, to deliver superior professional results based on artificial intelligence and automatic learning. . Of course, the most common robots are those who make automobiles, unload ships, assemble products or aspire floors. But now we are entering a new era of human-machine interface for repetitive and memory processes. More and more intelligent software tools have emerged as “robots” for knowledge work.

Humans now work smarter with sophisticated software to automate business tasks. More importantly, these process systems generate rich data that provide meaningful insights, value, and business results. And according to our recent research, the IPA contributes at least 10% to the growth of the incomes of the first adopters.2

While virtually all existing business processes use technology, there are still a lot of repetitive crafts, search and collation that happens to accomplish this. Many steps in the process have not been automated by core systems, while others are based on solutions that require workers to switch between multiple systems and screens to integrate data into the last mile. The value of this type of “fundamental” work can be quite limited; If these tasks were automated, costs would decrease, while speed and accuracy would increase. It would also mean that people who are essential to the process could do more in less time.

In addition to raising costs collectively, these non-automated tasks can sometimes create risks. For example, in insurance, the cost of coding wrong claims amounts to millions per year, not to mention the decrease in customer satisfaction as a result of multiple claims. It should not be so difficult; with automation applied, insurers can achieve 80% first-pass accuracy through self-arbitration, and the addition of IPA technologies can increase up to 99% according to our estimate.

These results are welcome. But the true “intelligence” value of digitization through IPA lies in the rich data and metadata that accumulate around the value chains of the process. When real-time information is extracted from these data and re-injected into the process, through analysis, artificial intelligence and automatic learning, real transformation can begin when intelligent people can explore data, discover patterns and recommend actions appropriate. Take the insurer that automates your claims management process and then use the data from your daily audit logs to detect hidden fraud schemes that could never be discovered manually.

How Manufacturers Can Speed their Digital Transformation

For manufacturers, emerging technologies have forever changed the way the products are made, the service delivered and the business done. Integrated technologies allow manufactured products to be more “informed”, new players with innovative products and services enter the ecosystem; traditional supply chains are affected by the new channel options; and above all, customers demand an ever more important level of personalization, not only in terms of products and services, but also in the whole experience of buying and using products.

At the same time, manufacturers must always focus on the company’s proven fundamentals to deliver cost-effective products and services that meet customer needs. In short, the goal for today’s manufacturers is to use modern technology to do the same things in a much more efficient and effective way. Operational Excellence: In light of what is possible through the Internet of Things (IoT), combined with a greater demand for customer customization, operational excellence has taken on a whole new meaning.

Instead of focusing on incremental improvements, manufacturers must be prepared to optimize plant operations, take advantage of smart products, facilitate machine-to-machine collaboration and use prescriptive analysis. Mercedes-AMG is an example, which compares historical engine test data with real-time sensor data during tests to identify quality problems and take immediate action. The result is significant time savings and reduced waste of resources.

Agility: Today’s global supply chains are diverse, scattered, and complex, and require manufacturers to adopt technologies such as mobility and the cloud to provide better visibility and control. Dow Chemical, for example, leverages cloud technology to provide significant visibility and flexibility across the value chain.

Innovation: The traditional integrated value chain is now divided into several distinct parts as new players leverage emerging technologies to deliver innovative products and services through new business models. While engineering and product technology remain key targets for innovation, it is increasingly important to develop comprehensive strategies that link product, services and distribution channels. Environmental sustainability Another key challenge is to nurture a culture of innovation.

Customer Service: Today’s manufacturers have no choice but to make their products and services available across multiple channels and devices, while offering a consistent consistency in terms of experience, service and customer access to Information Intelligent data mining and social media information analysis, among other technologies, now enable manufacturers to gain unprecedented 360-degree insight into the behavior and needs of their customers.

Many manufacturers have adopted an ad hoc approach to meet these requirements. Many have implemented unique solutions while others are still struggling with starting points and elements relevant to them and their customers and partners. However, we believe that in order to evaluate and develop effective digital capabilities, manufacturers must adopt a more structured and holistic approach.

We have developed a comprehensive framework that guides manufacturers in developing a roadmap towards digital excellence. Manufacturers can begin by evaluating their current status across all four mandates by answering a set of questions about three key attributes for each mandate: strategy alignment, process execution, and performance management. Our rating mechanism allows manufacturers to rank their numerical capacity for each mandate, using the weights determined by our past experience and approaching the sum of required management efforts, implementation costs and perceived benefits.

The Internet of Payments: How Merchant Acquirers Can Make It Real (Part 2)

The payout landscape is being redesigned, thanks to contactless payment innovations such as Apple Pay and effortless resupply services like Amazon Dash. Soon, “things” can be the focal point of consumers’ purchases of goods and services.

For merchant buyers, this represents both a threat and an immense opportunity. As mentioned earlier, we believe that the Internet of objects and “contextual trading” will play an important role in future payments.

IoT payments can range from traditional payment applications to near-field communications, sensors and tracking devices. In the future, acquiring systems should be able to accept payment for all of these sources and process them efficiently and safely in accordance with current regulatory standards (see Figure 1 for an illustration of the payment value from the buyer’s point of view) .

Optimal approach to adopting IdO

Although we expected the technology to form quickly, the battlefield was not completely defined. According to growing research and new trends in digital consumption, this is our vision of what buyers should consider when activating payments based on IdO:

Open APIs are required to read, send, and access information between connected devices and the server. By developing APIs for IoT, buyers will be able to process more transactions. By integrating the full range of IoT products and platforms through the APIs, they can generate additional revenue through subscription models.

When designing open APIs at all levels of the IoT ecosystem, buyers should develop standardized formats to describe the data generated by IoT devices and allow the integration of data from multiple domains and providers.

From consumer IoT devices, whether browser-based or application-based. These transactions will be treated as non-present card transactions (CNP), subject to compliance with current security regulations.

IoT device manufacturers must make changes to the software or hardware to enable payment and may require a compliance certification such as Visa Ready.

Buyers will develop payment APIs that merchants or application developers can integrate with their platform, allowing users to make payments from all their IoT devices.

Payments from a smart kiosk or vending machine operated by the buyer. To support these transactions, buyers will create a gateway to an API-based connector for the payment hardware installed on the IoT device.

This will require a partnership with a hardware vendor capable of designing an API to accept payments. Acquirers will also need to identify these transactions as separate IoT transactions for processing, billing, reporting, etc.

Google Maps will remove the mini cupcake calorie counter from its iOS apps

Google will reduce criticized functionality of its iOS Maps app that follows and calculates how many calories a user burns while walking a particular route, TechCrunch reports. A spokesman for Google told the publication that the removal is “based on user feedback” and that starting tonight the calorie functionality will be removed from the application. The function was in the tests during the last week or so.

The application had calories in confectionery units: a mini cupcake equal to 110 calories. Google calculated the amount of calories and mini cupcakes that someone would burn and display information next to the suggested itinerary on the map as well as at the top of the step-by-step instructions. He calculates 1,400,344,433 mini cupcakes to walk on the moon, so it’s worth it.

Google said that an average person burns 90 calories per kilometer traveled, but does not specify how an “average” person is. Users also noted that information could be activated for people with eating disorders. A simple solution, if functionality returns, would be to offer the ability to withdraw calorie estimates.

Google could embellish functionality to take into account details about the user’s health, including general factors such as age, weight, and sex. Of course, calorie tracking in mapping applications is not new. The CityMapper application has long included a similar feature, although it is not as popular as Google Maps.

Oppo F5 with bezel-less display may come to India on October 26: Report

Oppo will launch a smartphone without bevel on October 26 called Oppo F5, will reveal reports. Before the official launch, the smartphone has already been the subject of several leaks and rumors. Images of the upcoming Oppo F5 were also revealed online a few days ago. In the meantime, it should be noted that Oppo has not officially confirmed the launch date of the F5, but the company should do so very soon.

Last week, Oppo announced the launch of the F5 on October 26. The smartphone, according to the rumor, will have no frame. Oppo has apparently confirmed the launch of the Oppo F5 in India and Southeast Asia, including Indonesia, Malaysia, Myanmar, the Philippines, Vietnam and Thailand.

According to rumors, it is assumed that Oppo F5 resembles the Galaxy S8 and will have some glasses. It looks like your smartphone will come with rounded corners, and the power key or lock key will sit on the right side of the device. While to the left will be the volume buttons. In the camera department, the smart phone must be equipped with a single camera on the back and front.

It is also said that the next Oppo F5 will come with AI beauty recognition technology. With this integrated technology, the Oppo F5 will use the AI ​​to recognize the complexion and type, age and sex. The same functionality is already visible on several newly launched phones. Rumors say that Oppo F5 will be able to scan more than 200 facial recognition points. The AI ​​technology will also allow users to self-learn and improve every shot or selfish.

According to specifications, the Oppo F5 will be equipped with a FullHD screen of 6 inches with a resolution of 2160 x 1080 pixels. The smartphone should be launched in two variants. One with 4GB of RAM and 64GB of internal storage, while the second variant will ship with 6GB of RAM and 128GB of storage memory. Rumors suggest that the phone will be powered by Qualcomm’s Snapdragon 630 or 660, and should be backed by a 4000 mAh battery.

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