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Yuvraj Singh Launches KOCA, a 14,000 Sq. Ft Culinary Playground in Gurugram—With Global Flavours, Vegan Options & Izumi Dubai Chefs on Board

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Yuvraj Singh Launches KOCA, a 14,000 Sq. Ft Culinary Playground in Gurugram—With Global Flavours, Vegan Options & Izumi Dubai Chefs on Board

After making waves on the cricket field, Yuvraj Singh is now ready to bat in a different league—hospitality. The former Indian cricketer has just launched his very first restaurant, KOCA, in the heart of Gurugram. And no, this isn’t just another celebrity vanity project—it’s personal.

Situated in the upscale Golf Avenue 42 on Golf Course Road, KOCA stretches across a generous 14,000 square feet, offering two distinct moods under one roof: refined dining for the quiet evenings and a buzzing, high-energy space for when the vibe calls for it.

The name KOCA might sound playfully Punjabi, but it actually stands for Kitchen of Celebratory Arts. “Food has always been close to my heart,” Yuvraj shares. “I didn’t want to be just another name behind the logo. I want people to actually enjoy what’s on their plates.”

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Yuvraj, who follows a vegan lifestyle, admits he often found himself scanning menus without finding many options. That frustration played a role in shaping KOCA’s approach. “Hazel and I have travelled a lot and we’ve had some amazing food experiences,” he says. “But even in the best places, it’s disappointing when dietary needs aren’t considered. I wanted to create a space where everyone feels included—without compromising on taste.”

KOCA’s menu draws inspiration from all corners of the globe—especially the places Yuvraj visited during his cricket career. The kitchen brings together Pan-Asian favourites, global small plates, and bold flavours, curated to be both familiar and exciting.

The opening team included chefs Megha Kohli and Noah Louis Barnes, but the current culinary torch is being carried by Prateek Jha and Adiba Jha, known for their work at Izumi in Dubai. Together, they’re aiming to build something that’s not just trendy—but truly memorable.

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With this debut, Yuvraj joins the growing list of cricketers-turned-restaurateurs like Virat Kohli, Shikhar Dhawan, and Suresh Raina—all of whom have turned their post-cricket innings into gastronomic ventures. But for Yuvraj, KOCA isn’t about cashing in on a trend—it’s about sharing a part of himself.

“It’s not just about how it looks or how famous the name is,” he says. “If the food doesn’t make you want to come back, then we’ve missed the point.”

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India’s Toy Industry Gears Up for $1 Billion Breakout as US Tariffs Hit China (54%) and Vietnam (46%)—Playgro’s Manu Gupta Eyes Global JV Surge

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India’s Toy Industry Gears Up for $1 Billion Breakout as US Tariffs Hit China (54%) and Vietnam (46%)—Playgro’s Manu Gupta Eyes Global JV Surge

With the United States slapping steep tariffs on toy imports from countries like China and Vietnam, Indian toy manufacturers see a golden window opening—and they’re not wasting any time. Domestic players are already ramping up production and partnering with global brands to fill the gap left by their higher-tariffed competitors, say industry insiders.

Unlike Vietnam, which now faces a hefty 46% import duty on toys entering the US, or China, burdened with a staggering 54%, India’s additional tariff stands at a relatively lower 26%. While not negligible, it’s giving Indian exporters a competitive edge in the world’s largest toy market.

The Underdog Advantage

“China alone ships around $80 billion worth of toys globally, while Vietnam is close to $6 billion. With these new tariffs, American buyers are suddenly taking a fresh look at India,” said Manu Gupta, CEO of Playgro Toys India. “We’ve got a real shot here, and international toy giants are actively scouting India to set up manufacturing bases.”

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India’s toy exports have held steady between $326 million and $348 million over the past three years. While modest compared to the export volume of its Asian peers, industry leaders believe this could be the inflection point the sector has long awaited.

From Policy Push to Ground Reality

Gupta pointed out that it’s not just the central government fueling the momentum. Several states—Madhya Pradesh, Karnataka, Odisha, Haryana, and Bihar—are rolling out toy-sector-specific policies to woo investors. “What’s heartening is the level of coordination we’re seeing from both the centre and states. Everyone’s aligned on making India a serious player in this space,” he added.

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Major global brands in wooden and soft toys are reportedly in talks with Indian companies to explore joint ventures, hinting at a broader shift in manufacturing strategy among international firms.

Building on National Plans

Amitabh Kharbanda, promoter of Sunlord Group, believes that the recent Budget announcement of a National Action Plan for Toys is another boost. “It shows the government is thinking long-term. This isn’t just about tariffs—it’s about making India a global toy hub,” he said.

With the right mix of trade advantages, policy support, and foreign interest, the Indian toy industry is hoping to turn this moment into a movement. And if the current momentum holds, Indian-made toys might soon be filling a lot more shelves in American stores.

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Amul Set to Cross Rs 1 Lakh Crore in Revenue as Milk Demand Surges Across India

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Amul Set to Cross Rs 1 Lakh Crore in Revenue as Milk Demand Surges Across India

India’s beloved dairy brand, Amul, is heading toward a massive milestone: Rs 1 lakh crore in total revenue for the ongoing fiscal year, thanks to growing appetite for milk and dairy products nationwide.

The Gujarat Cooperative Milk Marketing Federation (GCMMF), which manages the Amul brand, expects to clock in Rs 75,000 crore in revenue alone. Add to that the Rs 25,000 crore expected from its 18 district-level milk unions that sell independently in their local markets, and the combined turnover of brand Amul is on track to hit the 1 lakh crore mark in FY 2025-26.

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“This year, we’re aiming for 14% growth,” said Jayen Mehta, Managing Director of GCMMF, in a recent conversation with PTI. “Demand is climbing steadily, and that’s across product lines.”

Year-on-Year Momentum

GCMMF’s own revenues rose 11% last year, reaching Rs 65,911 crore in FY 2024-25, up from Rs 59,250 crore the year before. The overall brand Amul—combining GCMMF and union sales—grew from Rs 80,000 crore in FY 2023-24 to around Rs 90,000 crore last year.

According to Mehta, Amul’s performance hasn’t just been driven by price hikes but by solid volume growth across categories—from milk and curd to butter, paneer, and ice cream. “It’s not just about more expensive milk; people are consuming more of it, and more frequently,” he noted.

Built on the Backs of Farmers

What makes Amul’s story even more remarkable is that it’s entirely farmer-owned. GCMMF represents 36 lakh dairy farmers spread across 18,600 villages in Gujarat. Every day, its 18 member unions collectively procure over 350 lakh litres of milk—making it the largest farmer-run dairy cooperative in the world.

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With strong rural roots and growing urban demand, Amul’s growth shows no signs of slowing down. If anything, it’s only picking up pace.

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Delhivery Grabs Control of Rival Ecom Express for Rs 1,400 Crore: Sahil Barua Bets Big on Logistics Shake-Up

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Delhivery Grabs Control of Rival Ecom Express for Rs 1,400 Crore: Sahil Barua Bets Big on Logistics Shake-Up

In a bold move that could reshape India’s logistics landscape, Gurugram-headquartered Delhivery has announced its plans to acquire a majority stake in Ecom Express, a company it has competed with for over a decade. The deal, valued at Rs 1,400 crore in cash, will hand Delhivery a controlling interest in one of the country’s key last-mile delivery players.

The timing is notable—it comes just two months after Delhivery brought in Vani Venkatesh as its new Chief Business Officer, signaling a strategic shift in its growth approach.

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A Veteran in E-Commerce Logistics

Launched in 2012 by logistics veterans Manju Dhawan, K. Satyanarayana, the late T.A. Krishnan, and the late Sanjeev Saxena, Ecom Express carved out its niche by offering comprehensive logistics services tailored to the needs of India’s booming e-commerce sector. Its offerings span everything from first-mile pickup and order processing to last-mile delivery, returns handling, and reverse logistics.

Under its Ecom Fulfillment Services division, the company has also been actively building warehousing and supply chain solutions. Ecom claims it has reached 97% of Indian households and handled close to 2 billion shipments since inception.

The Bigger Picture at Delhivery

Delhivery, founded just a year before Ecom Express, has rapidly evolved into a logistics juggernaut. Its services cover the full spectrum—express parcel delivery, part-truckload and full-truckload freight, cross-border shipping, warehousing, and logistics tech solutions. With a client base of over 39,000 businesses, from e-commerce giants to small and mid-sized enterprises, the company says it has delivered more than 3.4 billion shipments across India.

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CEO’s Vision

Delhivery CEO and MD Sahil Barua described the acquisition as a strategic leap. “India’s logistics ecosystem still has significant room to improve in terms of speed, affordability, and coverage,” he said. “Bringing Ecom Express into the Delhivery fold allows us to push further on all fronts—whether it’s technology, infrastructure, or talent. The team at Ecom Express has built something strong and credible, and we’re excited to build on that foundation.”

As consolidation picks up pace in India’s logistics sector, this acquisition could mark the beginning of a new phase—one driven not just by scale, but by integration and smarter, faster delivery systems.

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Flipkart Minutes Races Ahead: 200 Dark Stores in 14 Cities and a 10-Minute Delivery Promise to Challenge Zepto & Blinkit

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Flipkart Minutes Races Ahead: 200 Dark Stores in 14 Cities and a 10-Minute Delivery Promise to Challenge Zepto & Blinkit

Flipkart’s latest venture into the fast-paced world of instant delivery—Flipkart Minutes—is quietly but confidently picking up steam. Since rolling out a pilot version in a few Bengaluru neighborhoods back in August 2024, the service has now set up over 200 dark stores across 14 cities, according to a senior executive quoted by Business Standard.

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At the recent Startup Mahakumbh event, Flipkart’s VP, Kanchan Mishra, shared that while Flipkart itself is practically a household name, this newer offering is still in its early days—but catching on quickly.

Deliveries on the clock

Flipkart Minutes is designed for those who don’t have time to wait. Whether it’s groceries, everyday essentials, electronics, or personal care products, the promise is simple: get it at your doorstep in 10 to 15 minutes.

Mishra pointed out that convenience now matters just as much as price and product variety. The demand for faster delivery is no longer just a Gen Z or millennial trend—more homemakers and older shoppers are starting to rely on quick commerce, and that’s opening doors for more brands to connect with new customers in fresh ways.

Gearing up for growth

Looking ahead, Flipkart Minutes has big plans. The company hopes to double its dark store footprint to about 500 or more by the time the next Big Billion Days shopping festival kicks off later this year—likely around September or October.

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Even with 200 locations already up and running, the service still lags behind a few seasoned players. Zepto, for example, runs more than 900 dark stores. Blinkit is currently sitting at 1,007, and Swiggy Instamart isn’t far behind with 705.

Still, Flipkart Minutes is betting on its strengths. By building strong partnerships with brands and tapping into Flipkart’s already massive customer base, the company believes it can scale quickly and offer an experience that’s both fast and familiar. According to Mishra, this mix of reach, reliability, and collaboration could be the key to turning quick commerce into a long-term habit for millions across India.

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Startup Debate Heats Up: Ashneer Grover Suggests Politicians Focus on Growth Before Criticizing Entrepreneurs

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Startup Debate Heats Up: Ashneer Grover Suggests Politicians Focus on Growth Before Criticizing Entrepreneurs

Ashneer Grover, ex-co-founder and former MD of BharatPe, didn’t hold back in his response to Union Minister Piyush Goyal’s recent remarks about India’s startup scene. Taking to X (formerly Twitter), Grover fired back, saying it’s not the entrepreneurs but the politicians who truly need a dose of reality.

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“In India, the only folks needing a ‘reality check’ wear khadi,” he wrote, clearly aiming his criticism at the political class. Grover defended the startup ecosystem, particularly consumer-tech businesses, highlighting how even China began its digital journey with food delivery platforms before stepping into more advanced tech sectors.

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“Let’s not forget, China’s tech wave started with food delivery too—deep tech came later. Maybe instead of preaching, our leaders should shoot for two decades of 10%+ GDP growth and then talk about vision,” he quipped.

Not stopping there, Grover took a pointed jab at the prevailing tone of political discussions in the country. “Might be a good time to shift the national conversation from history lessons to science and innovation. Appreciate you starting this conversation, Minister,” he added with a note of sarcasm.

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McCain India’s FY24 Report: ₹1,245 Cr Revenue, Rising Costs, and a 29% Profit Drop – Can It Stay on Top?

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McCain India’s FY24 Report: ₹1,245 Cr Revenue, Rising Costs, and a 29% Profit Drop – Can It Stay on Top?

India’s love for crispy, deep-fried snacks has fueled a thriving market, with McCain carving out a dominant position in the frozen food segment. Having entered the Indian market in 1998, the brand has steadily expanded its presence, raking in over ₹1,200 crore in revenue for FY24, making it the largest player in its category. Once known primarily for french fries, McCain has since broadened its offerings to cater to a wider audience.

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According to filings with the Registrar of Companies (RoC), McCain India’s revenue grew by a modest 3% year-on-year, reaching ₹1,214 crore in FY24, up from ₹1,172 crore in FY23. Its primary income source remains the sale of its fried snack products, distributed through a mix of traditional retail, foodservice partnerships, and quick-commerce platforms like BlinkIt, Swiggy Instamart, and Zepto. Additionally, the company earned ₹31 crore from interest on deposits, bringing total revenue to ₹1,245 crore in FY24, compared to ₹1,189 crore the previous year.

Raw materials remained the biggest cost factor for McCain, accounting for nearly 44% of its total expenses, rising to ₹493 crore in FY24. Employee costs also saw a sharp increase, climbing 19% to ₹100 crore. Meanwhile, McCain ramped up its advertising spend by 63%, reaching ₹88 crore as it sought to maintain its competitive edge in an increasingly crowded market. Other operational costs—covering power, logistics, contract labor, storage, and management fees—pushed total expenditure up to ₹1,125 crore from ₹1,020 crore in FY23.

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The aggressive spending, particularly on advertising and management expenses, took a toll on McCain’s bottom line. Its net profit dropped 29.4%, falling from ₹126 crore in FY23 to ₹89 crore in FY24. The company’s return on capital employed (ROCE) and EBITDA margin stood at 15.28% and 4.58%, respectively. On a per-unit basis, McCain spent ₹0.93 to generate every rupee in FY24.

Despite its strong position, McCain faces growing challenges. With health-conscious consumers shifting away from fried foods and major conglomerates like ITC and Godrej entering the segment, competition is fiercer than ever. The brand often finds itself on the defensive when compared to “better-for-you” alternatives. However, India’s deep-rooted love for crispy snacks ensures that demand won’t vanish overnight. Strengthening its cold chain logistics network could be a game-changer, enabling McCain to penetrate deeper into smaller towns and rural markets. If the company can navigate these headwinds effectively, it should be able to regain its growth momentum—unless internal hurdles prove to be a bigger obstacle.

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Karnataka High Court Bans Bike Taxi Services, Orders Ola, Uber, and Rapido to Halt Operations

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Karnataka High Court Bans Bike Taxi Services, Orders Ola, Uber, and Rapido to Halt Operations

In a significant setback for ride-hailing giants Ola, Uber, and Rapido, the Karnataka High Court has ordered them to shut down their bike taxi services in the state. The court has given them six weeks to comply, stating that operations cannot resume until the government establishes clear regulations under the Motor Vehicles Act, 1988.

Legal Roadblock: No Clear Rules, No Bike Taxis

Justice B.M. Shyam Prasad, who issued the ruling, made it clear that transport authorities cannot register motorcycles as commercial transport vehicles or issue permits for bike taxis unless a proper legal framework is in place.

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“The transport department cannot be directed to register motorcycles as transport vehicles or issue contract carriage permits for such services until appropriate government regulations are in place,” Justice Prasad stated.

The Karnataka government now has three months to draft these regulations. Transport Minister Ramalinga Reddy said the government will use this time to create a framework that ensures safety and operational clarity for bike taxi services.

Rapido Pushes Back, Raises Concerns Over Livelihoods

The ruling has sparked concerns, particularly for Rapido, which was founded in Karnataka and has a massive user base in the state. A Rapido spokesperson voiced worries about the thousands of drivers who depend on the platform for their income.

“The Hon’ble High Court of Karnataka has directed aggregators to cease bike taxi operations after six weeks. While we will comply with the order, we are deeply concerned about the impact on the livelihoods of our captains. Once the detailed order is available, we will explore all legal options to protect their interests,” the spokesperson said.

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A Long-Standing Legal Battle

Bike taxis have existed in a legal gray area in Karnataka for years. In 2021, the state introduced the Karnataka Electric Bike Taxi Scheme, which only allowed electric two-wheelers to operate as bike taxis. However, most services continued using petrol-powered bikes, leading to ongoing disputes with regulators.

With the latest court order, the future of bike taxis in Karnataka remains uncertain. While companies like Rapido and Uber are expected to challenge the decision, the government’s next move—whether to regulate or permanently ban bike taxis—will determine how the industry evolves in the state.

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DriverShaab Secures ₹2.82 Crore to Scale On-Demand Driver Services, Strengthen Tech Infrastructure

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DriverShaab Secures ₹2.82 Crore to Scale On-Demand Driver Services, Strengthen Tech Infrastructure

Kolkata-based DriverShaab, a B2B mobility solutions provider, has raised ₹2.82 crore in a pre-Series A funding round led by Firstport Capital and Gurugram-based Inflection Point Ventures (IPV). The investment will help the company scale its driver aggregation platform, optimize operations, and enhance its technology backbone.

Bringing Structure to India’s Fragmented Driver Service Industry

Founded by Avijit Das, DriverShaab is tackling a long-standing problem in India’s transportation sector—reliable and efficient driver management. The startup provides on-demand drivers for businesses, logistics support, and employee transportation solutions, using technology to bridge supply gaps and improve service quality.

“The driver services industry has been largely unorganized, leading to inefficiencies and service inconsistencies. Our goal is to build a tech-driven ecosystem that makes driver deployment seamless, reliable, and scalable,” said Avijit Das, CEO of DriverShaab.

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Since its inception, DriverShaab has facilitated transactions worth ₹26 crore, reflecting the growing demand for structured driver aggregation solutions in India.

Aiming for a Piece of India’s $900M Mobility Market

India’s mobility sector is currently valued at $900 million and is projected to grow rapidly as businesses increasingly seek efficient transportation solutions. DriverShaab is positioning itself as a key player in this evolving landscape by addressing challenges like driver availability, fleet management, and operational inefficiencies through its platform.

Mitesh Shah, Co-Founder of Inflection Point Ventures, highlighted the startup’s potential: “Driver shortages and inefficiencies can severely impact businesses relying on fleet operations and employee transport. DriverShaab’s tech-first approach ensures optimal driver deployment, reduces downtime, and enhances service reliability. With its scalable model and strong execution, the company is well-positioned for growth in the mobility sector.”

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With fresh funding and a clear market opportunity, DriverShaab is gearing up to expand its reach and refine its technology, aiming to become a go-to solution for businesses looking to streamline driver management.

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Piyush Goyal Slams India’s Startup Priorities: ‘Are We Just Building Delivery Workers While China Dominates EVs & AI?

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Piyush Goyal Slams India’s Startup Priorities: ‘Are We Just Building Delivery Workers While China Dominates EVs & AI?

At Startup Mahakumbh 2025, Commerce Minister Piyush Goyal raised serious questions about the direction of India’s startup ecosystem, urging entrepreneurs to prioritize deep tech and innovation over convenience-driven services. Comparing India’s startup landscape with China’s, he pointed out how Indian ventures are largely focused on food and grocery delivery, while Chinese companies are investing in electric mobility and advanced battery technologies.

Aiming Higher: Beyond Delivery Apps and Quick Commerce

Goyal’s address was direct and thought-provoking. He challenged entrepreneurs to reconsider their ambitions, asking whether India’s startup boom should be defined by an army of “delivery boys and girls” or if the country should strive to lead in cutting-edge technology.

“We are proud of what India has achieved, but are we the best in the world yet? Not yet,” he stated. “Should we aspire to be, or are we content just running delivery fleets?”

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His comments come at a time when quick-commerce and food delivery startups have become some of India’s most valuable companies, achieving unicorn status and multi-billion-dollar valuations. However, the minister’s remarks highlighted a growing concern—are these businesses truly driving technological progress, or are they just refining last-mile logistics?

Luxury Startups vs. Tech-Driven Innovation

Goyal also took aim at the rise of luxury-focused startups, particularly those backed by the children of billionaires. He pointed out that many of these businesses revolve around premium products like “fancy ice creams and cookies,” which, while profitable, do little to establish India as a global technology leader.

“I have no issue with healthy, zero-gluten, vegan ice creams, but is that the destiny of Indian entrepreneurship?” he asked. In contrast, he cited nations that are heavily investing in semiconductors and artificial intelligence—industries that will shape the future of the global economy.

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A Call for Future-Focused Startups

Goyal’s message was clear: India needs to build, not just deliver. He emphasized that the world’s leading economies are pushing boundaries in AI, chip manufacturing, and next-gen mobility solutions. If India wants to be a true innovation powerhouse, its startup ecosystem must shift its focus from short-term consumer convenience to long-term technological leadership.

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