Bloomberg Cover Story this week: Steve Jobs’ Last War – The thermonuclear war on Android


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Bloomberg Cover Story this week: Steve Jobs’ Last War – The thermonuclear war on Android

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This week’s Bloomberg cover story is a look at the darker side of Apple’s patent war with Google’s Android. As you can probably tell from the cover art, this one is not decidedly pro-Apple/Jobs. After the full rundown of the Patent war, it gets to this (which also seems to verify an earlier report):


People familiar with the situation, however, note that top-level executives at both Apple and Samsung have communicated lately about potential settlement options. Apple CEO Tim Cook does not seem to share his predecessor’s passion about laying all foes to waste. Cook appears to view litigation as a necessary evil, not a vehicle of cosmic revenge…


Still, the larger contest between Apple and Google is nowhere near resolution. And it’s not just about smartphones and tablets. While they struggle for dominance in mobile devices, Apple and Google are protecting their flanks from Microsoft and girding for a coming clash over the market for digital hubs that integrate the Internet with television.


In the short run, the tech giants could save themselves considerable legal fees and distraction if they were to lock their lawyers in a hallway of conference rooms and refuse to release them until they had crafted a series of comprehensive cross-licensing pacts. This process eventually resolved similar litigation in the desktop computer field. Such a solution “is still probably what will happen here,” says Stanford’s Lemley. “But in the meantime, these companies have paid their lawyers more than $400 million” over the last several years. “It’s not clear what they’re getting for that money.”


Great read: Head over now.


Raghu Tandra

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Use Configurator To Roll-Out iOS Devices To Your Users – The Right Way [How-To]

via Cult of Mac by Ryan Faas on 3/13/12

Apple Configurator's Intro Screen

Apple Configurator is a new free tool that let’s you manage iOS devices in business or education settings. The app can be used simply as an initial deployment tool or as an ongoing management solution. It’s particularly well suited to environments where iPads and other iOS devices will be shared among multiple users since it can be used in “lending library” fashion with users checking out devices because Configurator backs up user data on check-in and applies to a new device on check-out.

This guide covers each part of Configurator  with step-by-step instructions.

When you first launch Configurator and accept it’s license agreement, you’ll see an introduction screen above that explains its three basic features – preparing devices for management, supervising or managing devices, and creating user accounts that Configurator will use to manage user data.

The first task in Configurator is preparing devices for management. This includes naming devices with unique identifiers. You can name devices based on where or how they’re typically going to be used (grade or classroom in a school, office or department in a business, or floor/room number in a hotel and so forth). Other options include using a device’s serial number, an asset management tag or inventory number, or the name of a specific user.

Note: Preparing a device in Configurator effectively performs a iOS restore and will wipe any data on the device.

Configurator's Prepare pane is used for initial setup and deployment

One nice feature is the checkbox to automatically number devices sequentially. This works really well if you’re naming based on a location like a classroom or department like outside sales. By default, Configurator will begin naming devices with a “1″ after the name you enter and assign additional numbers to devices as they’re connected, but you can end the name with a number and Configurator will start assigning sequential numbers after that number (useful if you’re naming around asset tags).

The Supervision checkbox determines whether the iPad will be supervised (the phrase Apple is using in Configurator instead of managed) by the Mac running Configurator. If you set this switch to on, you’ll need to connect the iPad to that particular Mac to disable supervision and allow another Mac to manage it or allow a user to have full unmanaged access to all iOS features. The only other way to get the iPad back to an unmanaged state is to full restore of iOS.

You can prepare devices and choose to not supervise them. In this case, you’re pre-configuring a device and pre-installing apps for users. This can be helpful in situations where ongoing management of a device isn’t needed.

The iOS pop-up menu let’s you change the iOS version on the device. You can elect to leave the current version, update to the most recent release, or install a specific past iOS version (you’ll need to download .ipsw file for the release that you want and point Configurator to it). You can also restore the device to a factory default state (much like doing a device restore in iTunes) by clicking the Erase all contents and settings option (good for troubleshooting or reassigning a device).

The Restore pop-up menu lets you backup a device and restore that backup to the same device or another device – useful if you’re doing one-to-one rollouts where each person receive an an iOS device and you need to issue new or replacement devices.

The Profiles listbox shows the list of configuration profiles that will be installed on each device. You can click the Add button to create one or more new profiles or import and reuse existing profiles (including profiles created in Configurator or iPhone Configuration Utility). The list will show any available profiles but you’ll need to select the checkbox to install them. The iOS-style options icon below the listbox lets you save a profile outside of Configurator as backups, for use on other Macs running Configurator, or for Macs or PCs running iPhone Configuration Utility.

Although you can create a single profile with every setting that you want to apply to devices, that can get unwieldy if you’re configuring a large number of features and/or if you have devices with different profile needs (say cash register iPads in a retail store and iPads for store managers and inventory specialists). Since some of those needs may be the same (setting a Wi-Fi network and password or a VPN connection for example), using multiple profiles that meet specific needs is often a better option.

The Apps tab in Configurator

The apps tab let’s you add install apps on devices. When adding devices to this list, you’ll need to add to the Mobile Applications folder that iTunes uses to store apps (obviously, this means that the apps need to be downloaded to the Mac running Configurator). App files on a Mac (or a PC) end with .ipa and their file name is typically the app’s name. For free apps, you don’t need to do anything more than add them to the listbox and then select the checkbox next to each app that you want to install.

Choosing apps to install on iOS devices

For paid apps, you’ll need to add iTunes redemption codes purchased through Apple’s Volume Purchase Plan. When you use the plan to purchase redemption codes for an app, Apple will provide you with a spreadsheet containing the redemption codes. Importing the codes into Configurator means importing that spreadsheet rather than the codes themselves. Configurator will assign the codes to iOS devices sequentially and it will display the number of remaining codes next to the app’s name. If you click that number, Configurator will show a list of the devices that have the app installed along with the device’s serial number and the VPP redemption code that it’s using.

For internal apps developed for your company and not available in the App Store, you can add them in the same manner as any other app. You’ll need to ensure that your company’s enterprise iOS developer account certificate is installed on any devices that where you install the app, which can be done using a configuration profile.

Once you’ve put together the configuration for a device, click the Prepare button at the bottom of the Configurator window to apply that configuration.

The Supervise pane in Configurator

The Supervise pane looks almost identical to the Prepare pane. The only difference is the addition of a list of all supervised devices. This list includes groups of device as well as devices themselves. By default there are two device groups – one for all devices that Configurator is managing and one for devices connected to the Mac by USB. You can create as many additional groups as you need to help organize all of the devices that you manage – just click the add button below the list, name the new group, and drag devices into it. You can use as many or few groups as makes sense for you and you can manage devices without creating groups.

The management tasks when supervising devices is pretty much the same as when you initially prepared them in Configurator – you can rename devices, check the current iOS version and update it, backup and restore devices, and work with configuration profiles (adding, removing, and changing them). Likewise, the option to install or remove apps is the same. It’s important to note, however, the Apple doesn’t allow VPP redemption codes to be reused – meaning if you delete an app from one device, you won’t be able to use the code from that device to install the app on a different device.

When you update a device or a group of devices, the change you’ve made are applied automatically once you save the changes by clicking the Apple button at the bottom of the Configurator window. If you make changes and one or more devices aren’t connected, the changes will be applied the next time you connect them (a process Apple refers to as a device check-in).

You can also get additional information about devices by selecting one or more device and choosing either Get Info or Export Info from the Devices menu.

The Assign pane in Configurator

The Assign pane let’s you create and manage user accounts and to assign devices to specific users. There are two lists in the Assign pane, the user groups to the left and the users list to the right of it. You can create users by clicking the add button under the users list. You can organize users into groups by creating a group, naming it, and then dragging users into it.

User management in Configurator is pretty bare bones. The only pieces of information are the user’s name, an optional picture (you can drag a photo onto each user’s account and it will be assigned as the lock screen’s wallpaper on any devices assigned to them), and the devices assigned to them. You can add documents to the devices for individual users or groups, but that’s about as far as Configurator goes with user-related features.

That said, each time you connect a device that’s been assigned to a user, Configurator will backup all user data on that device (music and other media, app settings, home screen layouts, documents, and so forth) and attach it to their account. If you assign a different device to that user, Configurator will restore that data to the new device. This gives each user a consistent experience regardless of which device they’re using.

If your Mac is connected to a corporate directory system like Microsoft’s Active Directory or Apple’s Open Directory, you can create accounts in Configurator based on their existing network accounts (the ones that they use to log into various computers). In this case when you create a new user and start typing their name, you’ll see a list of user accounts matching the name as you type. This is useful for pre-populating user names (and photos if your company’s directory system stores user photos), but it doesn’t offer any additional features.

To assign or check out a device, select the user and click the Check Out button at the bottom of the Configurator window. You’ll see a check out dialog with a pop-up menu to of you device groups. Select the group containing the device to check out and drag the appropriate device to a user account. You can check out individual devices to individual users are you can simply drag groups of devices to user groups and let Configurator assign them sequentially. Once you’ve assigned devices, you connect them to the Mac via USB and Configurator will check them out.

When users return devices, you can check them back in by connecting them to the Mac running Configurator, selecting the users in the Assign Pan and clicking the Check In button. Configurator will backup the user data automatically and use it if you assign a different device to that user.

If you want to push documents to devices for users, select the user(s) or group in the Assign pane and and click the add button under the documents listbox. Configurator will ask you to select a target app for the document. Because document management iOS is app-centric, you need to specify an app and that app needs to support the iOS/iTunes file sharing model. After selecting the target app, you can select the document. It will be installed on each device you check out to that user(s) and they can access it using the selected app.

And that’s it. Configurator is really designed as an easy-to-use solution that requires minimal time to setup.

 

 

More from Cult of Mac:

In 1985, Bill Gates Pitched Apple To Make The Mac Into Windows

via Cult of Mac by John Brownlee on 2/24/12

The fantastic Letters of Note blog has posted an amazing letter that a 30-year old Bill Gates sent to John Sculley and Jean Louis Gassée back in June of 1985.

In the letter, Gates argues that Apple should license their hardware and operating system out to other companies, making Macintosh a “standard.” If that pitch sounds familiar, it should: after being ignored by Apple for six months, Microsoft took the idea and ran with it, bringing Windows to the world.

Letters of Note openly ponders what might have happened if Apple had listened to Bill Gates. “Microsoft’s decision to do exactly as Gates had recommended to Apple resulted in market domination. Had Apple taken Gates’ advice, things could have been so very different.”

Sure, different, but probably not better. It’s not necessarily obvious from the outside, but Apple has always been about the fricttionless fusion of technology and software, hardware and design. That’s not something that is possible when you’re licensing out your operating system to every manufacturer coming along, which is exactly the problem that Microsoft and Google are now having, trying to compete with the Mac on the desktop and iOS in mobile. Apple may not have “market dominance” but they make by orders of magnitude the most profit: who cares about anything else?

Here’s the full letter:

To: John Sculley, Jean Louis Gassée
From: Bill Gates, Jeff Raikes
Date: June 25, 1985
Re: Apple Licensing of Mac Technology

cc: Jon Shirley

Background

Apple’s stated position in personal computers is innovative technology leader. This position implies that Apple must create a standard on new, advanced technology. They must establish a “revolutionary” architecture, which necessarily implies new development incompatible with existing architectures.

Apple must make Macintosh a standard. But no personal computer company, not even IBM, can create a standard without independent support. Even though Apple realized this, they have not been able to gain the independent support required to be perceived as a standard.

The significant investment (especially independent support) in a “standard personal computer” results in an incredible momentum for its architecture. Specifically, the IBM PC architecture continues to receive huge investment and gains additional momentum. (Though clearly the independent investment in the Apple II, and the resulting momentum, is another great example.) The investment in the IBM architecture includes development of differentiated compatibles, software and peripherals; user and sales channel education; and most importantly, attitudes and perceptions that are not easily changed.

Any deficiencies in the IBM architecture are quickly eliminated by independent support. Hardware deficiencies are remedied in two ways:

  • expansion cards made possible because of access to the bus (e.g. the high resolution Hercules graphics card for monochrome monitors)
  • manufacture of differentiated compatibles (e.g. the Compaq portable, or the faster DeskPro).

The closed architecture prevents similar independent investment in the Macintosh. The IBM architecture, when compared to the Macintosh, probably has more than 100 times the engineering resources applied to it when investment of compatible manufacturers is included. The ratio becomes even greater when the manufacturers of expansion cards are included.

Conclusion

As the independent investment in a “standard” architecture grows, so does the momentum for that architecture. The industry has reached the point where it is now impossible for Apple to create a standard out of their innovative technology without support from, and the resulting credibility of other personal computer manufacturers. Thus, Apple must open the Macintosh architecture to have the independent support required to gain momentum and establish a standard.

The Mac has not become a standard

The Macintosh has failed to attain the critical mass necessary for the technology to be considered a long term contender:

  1. Since there is no “competition” to Apple from “Mac-compatible” manufacturers, corporations consider it risky to be locked into the Mac, for reasons of price AND choice.
  2. Apple has reinforced the risky perception of the machine by being slow to come out with software and hardware improvements (e.g. hard disk, file server, bigger screen, better keyboard, larger memory, new ROM, operating software with improved performance). Furthermore, killing the Macintosh X/L (Lisa) eliminated the alternative model that many businesses considered necessary.
  3. Recent negative publicity about Apple hinders the credibility of the Macintosh as a long term contender in the personal computer market.
  4. Independent software and hardware manufacturers reinforced the risky perception of the machine by being slow to come out with key software and peripheral products.
  5. Apple’s small corporate account sales force has prevented it from having the presence, training, support, etc. that large companies would recognize and require.
  6. Nationalistic pressures in European countries often force foreign to consumers [sic] choose local manufacturers. Europeans have local suppliers of the IBM architecture, but not Apple. Apple will lose ground in Europe as was recently exhibited in France.

Recommendation

Apple should license Macintosh technology to 3-5 significant manufacturers for the development of “Mac Compatibles”:

United States manufacturers and contacts:

Ideal companies—in addition to credibility, they have large account sales forces that can establish the Mac architecture in larger companies:

  • AT&T, James Edwards
  • Wang, An Wang
  • Digital Equipment Corporation, Ken Olsen
  • Texas Instruments, Jerry Junkins
  • Hewlett Packard, John Young

Other companies (but perhaps more realistic candidates):

  • Xerox, Elliott James or Bob Adams
  • Motorola, Murray A. Goldman
  • Harris/Lanier, Wes Cantrell
  • NBI, Thomas S. Kavanagh
  • Burroughs, W. Michael Blumenthal and Stephen Weisenfeld
  • Kodak
  • 3M
  • CPT

European manufacturers:

  • Siemens
  • Bull
  • Olivetti
  • Phillips

Apple should license the Macintosh technology to US and European companies in a way that allows them to go to other companies for manufacturing. Sony, Kyocera, and Alps are good candidates for OEM manufacturing of Mac compatibles.

Microsoft is very willing to help Apple implement this strategy. We are familiar with the key manufacturers, their strategies and strengths. We also have a great deal of experience in OEMing system software.

Rationale

  1. The companies that license Mac technology would add credibility to the Macintosh architecture.
  2. These companies would broaden the available product offerings through their “Mac-compatible” product lines:
  • they would each innovate and add features to the basic system: various memory configurations, video display and keyboard alternatives, etc.
  • Apple would lever the key partners’ abilities to produce a wide variety of peripherals, much faster than Apple could develop the peripherals themselves.
  • customers would see competition and would have real price/performance choices.
  • Apple will benefit from the distribution channels of these companies.
  • The perception of a significantly increased potential installed base will bring the independent hardware, software, and marketing support that the Macintosh needs.
  • Apple will gain significant, additional marketing support. Everytime a Mac compatible manufacturer advertises, it is an advertisement for the Apple architecture.
  • Licensing Mac compatibles will enhance Apple’s image as a technological innovator. Ironically, IBM is viewed as being a technological innovator. This is because compatible manufacturers are afraid to innovate too much and stray from the standard.
  • More from Cult of Mac:

    Steve Jobs videos compiled into ultimate collection

    via 9to5Mac by Jordan Kahn on 2/15/12

    As pointed out by @nickbilton of The New York Times on Twitter, a pretty extensive collection of Steve Jobs’ interviews, keynotes, product demos, and rare company video was compiled by Scott Hurf on the video sharing website Chill. Head over to the site now to check out the full collection.


    Apple Teaches You How To Make Your First App Store App With New Guide

    via Cult of Mac by Alex Heath on 2/17/12

    Are you interested in making iPhone and iPad apps for the App Store? If you’d like to get your feet wet, or at least see what’s involved, Apple has posted a new walkthrough called “Start Developing iOS Apps Today.”

    The simple guide takes you through the initial setup and teaches you about basic tools, frameworks, Apple’s design policies, and more. The goal is that you will be able to create an app from scratch and have it ready to debut in the App Store.

    While not the most technical explanation of iOS development, Apple has done a great job of consolidating information into one easy destination for curious eyes. Here’s the official rundown:

    Creating iOS apps is fun and rewarding, and if you’re a new developer you might be wondering where to begin. This road map provides the perfect starting point for iOS app development. On your Mac computer, you can create iOS apps that run on iPad, iPhone, and iPod touch. Follow this road map to learn where to get the tools you need, understand the major concepts and best practices, and see where to find more information.

    As you proceed through the road map, you will use Xcode and the iOS SDK, Apple’s tools for app development. You will learn the basics of programming with Objective-C, the language that powers all iOS apps and frameworks, and will explore the Cocoa Touch frameworks. You will create a simple iOS app and learn how to test it on a device. Finally, you will learn how to submit an app to the App Store.

    The document is broken up into 13 pages. There’s only a couple paragraphs and illustrations per section, but Apple has included helpful links to more detailed resources from the iOS Developer Library, like how to write Objective-C code.

    Anyone can access Apple’s new guide from this link. To actually publish an app in the App Store, you must purchase an official developer account from Apple for $99/year.

    (via The Next Web)

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    A visualization of Apple’s market cap and cash [infographic]

    via BGR: The Three Biggest Letters In Tech by Zach Epstein on 1/31/12

    Apple reported a monster first quarter last Tuesday that sent the company’s stock skyrocketing over the past week. Apple’s holiday quarter was the most profitable quarter ever reported by a technology company, and the second most profitable quarter reported by any U.S. firm. With a market capitalization that now sits in excess of $420 billion, Apple is currently the most valuable company in the world, and with more than $97.6 billion in cash and cash equivalents at the end of calendar 2011, Apple has amassed an unbelievable war chest that is unrivaled among its competitors. Business blog MBA Online recently put together an infographic to help us visualize just how big Apple has grown since it teetered on the brink of bankruptcy in the late 90s. Among the graphic’s bullet points are the facts that Apple’s year-end cash pile is enough to buy an iPad for each and every person living in Canada and Greece combined, and it’s also enough to pay off the entire public debt of eight countries within the European Union. The site’s full infographic follows below.

    Read

    A visualization of Apple’s market cap and cash [infographic]

    via BGR: The Three Biggest Letters In Tech by Zach Epstein on 1/31/12

    Apple reported a monster first quarter last Tuesday that sent the company’s stock skyrocketing over the past week. Apple’s holiday quarter was the most profitable quarter ever reported by a technology company, and the second most profitable quarter reported by any U.S. firm. With a market capitalization that now sits in excess of $420 billion, Apple is currently the most valuable company in the world, and with more than $97.6 billion in cash and cash equivalents at the end of calendar 2011, Apple has amassed an unbelievable war chest that is unrivaled among its competitors. Business blog MBA Online recently put together an infographic to help us visualize just how big Apple has grown since it teetered on the brink of bankruptcy in the late 90s. Among the graphic’s bullet points are the facts that Apple’s year-end cash pile is enough to buy an iPad for each and every person living in Canada and Greece combined, and it’s also enough to pay off the entire public debt of eight countries within the European Union. The site’s full infographic follows below.

    Read

    First White House Chief Technology Officer, Aneesh Chopra, steps down

    via Engadget by Donald Melanson on 1/27/12

    He was appointed with a fair bit of fanfare as the United States' first Chief Technology Officer back in May of 2009, but it looks like Aneesh Chopra has decided that it's now time to make room for the nation's second CTO. The White House confirmed today that Chopra is stepping down from his position, noting that he has amassed a "dizzying array of accomplishments." Among those are his contributions to the Obama administration's national wireless strategy, a set of internet policy making principals, and a number of efforts related to the President's open government strategy, including the Data.gov platform. No word on his successor just yet, nor is there any official word on what Chopra plans to do next -- although The Washington Post reports that he's expected to run for lieutenant governor of Virginia.

    First White House Chief Technology Officer, Aneesh Chopra, steps down originally appeared on Engadget on Fri, 27 Jan 2012 15:42:00 EDT. Please see our terms for use of feeds.

    Permalink   |  sourceThe White House  | Email this | Comments

    Making Hidden Folders In OS X [Video How-To]

    via Cult of Mac by Michael Steeber on 1/3/12

    Making hidden folders in Mac OS X isn’t an easily accessible command for the average user. Unlike most parts of Mac OS X, it’s not just one or two clicks away. In this video, I’ll show you how can make hidden folders to keep unwanted visitors out of your files.

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    Adam Lashinsky’s look ‘Inside Apple’ will be released on Jan. 25

    via 9to5Mac by Seth Weintraub on 1/3/12

    Fortune Editor-at-Large Adam Lashinsky spent the last few years digging deep inside Apple looking for what makes Apple, Inc., tick. Fortune ran a bit earlier this year in a cover story called How Apple works: Inside the world’s biggest startup, and it holds up as a fascinating read. The full version of the book, Inside Apple, which is tabulated at 240-to-272 pages, hits stores Jan. 25. It is currently priced at $16.92 for the hardcover, or $12.99 for the Kindle version and $17.92 for the Audio version.

    INSIDE APPLE reveals the secret systems, tactics and leadership strategies that allowed Steve Jobs and his company to churn out hit after hit and inspire a cult-like following for its products.If Apple is Silicon Valley’s answer to Willy Wonka’s Chocolate Factory, then author Adam Lashinsky provides readers with a golden ticket to step inside. In this primer on leadership and innovation, the author will introduce readers to concepts like the “DRI” (Apple’s practice of assigning a Directly Responsible Individual to every task) and the Top 100 (an annual ritual in which 100 up-and-coming executives are tapped a la Skull & Bones for a secret retreat with company founder Steve Jobs).

    Based on numerous interviews, the book offers exclusive new information about how Apple innovates, deals with its suppliers and is handling the transition into the Post Jobs Era. Lashinsky, a Senior Editor at Large for Fortune, knows the subject cold: In a 2008 cover story for the magazine entitled The Genius Behind Steve: Could Operations Whiz Tim Cook Run The Company Someday he predicted that Tim Cook, then an unknown, would eventually succeed Steve Jobs as CEO.

    While Inside Apple is ostensibly a deep dive into one, unique company (and its ecosystem of suppliers, investors, employees and competitors), the lessons about Jobs, leadership, product design and marketing are universal. They should appeal to anyone hoping to bring some of that Apple magic to their own company, career, or creative endeavor.

    Lashinsky also interviewed Walter Isaacson last week which turned into an interesting conversation. The two authors, who were both deep diving into Apple, shared notes —so to speak. One subject we are looking forward to learning more about is Apple University. Lashinsky originally laid it out like this:

    For years Steve Jobs was uninterested in the human resources department at Apple. Then, three years ago, just before his second medical leave, he hired Joel Podolny, dean of the Yale School of Management, to head something called Apple University. Podolny had been a widely quoted management guru. Yet when he joined Apple, typically, he vanished from sight. No one even seemed to notice when he was named vice president of human resources a couple of years later.

    It turns out that Podolny has been busy working on a project that speaks directly to the delicate topic of life at Apple after Jobs. At Jobs’ instruction, Podolny hired a team of business professors, including the renowned Harvard veteran and Andy Grove biographer Richard Tedlow. This band of eggheads is writing a series of internal case studies about significant decisions in Apple’s recent history. It’s exactly the sort of thing the major business schools do, except Apple’s case studies are for an Apple-only audience. Top executives, including Tim Cook and Ron Johnson, teach the cases, which have covered subjects including the decision to consolidate iPhone manufacturing around a single factory in China and the establishment of Apple’s stores. The goal is to expose the next layer of management to the executive team’s thought process.

    We are looking into getting a sneak peak and will update when we have more information.

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