It was an explosive valuation underpinned by a massive expansion in the labour force itself. There are currently 50 million global creators, a population that exceeds the number of people working in many traditional industrial sectors. The workforce is growing at a compound annual growth rate of 10 to 20%, ensuring a steady supply of new talent and content inventory for platforms to monetise. Yet, despite the scale, the industry remains top-heavy. Research indicates that only about 4% of these 50 million creators are deemed professionals, defined as those earning more than $100,000 annually. The remaining 96% constitute a vast long tail of amateurs and aspiring professionals who are fighting for visibility in an increasingly saturated attention economy.

The economic engine of the creator economy is fuelled primarily by brand partnerships. Despite the hype surrounding direct-to-fan monetisation models, roughly 70% of creator revenue is still derived from brand deals. It statistically highlights a critical dependency (creators rely heavily on corporate marketing budgets) and explains why brands are paying such close attention. Brands are no longer viewing creator marketing as an experimental line item. They are a core component of their digital strategy. As digital media consumption rises, the efficacy of traditional interruptive advertising declines, forcing capital into environments where engagement is organic and trust is already established.

However, the integration of creators into the corporate machine requires sophisticated tooling, and the intersection of the creator economy and Customer Relationship Management (CRM) becomes vital. As Salesforce notes, a marketing CRM is now essential for managing the potentially overwhelming process of creator campaigns. Brands are moving away from ad-hoc spreadsheets to enterprise-grade systems that track engagement, attribute website visits to specific creator posts, and calculate the lifetime value of customers acquired through these channels. By treating every creator as a mini-campaign, brands can use CRM data to log interest, nurture leads, and optimise content strategies based on hard performance metrics rather than vanity metrics like likes or views.

The death of social graph

To understand the volatility and opportunity within such an economy, one must recognise the fundamental shift in how content is distributed. The industry has moved from the social graph to the interest graph, a transition that has redefined the mechanics of digital fame. In the era of the social graph (dominated by early Facebook and Instagram), content distribution was determined by connections. Users saw content because they followed a creator or were friends with them. Discovery was limited by the size of one’s network, favouring established celebrities and those who accumulated large follower counts early on.

Today, platforms like TikTok, YouTube Shorts, and Instagram Reels utilise the interest graph. The model serves content based on user behaviour and predicted interest regardless of social connections. The algorithm analyses dwell time completion rates and interaction signals to build a dynamic profile of what the user wants to see. It then surfaces content from anyone (even a creator with zero followers) that matches those interests. The shift has democratised virality, allowing a creator to reach millions overnight without spending years building a follower base. However, it has also introduced extreme volatility. A creator can have one video reach 10 million views and the next reach 10,000 because the concept of a follower is becoming less relevant. The algorithm does not guarantee that followers will see a creator’s posts. Meaning reach must be earned with every single piece of content.

The “meritocratic” pressure creates a relentless psychological grind for creators. The need to constantly feed the algorithm has precipitated a severe mental health crisis within the industry. Recent studies reveal that 62% of creators experience burnout and 52% suffer from anxiety. Most alarmingly, 10% of creators report having suicidal thoughts related to their work, a rate nearly double the national average for US adults. It’s a crisis exacerbated by financial instability, as 69% of creators report feeling financially insecure despite their public success.

The psychological toll is compounded by the nature of the relationship between creator and audience and is known as a parasocial relationship, a one-sided bond where a viewer feels a sense of intimacy and friendship with a media figure. Unlike traditional celebrities who are admired from afar, creators are relatable figures who film in their bedrooms and share their personal failures. Here, a pseudo-friendship is created that drives high conversion rates for brands because recommendations feel like advice from a trusted friend.

However, maintaining such a relationship requires constant identity work. Creators must balance authenticity with curation, presenting a filtered self that attracts followers while periodically revealing their “no filter” self to maintain relatability. The circular loop of performance is exhausting because the creator can never truly be “off” when their personality is the product.

In response to saturation and the pressure to sell a new trend, a new trend known as “de-influencing” has emerged, which involves creators telling their followers what not to buy. Far from being a rejection of the creator economy, de-influencing represents its maturation. It addresses audience fatigue and growing scepticism toward constant product promotion. By being honest about bad products, creators prove they are not mere shills, which paradoxically increases their influence and trustworthiness when they do recommend a product in the future.

The new rules of monetisation

Given the fragility of algorithmic reach and the mental toll of the content grind, savvy creators are aggressively diversifying their revenue streams. The industry is moving beyond simple brand endorsements toward a more robust set of business models. Four primary pillars of monetisation are reshaping the landscape. They are donation, transaction, subscription, and membership.

The donation model functions as a digital tip jar relying on the altruism of the audience. Platforms like “Buy Me A Coffee” allow fans to make small one-off payments. While easy to set up, the model is highly unpredictable and often carries a stigma of begging, making it difficult to scale into a six-figure business. The Transactional model (selling a specific digital asset like an online course or eBook) allows creators to capture the full value of their IP immediately. These are launch-based business models, meaning revenue comes in spikes and requires constant marketing effort to find new customers.

The subscription model (popularised by Patreon) offers the holy grail of recurring revenue. By gating content behind a monthly fee, creators can generate a predictable income. However, one needs a large, loyal existing audience and a consistent content output to prevent churn. The most evolved form is the membership model, which combines subscription with community. Here, the value proposition shifts from access to content to access to peers. A model that boasts the highest retention rates because members stay for the community even if they consume less content.

A critical tool in this diversification strategy is the evolution of the “Link-in-Bio.” What started as a workaround for Instagram’s restriction on outbound links has morphed into the creator’s primary storefront. In 2025, tools like Hopp and PUSH.fm function as mini-websites that integrate branding, e-commerce, and lead capture. A creator might go viral on TikTok (the discovery engine) but will immediately funnel that traffic to their Link-in-Bio (the monetisation engine) to capture email addresses or sell merchandise. The defining playbook of the professional creator is simple. The rent reaches social platforms while owning the audience via email and direct sales.

Furthermore, the demographics of monetisation are shifting. Gen Z creators are approaching the industry with a different mindset than their Millennial predecessors. Data shows that 85% of Gen Z creators rely on native in-platform payouts, signalling a high trust in the platforms themselves, while Millennials are more likely to build diversified ecosystems off-platform. Gen Z values speed and transparency, rejecting “gatekeeping” and preferring “plug-and-play” tools that allow them to monetise from day one.

We are also witnessing the integration of Web3 technologies as a layer of ownership. While the speculative mania has faded, the utility of blockchain remains relevant for creators seeking true independence. Non-Fungible Tokens (NFTs) and smart contracts allow creators to enforce royalties on secondary sales, ensuring they participate in the value appreciation of their work. By 2025, the global NFT market is valued at roughly $49 billion, with gaming and utility tokens driving the majority of transaction volume. Token-gating allows creators to build portable communities, where the membership list lives on the blockchain rather than on a centralised server, giving them protection against de-platforming.

AI, regulation, and the C-suite

As the creator economy professionalises, it is becoming increasingly intertwined with corporate power structures and advanced technology. The most significant disruptor is artificial intelligence. In 2025, nearly 91% of creators utilise AI in their workflow. We have entered the era of the “Content Centaur,” where human creativity is augmented by AI tools to script videos, generate thumbnail art, and even clone voices for dubbing. Efficiency is the name of the game, and it allows a single creator to output the volume of content that previously required a production team.

Beyond content creation, AI is automating the business side of influence. “AI Agents” are now capable of negotiating brand deals, managing calendars, and tracking invoices. Platforms are deploying autonomous agents that can scan brand databases, send personalised outreach emails, and negotiate preliminary contract terms without human intervention. For brands, it reduces the administrative burden of influencer marketing, which has historically been a high-friction channel involving endless email back-and-forth.

The rise of synthetic media and “Virtual Influencers” challenges the very definition of a creator. CGI or AI-generated personas like Lu do Magalu (Brazil) and Lil Miquela (USA) have amassed millions of followers and secured blue-chip brand partnerships. Lu do Magalu is the most followed virtual influencer in the world with over 46 million followers, acting as a virtual employee who never sleeps, never ages and never generates a scandal. The virtual influencer market is projected to reach $8.5 billion by 2030, offering brands total control over their messaging.

However, the corporate and technological convergence has drawn the eye of regulators. The Federal Trade Commission (FTC) has aggressively updated its guidelines to govern this decentralised workforce. The days of ambiguous disclosures are over. New guidelines mandate that disclosures must be “clear and conspicuous” and “unavoidable” to the average consumer. Crucially, these regulations explicitly cover AI. If a brand uses a virtual influencer or an AI voice, it must be disclosed to avoid deceiving consumers. The FTC now holds brands and agencies liable for the compliance of their influencers, forcing companies to implement strict monitoring tools to avoid fines that can reach over $50,000 per violation.

The rapid professionalisation is reflected in the corporate hierarchy itself. We are seeing the emergence of the “Chief Creator Officer” (CCO), a C-suite executive dedicated to shaping an organisation’s creative vision and managing relationships with the creator economy.

Companies like WPP Media in Australia have already appointed CCOs to bridge the gap between traditional marketing and the creator ecosystem. It’s a role that acknowledges that creativity is no longer just a marketing tactic. Without a doubt, it’s a core business driver. Furthermore, universities are beginning to offer formal education, with institutions like Syracuse University launching dedicated centres for the creator economy to train the next generation of digital entrepreneurs.

Profiting from epidemic of isolation

Loneliness is no longer merely a public health crisis. In 2025, it has evolved into a sophisticated asset class. As social disconnection reaches epidemic levels globally, the technology sector has pivoted to monetise isolation with ruthless efficiency. Data reveals that one in four adults globally now report feeling chronically lonely, with the figures spiking to 73% among Gen Z. What was once viewed as a societal failure is now being treated as a total addressable market projected to reach a valuation of $140 billion by 2030.

The economic shift is driven by the rise of artificial intelligence companions, which offer a simulation of intimacy that is available on demand and immune to rejection. The explosive growth of the new sector is undeniable. Companion apps have recorded an 88% year-over-year growth rate with over 220 million downloads globally. The demand is so potent that even industry giants like OpenAI have adjusted their safety guidelines. The company recently updated its policies to allow for “erotica for verified adults,” acknowledging the historical truth that intimacy (simulated or otherwise) is one of the few things consumers will reliably pay for online.

The business model behind this phenomenon is akin to a mobile game where emotional connection is gated behind microtransactions. Users can download a basic “girlfriend” or “boyfriend” bot for free, but must pay for the relationship to deepen. Features like image generation or the ability for the AI to “remember” previous conversations often require the purchase of tokens or premium subscriptions. It’s a “pay-to-remember” mechanic that monetises the user’s desire for continuity and care, turning emotional validation into a recurring revenue stream. The economics are starkly consolidated, with the top 10% of companion apps capturing 89% of the sector’s revenue, indicating that the winners are those who can most effectively simulate a parasocial bond.

And by no means is it a trend limited to Western markets. In China, the “loneliness economy” is fuelled by a demographic shift in which the single population has exceeded 240 million people. Tech firms like Luobo Intelligence have launched “emotional robots” such as the Fuzai (or Fuzozo), which are marketed as “portable emotional companionship” for both single adults and the elderly. These devices bridge the gap between a pet and a chatbot, providing physical presence combined with algorithmic responsiveness.

The psychological implications of such an economy are profound. Platforms are manufacturing intimacy at scale using “micro-gestures” and first-person language to trigger the brain’s social reward systems. The signal to move away from generic broadcasting to millions and prioritise one-on-one relationship simulations has already been received by thousands of creators worldwide. However, the financial extraction is explicit. As companies refine these tools, they are proving that in a world of increasing isolation, the most valuable product is not content but companionship itself. By 2030, the sector will likely rival the traditional gaming industry in size, entirely built on the monetisation of the human need to be heard.

The age of ownership

The trajectory of the creator economy toward a half-trillion-dollar valuation by 2027 is a testament to a fundamental reorganisation of global commerce. We are witnessing the industrialisation of influence where the lines between personal identity and corporate entity are irrevocably blurred. What started as a quest for likes has evolved into a battle for ownership (ownership of audience, ownership of data, and ownership of revenue).

For brands, the message is clear. The creator economy is not a trend to be dabbled in but a market condition to be mastered. The shift from the social graph to the interest graph means that resting on the laurels of established followers is no longer a viable strategy. Relevance must be earned daily. For creators, the challenge is to transition from being renters of algorithmic reach to owners of sustainable businesses utilising tools like newsletters, membership sites, and smart contracts to insulate themselves from platform volatility.

As we look toward 2027, the winners will not necessarily be those with the loudest voices, but those with the most resilient infrastructure. Whether it is a solo creator using AI agents to manage a global merchandise empire or a multinational corporation appointing a Chief Creator Officer to navigate the nuances of parasocial trust, the future belongs to those who understand that in the digital age, influence is the most valuable currency of all.

The shift isn’t just about creators making money online. It shows how broken the old systems are. Platforms promise freedom, but they still hold the power. Algorithms decide who eats and who burns out. Brands talk about authenticity, yet most creator income still depends on selling trust to advertisers. That tension won’t disappear.

The smart move forward is ownership. Creators who don’t own their audience will keep riding a rollercoaster they don’t control. Brands that don’t respect creators as long-term partners will keep wasting money on short wins. Artificial intelligence will speed everything up, but it won’t fix the core problem: people are tired, lonely, and easy to monetise.

The creator economy has grown up, but it’s not healthy yet. The next phase won’t reward hype. It will reward creators and companies who build stable income and honest relationships.

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For over a decade, the model has carved out its own niche. From streaming giants like Netflix, Amazon Prime Video, Disney+, Hulu, and HBO Max (now Max) to SaaS (software-as-a-service) startups and direct-to-consumer services, recurring revenue has become a winning formula for businesses.

Very few business models that benefit both parties, such as the subscription model, have emerged so far. For customers, all they need to do is pay a set fee at regular intervals to gain ongoing access to the product or service, which is tailored by industry and offering, ranging from physical goods and digital content to software and services.

For service providers, the subscription model provides a consistent revenue stream that can thrive during prosperous economic times. Additionally, it enhances customer retention by offering more tailored services.

However, the trend points out that subscription fatigue is setting in. The term refers to consumers’ growing reluctance to engage with an ever-expanding roster of recurring payments, and this is fast becoming a concern for business leaders and investors.

With consumers re-evaluating their digital wallets and churn rates rising, it is time to ask: Has the subscription economy peaked, or is this merely a necessary recalibration in a maturing market?

Saturation fatigue kicking in?

A phenomenon called “subscription fatigue” occurs when consumers feel overwhelmed and frustrated by the increasing number of subscription services and products available. While this phenomenon is particularly prevalent in the media and entertainment industry, it has now spread to other sectors like FMCG (fast-moving consumer goods) and software.

The proliferation of subscription offerings can burden consumers with multiple monthly fees and the complexity of managing numerous accounts. Also, the variety of subscriptions makes it more challenging to keep track of expenses and fully utilise the services or products. This can lead users to question the value they are getting from their subscriptions, potentially causing disengagement.

The subscription model was celebrated as a sign of forward-thinking business strategy. The model delivered steady income streams, customer loyalty, and higher lifetime value. It transformed product categories, turning everything from software and entertainment to pet food and razors into services.

According to data from Zuora’s Subscription Economy Index, between 2012 and 2022, the subscription economy grew by more than 435%. SaaS companies like Salesforce and Adobe became household names. The craze was so high that even carmakers began experimenting with subscription-based access to vehicle features.

It’s not that the model is crumbling. It’s just that cracks have started appearing as the business model scales. A MarketWatch survey indicates a growing trend of subscription fatigue among consumers. Of the 1,000 surveyed Americans who pay for subscription services, 22% felt they weren’t getting their money’s worth.

When respondents were asked about their current subscriptions and spending habits, MarketWatch found that the median subscriber has four subscriptions and spends about $60 per month ($720 annually). Some reported much higher spending habits, with monthly costs reaching $250 ($3,000 annually) or more for subscription services. One in five (19.9%) even admitted they didn’t know exactly how many subscriptions they were paying for.

What drives the fatigue?

A recent academic paper published in the Proceedings of the Third International Conference on Optimisation Techniques in the Field of Engineering (ICOFE–2024) took a deep dive into the subscription phenomenon. Titled “Statistical Analysis of Subscription Fatigue: A Growing Consumer Phenomenon,” the study investigated the psychological and behavioural triggers behind subscription fatigue.

The report identified three key drivers: lack of perceived value, hidden or unpredictable fees, and loss of control. As more companies adopt subscriptions, the uniqueness of the model has eroded. Many users now feel they are paying regularly for content or services that deliver little incremental benefit. Consumers are increasingly frustrated with tiered pricing, automatic renewals, and freemium models that lead to unexpected charges.

Finally, the inability to seamlessly manage or track multiple subscriptions is contributing to a growing sense of overwhelm, leading to attrition. Combined, these factors are eroding loyalty and trust, two foundational elements of the subscription promise.

In Deloitte’s “2025 Digital Media Trends Survey” of 3,595 American consumers, 41% stated that the content available on streaming video services isn’t worth the price. This marked a 5% increase from 2024, indicating growing frustration with subscription services’ offerings.

In comparison, 22% of respondents in MarketWatch’s subscription fatigue survey felt they weren’t getting their money’s worth. In 2024, 40.3% said they had cancelled a subscription service. The most commonly cancelled service was video streaming (54.5%), followed by music streaming services (22.9%).

“We also asked respondents which subscription service they’d keep if they could only keep one— 45.2% said they’d keep their video streaming account over other subscription services. Specifically, when asked which subscriptions they’d keep, 20.6% said Netflix, 16.2% said Amazon Prime, and 5.7% said Hulu. According to our survey, two primary reasons people cited for cancelling a subscription were cost and quality. The most common reason for cancellation was overall budget cuts, suggesting that subscriptions aren’t the only area where consumers are reducing expenses. However, 50.5% of customers reported resubscribing to services they’d previously cancelled, indicating most cancellations aren’t permanent,” the report noted.

Nearly 55% said they would cancel a subscription if the service dropped in quality, while only 35.5% said they’d cancel if it increased the number of ads. Also, 36.8% of subscribers would cancel if the service’s monthly price increased by $6–$10.

Numbers behind the trend

While full-scale subscriber withdrawal is unlikely, things are clearly entering a more mature, and arguably more volatile, phase. A 2024 report from Antenna, a subscription market analytics firm, revealed that churn rates for video-on-demand services reached an all-time high of 44% in Q4. SaaS businesses are also facing rising customer acquisition costs and declining net revenue retention, a double hit that undermines the long-term profitability of the model.

Consumer surveys tell a similar story. According to the UK’s Department for Business and Trade, which has launched a consultation on measures to crack down on what they call “subscription traps,” nearly 10 million of the 155 million active subscriptions in the country are unwanted, costing consumers £1.6 billion annually.

Deloitte’s 19th annual “Digital Media Trends” report found that consumers are increasingly dissatisfied with the value of paid streaming services. Even though 53% of consumers surveyed say they use streaming video-on-demand services most frequently, nearly half (47%) believe they pay too much for these services, and 41% think the content offered isn’t worth the price (up 5% from 2024). A price hike of $5 would likely prompt 60% of consumers to cancel their favourite service.

However, not all subscription businesses are experiencing the same levels of fatigue. Some have weathered the storm better than others. The difference lies in how well the service aligns with customer value and how flexible the business is in responding to changing expectations.

Services that are genuinely essential to day-to-day living, like high-engagement entertainment platforms like Spotify or Disney+, productivity tools like Microsoft 365 and Dropbox, or health and wellness platforms like Strava, typically have higher retention rates. These businesses have made significant investments in individualised features or content, frequent, obvious product changes, and transparent pricing and cancellation procedures. Most importantly, they make it simple for clients to comprehend what they are purchasing and why it is worthwhile.

Still, many niche services or companies with little product differentiation are struggling. Despite having 45 million subscribers, Apple TV+, for example, reportedly incurs over $1 billion in annual losses. The platform captures less than 1% of the total American streaming viewership, lagging behind competitors like Netflix. High production costs and limited audience engagement have contributed to this subscription model’s financial struggles.

In short, the era of “everything-as-a-subscription”, from digital fitness classes to premium recipe apps, is now being curtailed by consumer pragmatism. Similarly, businesses that rely on passive engagement (the assumption that users will forget to cancel) are seeing this strategy backfire. With fintech tools and banking apps now offering subscription tracking and cancellation features, one can see that the days of accidental renewals are becoming a thing of the past.

End of the road?

The golden era of subscriptions was driven by novelty and investor enthusiasm. But, like all financial trends, the hype curve has eventually levelled off. And now, there is also a need for quality and sustainable economics.

Once fixated on monthly recurring revenue, investors are now paying more attention to unit economics. How much does it really cost to get and keep a subscriber? How much time does it take to get the money back? In the absence of aggressive discounting, is the model still feasible?

Subscription businesses globally are now facing the challenge of evolving. In many cases, that means offering hybrid models that combine one-time purchases with added subscription perks and creating modular pricing tiers that better reflect real usage patterns. Rather than chasing pure subscriber volume, companies are increasingly focusing on metrics like net retention and user engagement. The digital economy is adopting a more resilient approach to long-term success, rather than sticking with a growth-at-all-costs mentality.

The ramifications are substantial for corporate strategists and financial experts. Today’s subscription-based companies must decide if their business model is supported by customer inertia or if it actually reflects actual consumer value. They also need to think about the measures that are in place to guard against churn shocks, especially when the economy is struggling. Making quick changes to pricing and packaging is essential, as is making sure that dashboards and KPIs track retention quality rather than just subscriber count. Additionally, it is time to review valuation models. Stability is still provided by recurring revenue, but the premium investors place on the model might need to be adjusted. Having subscribers is no longer sufficient; you need subscribers who stick around.

While the subscription model has revolutionised many industries, the rise of subscription fatigue signals a shift in consumer behaviour. Businesses must adapt by offering better value, transparency, and flexible pricing to retain loyal customers in an increasingly competitive market.

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“2022 was a tough year, with a bumpy start but a brighter finish,” Netflix said in its fourth-quarter earnings report.

However, Netflix co-founder Reed Hastings resigned as CEO, thus ending his 25-year leadership stint that witnessed the company grow from a rent-by-mail DVD service to an entertainment powerhouse.

Reed Hastings handed over leadership responsibilities to his two long-time associates Chief Operating Officer Greg Peters and Ted Sarandos.

Ted Sarandos, who has been the face of Netflix in Hollywood, will take over as co-CEO.

“It feels like yesterday was our IPO; we were covered in red envelopes. Hopefully, some of you have held the stock for all 21 years,” Reed Hastings said.

Netflix became a publicly traded company in 2002 at an opening price of USD 15 a share. Its shares were up nearly 7% to USD 337.31 in after-market trades after the fourth quarter earnings report came out.

Reed Hastings will now hold the new job of executive chairman, thus following the footsteps of Amazon’s Jeff Bezos and Microsoft’s Bill Gates.

Netflix earned some 7.7 million new subscribers in the last three months of 2022, thus bringing its membership to an all-time high of 230 million people.

Netflix’s line-up of new shows attracted users to a new lower-priced “Basic with Ads” subscription.

Revenue in the October to December period was at USD 7.85 billion, thus following the estimates. Instead of counting the subscribers’ numbers, the video streaming platform will now use its revenue flow to decide the company’s fiscal health.

For 2023, Netflix also aims to cancel the practice of non-subscribed viewers using passwords shared by subscribers to binge-watch their favourite shows.

“We have high confidence in our ability to accelerate revenue throughout the course of the year as we scale ads and we launch paid sharing (of accounts),” said Netflix chief financial officer Spencer Neumann.

Netflix’s strong show comes amid fierce pressure from rivals such as Disney+, which has also introduced an ad-based subscription. However, while Disney, Amazon and other tech giants are getting hammered in the market right now, Netflix has garnered confidence from Wall Street with its share price up almost 50% in the latter half of 2022.

Netflix will also roll out paid sharing in 2023, and it hopes that this will “result in a very different quarterly paid net ads pattern in 2023, with paid net ads likely to be greater in Q2’23 than in Q1’23.”

“While our terms of use limit use of Netflix to a household, we recognize this is a change for members who share their account more broadly. As we roll out paid sharing, members in many countries will also have the option to pay extra if they want to share Netflix with people they don’t live with,” Netflix mentioned in a report, while mentioning that the widespread account sharing causes a dent to Netflix’s business opportunities. The company also expects paid sharing and ads offering will help reaccelerate its revenue growth.

With paid sharing, Netflix subscribers will have the option to share passwords with their loved ones by paying an extra charge, with an “add a home” feature. While a subscriber will pay for each home that he/she buys for his family and friends.

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