INSIGHTS Podcast Series — #19: Narayan, Power2SME on Building a B2B marketplace for India

We continue with our discussion on building for India in the #INSIGHTSpodcast series and in this episode, we focus on selling to manufacturing SMEs. To talk about this important topic, we have Narayan, Co-founder of Power2SME, a “buying club” for SMEs. Narayan is a serial entrepreneur and before starting Power2SME, he was the founder & CEO of Denave, India’s largest technology powered sales enabling services company. Previously he held various leadership positions in companies like Oracle and Microsoft.

On this podcast, we discuss the need for a “buying club” for the Indian SMEs, the role of credit in the economy, the life of a few and inescapable market effects:

Identifying a value proposition that can scale
– Solving the right problems — choosing a problem which is a real pain point for customers
– Importance of aligning with the interests of all players in the ecosystem

Building out the marketplace
– Building out a marketplace for large sellers and small buyers
– How is the market structured, and the quality of supply in India
Onboarding small unorganized players onto an organized marketplace
– Turning Skeptics to believers — getting your first large seller to take you seriously

Working capital for SMEs
Challenges with getting credit for SMEs and the challenges for banks to — underwrite and service SMEs
– Why is working capital a big issue for SMEs? Potential for innovation
– Taking on risk with NBFCs to enable credit for SMEs
– The ILFS, liquidity crunch and how the credit system operates

Lessons learnt from running a startup
– The ups and downs of running a startup — dealing with market effects
– Effects of policy and regulation on business and SME
– Diversification of portfolio of customers and lenders
– Advice for startup founders — the importance of building a strong leadership and mentorship network

Accel shares such interesting entrepreneurial stories, with informative nuggets to run and scale your startup. Follow the links below and subscribe to our #Accel #INSIGHTSPodcast Series using the following links: iTunes, Twitter@Accel_India, Google Music: (US & Canada Only)and the RSS feed

INSIGHTS Podcast Series — #18: Rahul Garg on building Moglix — a B2B Marketplace for MRO

We continue with our discussion on building for India in the #INSIGHTSpodcast Series and in this episode, focus on building an eCommerce company for Industrial India. To talk about this important topic, We have Rahul, Co-founder of Moglix, a B2B marketplace for MRO (Maintenance, Repair, and Operating Supplies). Before starting Moglix, He has held various leadership positions at Google in Asia Pacific and is a graduate of ISB and IIT Kanpur.

On this podcast, we discuss building a B2B marketplace for the Indian Industry:

  • Choosing the problem — How do you think about the problem to go after? How do you evaluate B2B market opportunities?
  • Importance of market size and, conversely in especially large markets figuring out what is the value proposition and the market-segment you can address with this value proposition
  • The chicken and egg problem — what comes first in a marketplace — solving for what comes first on your platform — identifying the size of buyers and sellers and determining the build-out of your marketplace
  • Contrasting between B2B and B2C — buying behavior and differences in customers
  • The difference in the decision-making process of B2B and B2C customers and ticket size changes and the way the product must be built out
  • Cash flow — B2B runs on credit while a B2C is on cash being paid upfront; rethink cash cycles for your business
  • Winning in the space — How Moglix is building a well-loved and resilient business
  • Building a tech-first marketplace to handle scale in the future
  • Surviving the initial few years and emerging as a leader in the space
  • Hiring the right talent for the team, and hiring for B2B
  • B2B businesses are not glamorous — finding the right talent means finding people with a passion for the business and the problem you are trying to solve
  • Hire a diverse group of people who bring complementary skill sets to your team — juggle responsibilities till you find the right hire for the role

In the next few podcasts, we will dive deeper into startups in the Indian Business Sector. If there is any feedback on this podcast or questions for the next set of episodes, please do share as a comment below or tweet us at @Accel_India

Accel shares such interesting entrepreneurial stories, with informative nuggets to run and scale your startup. Follow the links below and subscribe to our #Accel #INSIGHTSPodcast Series using the following links: iTunes, Twitter@Accel_India, Google Music: (US & Canada Only)and the RSS feed

INSIGHTS Podcast Series — #17: Prayank Swaroop on exciting startup opportunities in the Indian…

We continue with the #INSIGHTSpodcast Series and in this episode, we focus on tackling the Indian market, why selling to Indian businesses is an exciting untapped opportunity and how one can build for India. To talk about this important topic, we have Prayank, a Principal at Accel who invests in B2B, Consumer Brands and Fintech. He has invested in multiple startups solving problems specifically for Indian Businesses across sectors.

On this podcast, we discuss building for the Indian Business and how to go about building it out:

  • Indian Business Sector — Why it is an exciting space to build technology enabled startups
  • Picking a sector — What to look for and things to be wary about while picking a sector
  • Handling capital in a B2B business — payment cycles, working capital and managing your finances
  • Dynamics of a marketplace — Building supply, demand and building robust marketplaces

In the next few podcasts, we will dive deeper into startups in the Indian Business Sector. If there is any feedback on this podcast or questions for the next set of episodes, please do share as a comment below or tweet us at @Accel_India

Accel shares such interesting entrepreneurial stories, with informative nuggets to run and scale your startup. Follow the links below and subscribe to our #Accel #INSIGHTSPodcast Series using the following links: iTunes, Twitter@Accel_India, Google Music: (US & Canada Only)and the RSS feed

INSIGHTS Podcast Series — #6: Market Opportunities — The TaxiForSure Case Study

Every entrepreneur has gone through the dilemma of quitting a well paying, full-time job and starting up. It is not as easy as it sounds and requires much thought before taking the plunge. In this episode we chat with Raghu, co-founder of TaxiForSure on his journey with TaxiForSure and particularly the early days and how they went about evaluating the market opportunity

Is The Opportunity Real?

Raghunandan G (Raghu), founder and former CEO of TaxiForSure (TFS) was struck with the idea of starting a local car rental service. It was all about solving the issue of booking cabs for the masses in India.

Recalling these early days, Raghu says, “When me and Aprameya (his co-founder) came together, we were both working in our respective companies. We were getting paid well, and I used to be a consultant and Aprameya used to handle business development. We got the idea in 2010, but we didn’t quit our jobs and were still having second thoughts about why no one else had implemented this idea.”

The problem was quite evident in front of the founders: the difficulty of booking a cab. However, they wanted to be entirely sure about addressing the right issue.

“Before we moved ahead with the plan, we decided to do a survey. We went around asking people on how they were finding cabs, was it easy for them, were they happy with it. We asked people who were frequent flyers, people near shopping malls, and other people who were regularly commuting. We garnered around 2000+ responses and from the feedback, we got to know that 92% of the people were not happy with the existing cab solutions and that is when we realised that it was a good problem to solve,” adds Raghu.

However, it was still a long road before they could implement the solution. They got in touch with people who had given them feedback and presented them the solution – only as a PowerPoint presentation – and they loved it. They did this to build their conviction, and once they had that, they quit their jobs and started giving life to the plan.

When Opportunity Knocks…

Being an entrepreneur means being open to opportunities, but one also has to be sure that the opportunity exists in the market. For Raghu, it was about being convinced enough to jump into the market because the opportunity cost was significantly high. “This is why we did that survey and later presented people with the solution. Then we looked at Justdial for the number of cab aggregators and made calls to figure out how many people would respond. In a city like Bangalore, there were 1,200 taxi operators, on an average each one of them had 10 cabs, and they used to do maximum 2 or 3 rides a day. The cab guys were unhappy because they were not getting enough pay, the customers were unhappy because they were not getting cabs. The market structure was in such a shape that none of the parties were happy.”

However, that was not the only problem. The cabs were never present where the customers needed them, and no customers when the cabs were free. The customers’ dependency on the operators to get in touch with the cabs was posing a problem. As a result, the operators would mostly be busy, and the customers would have to wait for a long time till they would be able to get through to talk to the operators. Raghu observed this scenario in the market and realised the opportunity.

When they started in 2010, many other services like Uber, Hailo, MyTaxi etc., were also starting up around the same time, across the world. However, the concept was relatively new in India. Raghu saw this as an opportunity, and he thought that being a cab aggregator would be a unique edge for their business model.

Is it a Large Opportunity?

Raghu and team looked at both supply and demand side and understood the size of the opportunity. They were able to size the number of cabs available (supply) by looking at data such as number of taxi operators and commercially licensed cabs in Bangalore and then across the country.

On the Demand side, based on their surveys and also looking at data such as number of travellers to/from airports (since cabs to airports is a key market segment), they were able to estimate the size of the demand.

“We picked up the taxi operator services in Justdial and figured out what is the average number of cabs that they have, how many were shared, how many were registered with RTO? Then we looked at the supply and the money they were making and estimated how much they could make. We also looked at the flight frequency and the demand of cabs towards the airport. After all that was done, we decided to measure and figure out if we could solve this mismatch and realised that we could.” adds Raghu.

Based on their estimates, it was a large enough market opportunity across the country and all they had to do was to build the technology enabled marketplace to connect the demand and supply purely through aggregation without having to own any cabs.

Relevance of the Business Model

Picking the right business model that can scale is very key. TFS once they concluded they wanted to be an aggregator of cabs could have gone with either working directly with the cab drivers or with taxi fleet operators. They picked working with operators as their model for a few reasons:

  • Taxi fleet operators had majority of market share not only in Tier I but also Tier II cities compared to individual taxi driver/owners.
  • These Taxi operators had anywhere from a few cars to tens of cars and there were about 1200+ operators in Bangalore alone
  • And as operators make more money (with better matching of supply and demand by TaxiForSure) they were able to buy more cabs to deploy into the system
  • And TFS did not have to worry about security and maintenance of the cab or professionalism of the drivers since the operators were able to handle this

The operator led business model led TFS to focus on its core technology and building the marketplace and more on the demand side since the operator model was able to bring enough supply of cabs into their system.

Market is the Best Teacher

Raghu is also a firm believer that the market is the best teacher for startups. The sooner you learn, the sooner you will scale. “The market teaches everybody, if you are a great team then you will learn a bit sooner, if you are a good team you will learn it and if you are a bad team then you will be the one who learned last.”

He believes that their openness towards the teachings of the market helped TaxiForSure in disrupting it. Once you have an insight, it is essential to experiment with the solutions. The rest can be learned from the market.

“Entrepreneurs, if you are agile, you are smart, and you really don’t have to figure out the solution. You have to figure out the problem, start with a solution and the market will teach you the rest,” adds Raghu about how to take a lesson or two from the market.

Competition: There is no fun in flying solo

While it is the best thing for any entrepreneur to have a competitive advantage in the market, it’s no fun being the one and only company in a space. Entrepreneurs should realise that competition is always healthy and it helps you grow, learn and innovate.

Raghu describes competition as the “best thing to ever happen.” He credited competition for the growth of TaxiForSure and felt that the competition in the market led to the increased usage in taxis. “Competition is the biggest thing that has really happened, if not for that we would not have grown the way we did. We were extremely agile because of the competition,” he adds.

Some Advice For Entrepreneurs

As a entrepreneur, who exited his business successfully and now an active angel investor, Raghu has a few tips for first time founders:

  • Be Close to the Market: Talk to as many people as possible in the market (actual supply, demand, etc.) to really understand the market
  • Don’t hire from the industry: Especially if you are trying to disrupt an industry using technology, avoid hiring from the industry (since they might be stuck to the ideas of the incumbent)
  • Focus is key: Focus on one core problem at the seed stage. During Series A stage, focus on scaling to multiple markets. Only post Series B, when you have established yourself as a brand in the core space, do you look for adjacencies.
  • Let it Go: As entrepreneurs, one of the most important things is the hard and tough call of letting go of certain people. However, these are the calls they have to take, primarily if it is affecting the business. Another aspect of letting go, is letting go of certain responsibilities to more capable people who you can hire in — the specialists. He added, “You have to become the jockey, not the horse.”
  • Ability to say no: Learning to say no as an entrepreneur is very key — to employees, to investors, to the Board — are all critical and figuring out what things to say “No” to is essential for the success of a startup

In conclusion, Raghu had one last advice for entrepreneurs and founders, especially first-timers — focusing on the core. “Focus on your core and hit it out of the park, be very nimble, be very agile.”

Accel shares such interesting entrepreneurial stories, with informative nuggets to run and scale your startup. Follow the links below and subscribe to our #AccelInsights Podcast Series using the following links: iTunes, Twitter @Accel_India, Google Music: (US & Canada Only)and the RSS feed

INSIGHTS Podcast Series — #5: Markets Opportunities — Evaluate Wise & Execute Nice

“Ideas are cheap, execution is everything.’’ – Chris Sacca

Ideas don’t build a company but converting them to something tangible does. The first step towards this is understanding the market potential of your idea. Every startup knows the importance of market research towards making the product/service successful. But the way you evaluate the market is crucial. If an entrepreneur doesn’t know his market in terms of size, demographics, and the customer’s needs, then it will be difficult for his/her venture to sustain long-term. Also, market evaluation is one of the key factors for any venture capitalist to consider the potential of a startup. Not all markets are created equal, and what works in one geography doesn’t necessarily mean it would work in another. Especially when it comes to Indian markets, the dynamics are different in comparison to global markets.

Anand Daniel and Prashanth Prakash during the podcast

Prashanth Prakash is one of the founding partners at Accel India, who has been investing in ventures like BookMyShow, Qwikcilver, RentoMojo, CleverTap, and many others since 2004. In this podcast series, he talks about evaluating markets from an investor as well an entrepreneur’s perspective, especially for the tech sector.

Take Ownership for Heavy Lifting

The first thing an entrepreneur should assess is the role his product or service can play. What is that one thing missing in the market and how well can you solve that problem to thrive in that market?

In the early days of India’s internet boom, Prashanth attributes technology’s role to providing ‘predictable access’. The first phase of India’s tech-led entrepreneurship journey really kicked off post Flipkart, and ever since, tech has provided ‘predictable access’ to services ranging from retail shopping and food to cabs and movie tickets. And while access was the major issue, the predictability aspect is where most entrepreneurs took ownership. Even when the ecosystem wasn’t mature, many entrepreneurs in India took ownership and ensured brilliant execution with great customer experience.

“So, the obsession with great customer experience meant an obsession with solving something that requires heavy lifting,” says Prashanth.

Meet the Unmet Need

When considering markets with no predictable access, it is also crucial to check for the needs that are unmet besides doing the heavy lifting.

Qwikcilver, a technology startup for gift card delivery, did the same. Before the advent of technology in the gift card space, the business operations were cumbersome from both the customer and the retailer’s perspective. Buying a gift card meant one had to get paper vouchers that had limitations in terms of access, usability, pilferage, etc. Qwikcilver helped in the transition of this sector from existing paper vouchers to digital cards.

“What Qwikcilver did was to understand the unmet need in a niche market and convert into a meaningful opportunity. It is important to understand changes in customer behaviour over time. A new generation of customers will have a different role in using that access, or the changing customer experience will drive a whole lot of behavioural changes, and that’s exactly what we have seen in the gift card space,” adds Prashanth.

Today Qwikcilver owns almost 90% of market share in this sector.

Tame the TAM, Regionally

Every entrepreneur realises the value of TAM (Total Addressable Market) and why is it important to figure it out for business revenues. While understanding the TAM, an entrepreneur also needs to understand the nitty-gritty about the regional demographics. Not every market is the same, especially when it comes down to the Indian market, things work differently in comparison to the global market.

“India is not homogenous or singular when compared to other countries. While the Internet consumer base has grown drastically, the demographic is not homogenous from a disposable income and per capita spent on the disposable income,” says Prashanth.

“While addressing the TAM as early entrepreneurs, you have to make those leaps of faith regarding tapping latent demand and not always addressing a fully visible demand. When you are doing that, be clear about the underlying monetary behaviour of your audience, and don’t expect too much shift in that behaviour.”

Here are few points he suggests:

● Offer nuanced services

● Understand the buying power of the millennials

● Make early adopters your brand ambassadors by offering great product or service

● Have a broader view of the market to make the TAM meaningful

● Be tactical while choosing areas that are slightly low hanging and monetizable

● Have a vision for the space and the adjacencies to take advantage of

BookMyShow, an entertainment ticketing website, is a fitting example of a team that identified the adjacencies and expanded their TAM accordingly. BookMyShow, while predominantly in the movie ticketing business, realised that the entertainment quotient in India goes beyond movies, and so they immediately started looking at the adjacencies as well. India has a huge cricket fan base, and as soon as franchises like IPL opened up, they grabbed the opportunity and immediately rode on that. Similarly, they started providing services for events & plays.

“There’s no way we could have thought that a company, which is in the movie ticketing space, will become a dominant service for entertainment across a broad spectrum of categories. I think that’s where your belief in the ability of the entrepreneur to actually have the vision for the space and those adjacencies that could be leveraged starts becoming important. In this case, Ashish Hemrajani, founder of BookMyShow, was able to find a reasonably sized market (of movie tickets) and build traction,” adds Prashanth.

Also, sometimes it can be really hard to measure the market at the early stages accurately. For companies like Qwikcilver or Swiggy, TAM turned out to be much larger than what they had expected. According to Prashanth, it is always a good thing to have a pulse to understand the triggers of the market. Even if the business model isn’t clear at the start, one needs to identify the underlying revenue stream. If you take Facebook’s example, even in early days, people in the US were aware what ad monetisation could do over time. Google, as well as other proxies, were already there and the size of the ad market itself, irrespective of whether it was online or offline, was very large.

Understanding the B2B Space

While the B2C segment features effective use case scenarios about how technology plays a role in getting access predictability, when it comes to B2B, things are different. Selling B2B tech solutions is a bit of a task.

So, what’s the difference while approaching B2C vs. B2B?

The approach of taking ownership and solving problems remains consistent across both. The predictability in B2C is more about taking ownership of the problem and finding a solution. In B2B, however, one needs to provide a platform as a whole that brings a change not just within the organisation but extends beyond it, to the relevant stakeholders involved.

Take the example of the education sector, in which technology platforms like Vedantu help in bringing educators, students, and parents together in a more meaningful fashion. They take ownership of providing good grades for the students, which matters the most to the parents.

What the Future Beholds?

Entrepreneurship in India has come a long way. The early starters faced hurdles regarding the ecosystem elements such as technology tools and size of audience who were ready to accept the services. Today, things have changed with many opportunities.

“The interesting and exciting thing about the consumer space is that everything is a white space when it comes to a new generation (the millennials). Everything gets reinvented, the products and services, and brands. In the next 10 years, you will have a whole new generation, where products, services, and brands are up for the challenge, up for reinvention and disruption,” says Prashanth.

He further adds that the consumption behaviour is moving at a rapid pace and the large CPG companies (Consumer Goods) are going out of sync with new generational trends and consumer behaviour patterns. This is creating huge opportunities for entrepreneurs in India. In 5–10 years, entrepreneurs will take the homegrown brands to a global marketplace.

“I am really excited for India going from a brand deficit country (as I would like to call it) to a high momentum brand creation country and that over the course of time, a lot of brands will emerge not only for India but the global market,” he concludes.

Accel shares such interesting entrepreneurial stories, with informative nuggets to run and scale your startup. Follow the links below and subscribe to our #AccelInsights Podcast Series using the following links: iTunes, Twitter @Accel_India, Google Music: (US & Canada Only)and the RSS feed

Rise of the Indian marketplaces, and what the future holds


Increased connectivity and the spread of smartphones over the past decade have completely transformed Indian commerce. As more and more Indians get access to online services, they become accustomed to buying online – from books and tickets to smartphones, TVs, electronics and increasingly grocery and daily goods.

Over time, the dominant business model of e-commerce players has settled on the marketplace model. While inventory driven e-commerce may often grapple with issues of warehousing or product sourcing, marketplaces have on balance less initial constraints to deal with. More than a dozen startups of the annual Unicorn list published this year by WSJ, had business models that would align themselves to marketplaces. The distinct nature of marketplaces is such that there are push-and-pull factors between buyers and sellers that lead to virtuous cycles – the buyers and sellers on the platform keep providing value to each other thereby bringing scale to the venture.

Before understanding the distinct nature of marketplace, it may be helpful to highlight some of the characteristics that markets must exhibit before they can be accessed using marketplace models. After all, not all offline services can be viably brought onto a marketplace platform. However, there are certain characteristics that take well to marketplaces such as:

  1. High frequency use: The service being provided is of high frequency, such as hailing taxis, ordering food or making restaurant reservations. If the purchase cycles are longer, brand recall and user engagement tend to get minimized thereby preventing the marketplace from gaining network effects and scale.
  1. Existing fragmentation of supply and demand: Fragmentation of value chains lead to hidden value that are either not being used or optimized. Further, it also means less friction for a new marketplace player to enter the market. Cumulatively there also appear to be greater advantages that sellers and buyers can receive from each other that they cannot by themselves.
  1. Network effects: Over time, the marketplace ought to be giving you value that is better than the one that you received in the beginning. In short, the more people that use the service, the better it should get at providing it. Network effects of this kind end up creating tremendous value for both buyers and sellers.

Beneath this view of marketplaces, a helpful distinction can further be made between different categories of marketplaces in this regard. In a sense, not all marketplaces are created equal. Indeed, based upon the service, marketplaces can be divided and sorted into three main categories: basic listings, curated marketplaces, and managed marketplaces. Some characteristics of these are listed below.

Basic listing: These are the plain vanilla listing platforms that basically allow anyone to sell products that they own. A prominent example of this model in the beginning was Ebay and Craigslist. Such platforms have no tabs on the pricing of goods placed on the company as well as they do not dictate the precise user experience (UX) for each good. Expectedly, the service level that a buyer would gain from each listing also varies.

Curated marketplaces: The key difference between this and the basic listings model is the added input that the marketplaces themselves provide to make sure the user experience is a somewhat standardized one. In such a model, there is a filter imposed to vet services/goods providers. In addition, there are mechanisms in place that manage the curation experience through ratings and so on. A large chunk of the marketplaces that have gained scale and have entered the billion+ valuations such as AirBnB, Etsy and Groupon can be bracketed under this rubric.

Managed marketplaces: The last category is that in which services are still provided by a third party. However, the environment, pricing as well as service experience and customer support are all guaranteed by the marketplace itself. TaxiforSure and Ola are perfect examples of how an effective marketplace can develop with buyers and sellers operating under a standardized user experience that in turn is coupled with an assurance provided by the marketplace regarding certain basic quality parameters.

Accel and marketplaces

At Accel, we have worked with many terrific entrepreneurs and helped them in building businesses that have had well executed marketplaces at the core. Globally, we have led the charge in helping build marketplaces that have redefined categories. In the US, Accel has been involved with marketplaces such as 99designs (design services), Etsy (handmade products), Groupon (daily deals) and Trulia (connecting home buyers, renters and sellers). Furthermore, in Europe, Accel has led efforts in startups such as (Russian classifieds), BlaBlaCar (ride sharing service), Deliveroo (food delivery) and Wallapop (a P2P second hand goods marketplace).

In India, our partnerships with entrepreneurs in the marketplace category have ranged from hugely successful e-commerce players such as Flipkart & Myntra to movie/event ticketing platform BookMyShow and taxi hailing service TaxiForSure and Ola. More recently, we have also backed innovative new companies across industries such as Capricoast (home furniture solutions), Coverfox (buying insurance online), Medigo (arranging medical tourism), Portea (healthcare at home), PropTiger (real estate transaction facilitator), Swiggy (food ordering and delivery), Vedantu (online tutoring for K12 students), UrbanClap (all your local services) and ZopNow (grocery ordering). All these startups connect service providers across various sectors while ensuring certain standardized quality that the Indian consumer now expects and demands.


In addition, marketplaces also have tremendous value in streamlining and improving the efficiency of business-to-business transactions. Power2SME is an example of a marketplace that functions in the B2B space. Through Power2SME, Small to Medium Enterprises (SMEs) get connected to suppliers of essential commodities and supplies that allows them to gain savings and ultimately scale their business more efficiently. Similarly, we have three other businesses in the B2B category that are still early in their evolution.

The future of marketplaces

The broader ecosystem of connectivity that has led to the emergence of the new Internet economy also has other components ranging from the tremendous smartphone penetration to social media engagement among India’s younger demographics.

There is, therefore, a huge opportunity to remake the first generation of Internet marketplaces (across industries) and make them more responsive to the needs of the young Indian mobile consumer. In particular, the demands of the smartphones would place greater emphasis on the User Interface (UI) and User Experience (UX) of the product so that it meets the experiential demands of the discerning Indian consumer. The emphasis that mobile products place has shifted from being transactional — getting the best value for a particular good to being experiential – enjoy using the medium that allows me to get a particular service. In the current scenario, the feel and user friendliness of the medium of availing the service is almost as important as the service itself.

Through YourStory’s ‘The Marketplace’ campaign, we hope to engage with a whole new set of startups that are using innovative marketplace models to disrupt traditional and first-generation Internet businesses in India and to touch millions of Indian consumers and businesses in the years to come.

If you are building one, then apply now! –

Note: YourStory published this blog here.

image credit – shutterstock

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