Acquiring a Business Kenya: What to Check Before You Sign Anything

Acquiring a business Kenya transactions can create a faster route to customers, revenue, talent, assets and market share than building a new operation from scratch. But buying a competitor is not simply a matter of agreeing on a price and signing a sale agreement. The buyer needs to establish what is actually being acquired, whether the earnings are sustainable, what liabilities may transfer, whether customers will remain, and whether the transaction requires regulatory approval.

For anyone considering acquiring a business Kenya, the most important work often happens before the purchase agreement is signed. Financial due diligence, tax review, legal due diligence, commercial analysis, valuation and competition considerations can materially change the price and structure of the proposed deal.

A competitor may look attractive because it has an established customer base and visible revenue. However, those customers may overlap heavily with your existing customers. Its profits may depend on the owner. Its tax records may contain unresolved issues. Its working capital may be inadequate. Its key employees may leave after the acquisition.

The right approach to acquiring a business Kenya is therefore to test the business before committing to the transaction.

For broader transaction support, see Adamjee Auditors’ M&A advisory services.

Acquiring a Business Kenya: Start With the Strategic Rationale

Before reviewing the target’s accounts, define exactly why you want to acquire the competitor. A transaction should have a measurable strategic rationale, such as gaining customers, entering a new location, adding capacity, acquiring technology or eliminating duplicated costs.

The first step in acquiring a business Kenya is not valuation. It is understanding the strategic reason for the acquisition.

A buyer should be able to explain what the target contributes that cannot be achieved as efficiently through organic growth.

Possible reasons include:

• Access to new customers;
• Entry into a new geographical market;
• Additional branches;
• Manufacturing capacity;
• Distribution networks;
• Skilled employees;
• Technology or intellectual property;
• Supplier relationships;
• Licences or permits;
• Product lines;
• Brand recognition;
• Operational efficiencies; or
• Potential cost synergies.

For example, acquiring a competitor with KSh 80 million annual revenue may look attractive. But if 60% of its customers already purchase from your company, the incremental revenue may be much lower than the target’s reported revenue.

This is why acquiring a business Kenya should begin with a clear acquisition thesis.

Ask:

What will be different after we own this business?

The answer should be measurable.

Acquiring a Business Kenya: Understand Exactly What You Are Buying

Do not assume that buying a company automatically gives you every asset, contract, licence and commercial right associated with the business. Establish whether the proposed transaction is a share acquisition, asset acquisition or acquisition of an identifiable business operation.

An important part of acquiring a business Kenya is identifying the actual transaction perimeter.

There are several possible structures.

Share acquisition

The buyer purchases shares in the target company and obtains control of the company.

The company generally continues to own its assets and remains responsible for its existing obligations, subject to the transaction structure and applicable law.

Asset acquisition

The buyer purchases specified assets or parts of the business.

These may include:

• Equipment;
• Inventory;
• Vehicles;
• Customer contracts;
• Intellectual property;
• Brand assets;
• Website and digital assets;
• Machinery; or
• Specific business divisions.

Business or division acquisition

A buyer may acquire a business operation capable of operating independently without necessarily purchasing the entire legal entity.

The Competition Authority of Kenya recognises that a merger can involve acquisition of shares, a business or other assets resulting in a change of control. Its guidelines also recognise acquisitions involving assets such as manufacturing plants, brands, licences and intellectual property where the relevant business has market presence and attributable turnover.

Therefore, acquiring a business Kenya requires clarity about the legal and commercial perimeter before negotiations become binding.

Acquiring a Business Kenya: Check the Financial Statements

Historical accounts should be tested rather than accepted at face value. Review revenue, margins, EBITDA, working capital, debt, cash flow and unusual transactions to determine whether the reported financial performance reflects the underlying business.

Financial statements are central to acquiring a business Kenya because the buyer is ultimately paying for an economic business, not merely a set of accounting numbers.

At minimum, request:

• Audited financial statements where available;
• Management accounts;
• Trial balances;
• General ledgers;
• Bank statements;
• Tax returns;
• Sales records;
• Purchase records;
• Debtor ageing;
• Creditor ageing;
• Inventory records;
• Fixed asset registers;
• Payroll information; and
• Cash-flow information.

The buyer should compare the different sources.

For example, reported revenue should be reconciled to:

• Bank receipts;
• Invoices;
• Tax declarations;
• Customer contracts;
• eTIMS records where applicable; and
• Management accounts.

This matters even more under Kenya’s current tax environment. KRA began validating declared income and expenses against TIMS/eTIMS, withholding income tax and customs import records from 1 January 2026. KRA states that declared income and expenses must generally be supported by valid electronic tax invoices, subject to applicable exceptions.

That makes financial and tax data quality an important part of acquiring a business Kenya.

Acquiring a Business Kenya: Test the Quality of Revenue

 Revenue growth does not automatically mean business quality. Test whether sales are recurring, profitable, collected on time and supported by genuine customer relationships.

A competitor may report impressive sales while having weak underlying revenue quality.

When acquiring a business Kenya, investigate:

• Top customers;
• Customer concentration;
• Recurring revenue;
• Contract duration;
• Customer churn;
• Average transaction value;
• Credit terms;
• Discounts;
• Returns;
• Bad debts;
• Related-party sales;
• One-off contracts; and
• Revenue generated immediately before the proposed sale.

Suppose the target reports KSh 100 million revenue.

Further analysis shows:

• KSh 25 million comes from one customer;
• KSh 15 million relates to a one-off project;
• KSh 10 million remains unpaid beyond agreed credit terms.

The apparent revenue base is very different from the headline number.

A buyer should therefore examine the quality of earnings and revenue, not just the reported turnover.

Acquiring a Business Kenya: Normalise EBITDA and Owner Expenses

 A competitor’s reported profit may contain owner salaries, personal expenses, related-party charges or exceptional items that will change after completion. Normalised earnings provide a more useful basis for valuation and comparison.

One of the most important financial exercises when acquiring a business Kenya is normalising earnings.

Owner-managed companies can contain expenses that will not continue after acquisition.

Examples may include:

• Above-market owner remuneration;
• Personal expenses;
• Family employment;
• Related-party rent;
• Non-recurring legal costs;
• Exceptional repairs;
• One-off consulting fees;
• Unusual donations;
• Personal vehicles;
• Non-recurring income; or
• Related-party transactions.

But normalisation should not be used simply to increase the valuation.

Each adjustment needs evidence.

A buyer should ask:

1. Was the expense genuinely non-recurring?
2. Will it disappear after completion?
3. Is a replacement cost required?
4. Is the adjustment supported by records?
5. Would another buyer make the same adjustment?

This analysis can materially affect the price in an acquiring a business Kenya transaction.

Acquiring a Business Kenya: Investigate Working Capital

A profitable business can still require substantial cash after acquisition. Analyse receivables, inventory, payables and the normal working-capital requirement before agreeing on the final consideration.

Working capital is frequently overlooked when acquiring a business Kenya.

A buyer needs to understand how much operating cash the business normally requires.

Review:

• Trade receivables;
• Inventory;
• Trade payables;
• Customer deposits;
• Supplier credit;
• Slow-moving stock;
• Bad debts;
• Prepayments;
• Accrued expenses; and
• Seasonal working-capital movements.

Consider a distributor whose reported EBITDA is strong but whose customers regularly take 90 days to pay while suppliers require payment within 30 days.

The buyer may inherit a significant funding requirement immediately after completion.

This is why the purchase price should not be evaluated independently from the working-capital requirement.

Acquiring a Business Kenya: Check Debt and Hidden Liabilities

Establish all actual and contingent liabilities before signing. Debt, guarantees, tax disputes, employee claims, litigation, leases and supplier obligations can materially change the economics of an acquisition.

A key part of acquiring a business Kenya is discovering obligations that may not be obvious from the balance sheet.

Investigate:

• Bank loans;
• Director loans;
• Overdrafts;
• Asset-finance facilities;
• Guarantees;
• Letters of credit;
• Lease liabilities;
• Supplier disputes;
• Tax liabilities;
• Pending litigation;
• Employee claims;
• Regulatory penalties;
• Customer claims;
• Environmental obligations; and
• Contractual commitments.

Ask for a schedule of all liabilities and reconcile it to the accounting records.

The buyer should also identify contingent liabilities.

A business may not currently owe KSh 10 million, for example, but could face a significant claim arising from a dispute or tax review.

Those risks should influence valuation, warranties, indemnities, escrow or the transaction structure.

Acquiring a Business Kenya: Conduct Tax Due Diligence

Tax due diligence should identify historical exposures before completion, including income tax, VAT, PAYE, withholding tax and other applicable obligations. The transaction structure can also affect the tax consequences for buyer and seller.

Tax review is essential when acquiring a business Kenya.

Review:

• Income tax returns;
• VAT returns;
• PAYE;
• Withholding tax;
• Tax compliance certificates;
• Tax audits;
• Tax disputes;
• Objections and appeals;
• Tax payment history;
• eTIMS compliance;
• Related-party transactions;
• Imported goods;
• Customs matters; and
• Any outstanding assessments.

The Finance Act 2026 introduced amendments affecting income tax, VAT, excise duty, tax procedures and other laws, with most changes taking effect from 1 July 2026. KRA advises businesses to review the changes and maintain appropriate records supporting transactions and tax positions.

For a transaction taking place under current Kenyan rules, the buyer should therefore avoid relying on an old tax review.

The tax position needs to be considered as part of the transaction’s current risk assessment.

Acquiring a Business Kenya: Review eTIMS and Transaction Records

Electronic invoicing records can provide an important cross-check against reported sales and expenses. Buyers should investigate material differences between accounting records, tax declarations, invoices and underlying commercial evidence.

For many Kenyan businesses, eTIMS should now form part of the financial due diligence process.

When acquiring a business Kenya, compare:

• Sales ledger;
• General ledger;
• Tax returns;
• eTIMS records;
• Bank receipts;
• Customer invoices; and
• Credit notes.

KRA states that electronic invoicing is relevant to the deductibility of expenditure and that eTIMS records support tax compliance and reporting.

Material inconsistencies may indicate:

• Poor accounting controls;
• Unrecorded transactions;
• Timing differences;
• Tax exposure;
• Incorrect revenue recognition; or
• Weak financial reporting.

These findings should be resolved before the transaction proceeds.

Acquiring a Business Kenya: Check Customers and Contracts

A customer list has value only if the relationships are durable and transferable. Review major customer contracts, termination rights, exclusivity provisions, change-of-control clauses and concentration risk.

Customer relationships are often one of the main reasons for acquiring a business Kenya.

But a buyer should not simply receive a spreadsheet of customer names and assume those customers will remain.

Review:

• Major contracts;
• Contract duration;
• Renewal terms;
• Termination rights;
• Change-of-control clauses;
• Exclusivity arrangements;
• Pricing agreements;
• Customer concentration;
• Outstanding disputes;
• Service-level commitments; and
• Customer deposits.

A particularly important question is:

Would the customer continue buying if the business changed ownership?

For key accounts, the buyer should understand the relationship between the customer and the business.

Is the relationship with the company, or with the founder personally?

That distinction can materially affect the value of the transaction.

Acquiring a Business Kenya: Investigate Key Employees

 People risk can be as significant as financial risk. Identify employees whose knowledge, customer relationships or technical expertise is essential to the target and assess what happens if they leave after completion.

When acquiring a business Kenya, examine the organisational structure carefully.

Identify:

• Senior managers;
• Sales leaders;
• Technical specialists;
• Operations managers;
• Finance staff;
• Key customer relationship owners;
• Employees with specialist licences; and
• Individuals whose knowledge is difficult to replace.

Review:

• Employment contracts;
• Salaries;
• Bonuses;
• Leave obligations;
• Benefits;
• Disciplinary matters;
• Pending claims;
• Retention arrangements; and
• Key-person dependencies.

If the founder personally manages the top 20 customers, for example, the customer relationships may be more fragile than the revenue figures suggest.

Acquiring a Business Kenya: Check Licences and Regulatory Compliance

Confirm that the target has the licences, permits and approvals necessary to operate and that these can continue after the transaction. A licence that cannot transfer or requires regulatory approval can affect both timing and value.

Regulatory due diligence is another essential part of acquiring a business Kenya.

Depending on the industry, review:

• Business permits;
• Sector licences;
• Professional approvals;
• Environmental approvals;
• Import licences;
• Product certifications;
• Health and safety requirements;
• Data protection obligations;
• Employment compliance; and
• Regulatory correspondence.

The question is not simply whether the target currently operates legally.

The buyer needs to establish whether the business can continue operating under the proposed ownership structure.

Acquiring a Business Kenya: Assess Competition Authority Requirements

A competitor acquisition can raise merger-control issues where the transaction results in a change of control. Determine early whether the transaction is notifiable, excluded or otherwise requires engagement with the Competition Authority of Kenya.

This is particularly important when acquiring a business Kenya because buying a competitor may change market structure.

The Competition Authority of Kenya defines a merger to include acquisition of shares, a business or other assets that results in a change of control. The Authority assesses whether a transaction meets the applicable notification thresholds and may approve, conditionally approve or reject a transaction depending on its assessment.

CAK also states that its merger process includes checking whether a transaction is a relevant merger situation and whether it meets the threshold for mandatory notification.

Do not leave this assessment until the day before completion.

A transaction may require:

• Merger analysis;
• Market definition;
• Threshold assessment;
• Notification;
• Supporting documents;
• Confidentiality considerations; and
• Regulatory engagement.

CAK’s published requirements include information such as shareholder details, directors, products, strategic documents and financial statements as part of a complete filing.

For a competitor acquisition, regulatory analysis should therefore begin during transaction planning.

Acquiring a Business Kenya: Examine the Competitive Overlap

Buying a competitor is different from acquiring a non-competing business because the transaction may reduce the number of independent competitors in a market. Analyse overlapping products, customers, geographic markets and market shares before signing.

When acquiring a business Kenya, map the competitive overlap.

Compare:

• Products;
• Services;
• Geographic markets;
• Customer groups;
• Distribution channels;
• Pricing;
• Market shares;
• Major competitors; and
• Barriers to entry.

CAK’s merger guidelines state that the Authority considers competition effects and public-interest factors when assessing mergers, including whether a transaction could create or strengthen a dominant position or substantially lessen competition.

This does not mean every competitor acquisition will raise the same regulatory issues.

It means the buyer should assess the issue before committing to an irreversible transaction.

Acquiring a Business Kenya: Review Intellectual Property and Digital Assets

Confirm ownership and transferability of the intellectual property and digital assets that generate value. A business may depend heavily on software, trademarks, domains, databases, licences or content that is not properly documented.

When acquiring a business Kenya, review:

• Trademarks;
• Trade names;
• Copyright;
• Patents where applicable;
• Domain names;
• Websites;
• Social media accounts;
• Customer databases;
• Software;
• Licences;
• Proprietary processes; and
• Digital content.

Ask who legally owns each asset.

A company may use software without owning it. A founder may personally own a domain name. A key trademark may be registered in another entity’s name.

These issues should be resolved before completion.

Acquiring a Business Kenya: Value the Target Using More Than One Method

Valuation should reflect the target’s earnings, cash flow, assets, risks and future prospects. Using more than one valuation approach can help identify whether the proposed purchase price is supported by the business fundamentals.

A serious acquiring a business Kenya process should not rely on the seller’s asking price.

Depending on the circumstances, valuation may consider:

• EBITDA multiples;
• Earnings multiples;
• Discounted cash flow;
• Asset-based approaches;
• Comparable transactions;
• Market evidence; and
• Scenario analysis.

The valuation should also consider:

• Customer concentration;
• Key-person dependence;
• Working-capital requirements;
• Debt;
• Tax exposures;
• Capital expenditure;
• Competitive threats;
• Regulatory risk; and
• Integration costs.

Adamjee’s business valuation services in Kenya can be relevant where a buyer needs an independent financial basis for assessing the target.

Acquiring a Business Kenya: Build a Financial Model Before Signing

A transaction model should show what the acquisition does to revenue, EBITDA, cash flow, debt, working capital and returns under realistic scenarios. Do not rely solely on the target’s historical financial statements.

A financial model is particularly useful when acquiring a business Kenya because the buyer needs to understand the combined business.

Model:

• Standalone buyer;
• Standalone target;
• Combined business;
• Acquisition price;
• Financing;
• Integration costs;
• Synergies;
• Working capital;
• Capital expenditure;
• Tax;
• Debt repayment; and
• Downside scenarios.

For example, a KSh 100 million acquisition financed partly through debt may look attractive based on EBITDA.

But after adding:

• Interest;
• Integration costs;
• Required capital expenditure;
• Working-capital funding; and
• Customer losses,

the expected cash return may be substantially different.

Acquiring a Business Kenya: Test the Synergies

 Synergies should be quantified, assigned to responsible owners and tested for realism. Do not pay the seller today for savings or growth that your business may never achieve.

Synergies are often central to acquiring a business Kenya.

Potential synergies include:

• Removing duplicate rent;
• Combining finance teams;
• Consolidating warehouses;
• Negotiating better supplier prices;
• Cross-selling products;
• Sharing distribution;
• Combining technology systems;
• Reducing duplicated management costs; or
• Increasing purchasing volumes.

But there is a difference between a theoretical synergy and a realised synergy.

If the buyer assumes KSh 15 million annual savings, the model should show:

• Where the savings come from;
• When they will occur;
• What implementation costs are required;
• Who is responsible; and
• What happens if the savings do not materialise.

Acquiring a Business Kenya: Understand the Purchase Agreement

The purchase agreement should reflect the risks identified during due diligence. Price, warranties, indemnities, conditions precedent, escrow, deferred consideration and completion mechanics should work together rather than being negotiated independently.

Before signing anything in an acquiring a business Kenya transaction, understand the principal commercial terms.

These may include:

• Purchase price;
• Completion payment;
• Deferred consideration;
• Earn-out;
• Escrow;
• Working-capital adjustment;
• Net-debt adjustment;
• Warranties;
• Indemnities;
• Conditions precedent;
• Non-compete provisions;
• Transitional services;
• Completion accounts; and
• Dispute mechanisms.

The headline price is therefore only one component of the deal.

For example, a KSh 150 million offer with KSh 40 million contingent on future performance is economically different from KSh 150 million paid at completion.

For a detailed explanation of transaction pricing mechanisms, see earn-out structure explained.

Acquiring a Business Kenya: Review the Data Room

A properly organised data room allows the buyer and advisers to verify the target’s financial, legal, tax, operational and commercial position. Missing documents should be treated as a due-diligence issue rather than ignored.

A serious acquiring a business Kenya process should include a structured data room.

Typical folders include:

Corporate

• Certificate of incorporation;
• Shareholding;
• Articles;
• Board minutes;
• Shareholder resolutions;
• Group structure.

Financial

• Financial statements;
• Management accounts;
• General ledger;
• Budgets;
• Forecasts;
• Bank statements.

Tax

• Returns;
• Assessments;
• Tax compliance documents;
• Correspondence with KRA;
• eTIMS records.

Commercial

• Customer contracts;
• Supplier contracts;
• Pricing agreements;
• Major tenders;
• Pipeline.

Legal

• Litigation;
• Claims;
• Leases;
• Licences;
• Material agreements.

Human resources

• Employment contracts;
• Payroll;
• Benefits;
• Key-person arrangements.

The quality of the data room can itself provide information about the target’s internal controls and readiness for a transaction.

Acquiring a Business Kenya: Know What Could Kill the Deal

 Establish clear deal-breaker issues before spending heavily on transaction execution. Material tax liabilities, unreliable financials, loss of key customers, regulatory barriers, ownership disputes and unacceptable competition concerns may justify stopping or restructuring the transaction.

A buyer should establish its red lines early in an acquiring a business Kenya process.

Potential deal breakers may include:

• Material undisclosed debt;
• Significant tax exposure;
• Unreliable financial records;
• Ownership disputes;
• Loss of major customers;
• Inability to transfer critical contracts;
• Invalid licences;
• Major litigation;
• Fraud concerns;
• Unresolved employee liabilities;
• Unacceptable regulatory risk; or
• A valuation that cannot be supported.

Not every issue requires abandoning the transaction.

Some can be addressed through:

• Price reduction;
• Escrow;
• Indemnities;
• Deferred consideration;
• Earn-outs;
• Specific warranties;
• Conditions precedent; or
• Post-completion remediation.

The key is to identify the problem before signing.

Acquiring a Business Kenya: Build a Due-Diligence Issues List

Every material finding should be recorded, assigned a risk level and linked to a proposed transaction response. Due diligence is most useful when findings directly influence price, structure, warranties or the decision to proceed.

A practical acquiring a business Kenya issues list can use four categories:

High risk

Issues that could materially affect the transaction.

Examples:

• Undisclosed tax liability;
• Ownership dispute;
• Major customer loss;
• Serious regulatory issue.

Medium risk

Issues that may require contractual protection.

Examples:

• Contractual gaps;
• Employee claims;
• Working-capital concerns;
• Related-party arrangements.

Low risk

Issues that can normally be resolved during integration or post-completion.

Examples:

• Administrative inconsistencies;
• Minor documentation gaps;
• Non-critical process weaknesses.

Confirmed strengths

Areas that support the acquisition thesis.

Examples:

• Recurring customers;
• Strong margins;
• Proprietary technology;
• Attractive distribution network.

This makes the due-diligence process actionable.

Acquiring a Business Kenya: Do Not Sign Before the Numbers Reconcile

Before signing, reconcile the valuation, financial model, due-diligence findings and proposed purchase agreement. The final commercial terms should reflect what the buyer has actually discovered.

The final stage of acquiring a business Kenya preparation is reconciliation.

Check that:

• The purchase price matches the agreed valuation methodology;
• Net debt is correctly calculated;
• Working-capital assumptions are supported;
• Earn-out calculations are defined;
• Escrow is sufficient for identified risks;
• Tax exposures are addressed;
• Warranties reflect due-diligence findings;
• Conditions precedent are achievable;
• Financing is confirmed; and
• Regulatory requirements are understood.

This is where financial, tax, legal and commercial work needs to come together.

Acquiring a Business Kenya: A Practical Pre-Signing Checklist

A buyer should be able to answer the key financial, commercial, tax, legal and regulatory questions before signing. If material questions remain unanswered, the transaction structure or timetable may need to change.

Before proceeding with acquiring a business Kenya, confirm that you have reviewed:

• Strategic rationale

• Corporate ownership

• Financial statements

• Revenue quality

• Normalised EBITDA

• Working capital

• Debt

• Tax compliance

• eTIMS records

• Customer contracts

• Supplier contracts

• Key employees

• Licences

• Intellectual property

• Litigation

• Regulatory matters

• Competition considerations

• Valuation

• Financial model

• Synergies

• Purchase-price adjustments

• Warranties and indemnities

• Escrow

• Deferred consideration

• Earn-out provisions

• Conditions precedent

• Completion mechanics

The checklist is not a substitute for professional due diligence. It is a way of ensuring that major areas have been considered.

Acquiring a Business Kenya: When to Bring in an Adviser

Professional advisers should be involved before the price and structure become fixed. Early financial and transaction analysis gives the buyer more opportunity to use findings in negotiations.

An adviser can help when acquiring a business Kenya by connecting the financial evidence to the commercial decision.

Relevant support may include:

• Financial due diligence;
• Tax due diligence;
• Business valuation;
• Financial modelling;
• Quality-of-earnings analysis;
• Working-capital analysis;
• Transaction structuring;
• M&A advisory;
• Post-completion planning.

Adamjee Auditors’ financial due diligence for M&A transactions can help buyers assess historical financial performance, earnings quality, working capital and financial risks before committing to an acquisition.

Acquiring a Business Kenya: The Bottom Line

The safest acquisition process is not the one that reaches a signature fastest; it is the one where the buyer understands the business, risks, valuation and transaction structure before becoming committed. Due diligence should influence the deal rather than simply document it after the price has already been agreed.

The central lesson when acquiring a business Kenya is simple:

Do not buy the story before you verify the business.

A competitor may appear attractive because it has revenue, customers, employees and market presence.

But the buyer needs to determine:

• Whether the revenue is sustainable;
• Whether the profits are real and repeatable;
• Whether customers will stay;
• Whether employees will remain;
• Whether tax records are reliable;
• Whether liabilities have been disclosed;
• Whether licences and contracts can continue;
• Whether the valuation is supportable;
• Whether synergies are achievable;
• Whether the transaction requires competition approval; and
• Whether the proposed deal structure protects the buyer.

The acquisition price should ultimately reflect the evidence.

If due diligence reveals a material problem, the buyer can negotiate a lower price, strengthen contractual protections, change the transaction structure or decide not to proceed.

That is the real purpose of due diligence in acquiring a business Kenya: not merely finding problems, but making sure the buyer understands exactly what it is paying for before signing anything.

For businesses evaluating a competitor acquisition, Adamjee Auditors can provide financial, valuation, modelling, tax and transaction advisory support throughout the acquisition process.

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