B2B success without PR? Why trust trumps any price today

Self-directed press relations or agency? The PR trap: Why a single press release is far from a strategy

Reach isn't everything: How good PR becomes a real asset for companies

Public relations under pressure: 3 questions every company must clarify beforehand

Public relations is a constant point of contention in many companies. Some see it as a cost-effective substitute for expensive advertising campaigns, while others view it as a reputation project that is difficult to measure and offers no real economic benefit. However, both extremes fall short – especially in the B2B sector. There, purchasing decisions for capital goods, software, or complex services are rarely made spontaneously, but rather based on trust, proven expertise, and long-term stability. Those who measure public relations solely by short-term sales figures misunderstand its true value. Professional media relations is, in fact, a strategic instrument. It builds a robust communication infrastructure, reduces perceived uncertainty on the buyer's side, and significantly shapes the public perception of a company. The following article, from the perspective of Xpert.Digital, examines three crucial questions: When does media visibility truly pay off? Why does reputation only become a measurable asset over time? And at what point does in-house public relations reach its limits? A candid look at corporate communications under the pressure of reality.

Public relations under pressure: Three questions companies must answer before launching

Those who measure PR solely by quick sales have not understood its economic value

Public relations is one of the communication disciplines that is most often discussed with misconceptions in companies. Some see it as a cheap substitute for advertising, others as a reputation project that is difficult to measure and lacks clear economic impact. Both views are too simplistic. Public relations is neither a free advertising campaign nor a purely symbolic exercise for corporate image. It is a strategic instrument that can generate informational advantages, credibility, and public visibility. Its value arises primarily where customers, business partners, investors, applicants, or political decision-makers do not make decisions solely based on price, but require trust in competence, stability, and problem-solving capabilities.

This function is particularly important in the B2B environment. Capital goods, industrial plants, software platforms, consulting services, or logistics solutions are rarely purchased spontaneously. Months or even years can pass between initial contact and contract signing. Several people are involved in the decision-making process, and each assesses different risks. The technical department inquires about performance, purchasing about cost-effectiveness, management about strategic fit, and the legal or compliance department about resilience. Public relations does not replace sales or product quality in this process. However, it can change the context in which a supplier is perceived and evaluated.

The key economic question, therefore, is not whether a single press release directly generates revenue. The crucial question is whether consistent media relations increase the likelihood of being known, credible, and easily found in relevant decision-making situations. This effect cannot always be fully attributed to a single touchpoint, but that doesn't make it worthless. Brand awareness, customer trust, employer attractiveness, and social acceptance also don't appear in a simple chain of cause and effect. Nevertheless, they influence sales opportunities, negotiating power, and resilience in times of crisis.

From Xpert.Digital's perspective, public relations must therefore be treated like an investment in communications infrastructure. A robust infrastructure consists of relevant topics, verifiable data, editorially usable materials, accessible contacts, cultivated media relationships, a credible digital archive, and systematic performance measurement. Those who only send out press releases sporadically are not yet engaged in strategic public relations. Conversely, those who repeatedly provide useful information and establish a recognizable professional position create an asset that can extend far beyond the individual publication.

When media visibility pays off economically

Whether public relations work is worthwhile depends primarily not on company size, but on its economic situation. Its potential benefits are particularly high when trust is a key factor in purchasing decisions, when services require explanation, when the market is characterized by uncertainty, or when a company needs to compensate for a lack of brand awareness compared to larger competitors. A medium-sized machine manufacturer can achieve more with a technically sound article in an industry publication than with a broad advertising campaign, provided that the publication reaches designers, production managers, and investment decision-makers. For a local business with a generic product range and short-term foot traffic, however, the effect may be more limited.

The first objective assessment therefore concerns the value of additional, qualified visibility. The higher the average order value, customer lifetime, and strategic importance of a deal, the more likely public relations efforts can pay off, even with relatively small reach. In a B2B niche market, 2,000 readers from the right target group are often more valuable than 200,000 unspecific contacts. Reach alone is therefore not a suitable metric. Relevance, credibility, and proximity to the decision-making situation are more economically important.

The second test concerns the existing substance. Public relations cannot generate lasting attention from a company that has nothing relevant to report. Substance doesn't have to be spectacular, however. New market data, an unusual customer application, a technical solution, a site expansion, concrete experiences with artificial intelligence, insights from a transformation project, or a well-founded assessment of an industry trend can all be journalistically interesting. The crucial point is that the topic goes beyond mere self-promotion. The news item must explain why a development is also significant for other market participants.

The journalistic demand for well-prepared material is real. In the Media Trend Monitor 2025, 85 percent of the media professionals surveyed cited press releases as a research source; 43 percent used them daily and another 27 percent several times a week. Background information was particularly important for 75 percent, images for 67 percent, studies and white papers for 46 percent, and infographics for 44 percent. These figures don't prove that every press release is published. However, they do show that professionally prepared corporate information remains an integral part of the journalistic workflow.

The economic value arises on several levels. The first level is awareness. A company enters the consciousness of people who were previously unaware of it. The second level is contextualization. Editorial teams, specialist authors, or industry portals place a topic in a broader context, thereby lending the information greater significance. The third level is legitimacy. An editorial mention is not an independent guarantee of quality, but it has a different impact than a self-paid advertisement. The fourth level is reuse. A published article can be used in sales, on the website, in presentations, in recruiting, and on social media, as long as the source and usage rights are handled correctly.

For B2B offerings that require explanation, professional authority is also relevant. An international survey of 3,484 executives revealed that 73 percent of B2B decision-makers consider high-quality thought leadership content a more trustworthy basis for assessing competence than traditional marketing materials and product sheets. Ninety percent stated they would be more receptive to sales or marketing contacts from a company that regularly publishes high-quality, expert content. While such results are not directly equivalent to public relations, they demonstrate the economic mechanism behind knowledgeable public communication: providing clear and understandable guidance reduces perceived uncertainty among buyers.

Public relations is therefore particularly worthwhile when it addresses an existing economic bottleneck. If the product is good but unknown, increased visibility can help. If the company is well-known but difficult to categorize, professional positioning can help. If the sales force is efficient but encounters mistrust of a new supplier, credible media presence can help. Conversely, if a competitive offering, a functioning sales force, or robust operational performance is lacking, public relations cannot solve the problem. In the worst-case scenario, it even increases the visibility of existing weaknesses.

A sound investment calculation should therefore begin with objectives. These could include, for example, generating more qualified inquiries from a specific industry, increasing visibility in regional business media, establishing an expert position on a defined topic, supporting a market launch, or reducing information gaps among job applicants. The Barcelona Principles 3.0, an internationally established framework for measuring communication, explicitly require that objectives be defined before communication planning and that not only publications but also impacts and potential long-term consequences be considered.

The costs don't just consist of agency fees or internal working hours. They also include time spent on coordination, data gathering, approvals, media monitoring, image production, interviews, and maintaining the press area. Opportunity costs also play a role: tying up communication resources on a weak topic means you can't use them for a stronger one. Conversely, failing to communicate also incurs costs. An innovative company that doesn't appear in relevant search queries and industry discussions leaves the public interpretation to its competitors. This invisible loss is rarely reflected in budgets, but it can weaken market position in the long run.

Profitability should be assessed using a target range rather than a false sense of precision. Key performance indicators (KPIs) along a chain of effects are more meaningful: content produced, relevant media reached, quality of mentions, adopted core messages, backlinks, qualified website traffic, development of brand-related search queries, contact requests, sales usage, applications, and ultimately, demonstrable business opportunities. Not every stage can be precisely attributed. However, a combination of web analytics, CRM data, media coverage, and qualitative feedback provides a significantly more reliable picture than mere reach figures.

Particular caution is advised when using the so-called advertising value equivalent (VV). This method attempts to value editorial space as if it had been purchased as an advertisement. However, it ignores differences in tone, credibility, target audience quality, and actual impact. The Barcelona Principles explicitly state that VVs do not represent the value of communication. For a sound economic evaluation, quantitative and qualitative criteria must be combined, and relevant online and offline channels must be considered together.

Public relations work is therefore not automatically profitable, but it is economically sound in many knowledge-intensive and trust-dependent markets. The right question is not: How many sales will the next press release generate? It is: What information and trust barrier should be lowered through continuous media relations, what is the economic value of this change, and how can it be recognized? Only with this precise definition does a general communications expenditure become a manageable investment.

The quasi-in-house solution: How Xpert.Digital closes operational gaps in B2B marketing and sales – Smart Content-Driven Business - Image: Xpert.Digital

Xpert.Digital is a data-driven B2B industry hub led by Konrad Wolfenstein . The company acts as an external, quasi-in-house solution for industrial partners, closing operational gaps in marketing, content, and sales – without requiring additional resources on the client side.

More information here:

• The quasi-in-house solution: How Xpert.Digital closes operational gaps in B2B marketing and sales – Smart Content-Driven Business

Why reputation only becomes an asset over time

The second frequently asked question concerns long-term impact. Public relations is often measured by short-term fluctuations: How many clicks did the publication generate, how many people saw the article, and how many inquiries were received in the same week? Such metrics are useful, but they only represent part of the overall impact. Long-term value arises from cumulative exposure. Every factually relevant mention expands a company's publicly accessible image. Over time, this can develop into a consistent profile: for a topic, an industry, a region, or a specific problem-solving approach.

This process is similar to building a capital stock. A single publication initially represents only an isolated piece of communication. However, several thematically related articles can reinforce each other. Journalists find earlier statements during subsequent research, search engines recognize thematic connections, customers repeatedly encounter the company name, and sales representatives can refer to independent publications. The marginal benefit of each additional publication is not constant. Arbitrary repetition leads to fatigue, while new data, compelling case studies, and consistent expert analysis expand the existing body of credibility.

Reputation primarily acts as a risk buffer in economic terms. Buyers often cannot fully assess the quality of complex services before signing a contract. Therefore, they rely on signals: references, certifications, personal recommendations, visible expertise, reputable partnerships, and media presence. No single signal is sufficient. However, in combination, they can reduce the perceived risk of failure or incorrect decision-making. For an unknown provider, this means that public relations work doesn't necessarily lead to a purchase, but it can prevent them from being shortlisted.

In the German news market, established media outlets continue to play a significant role in building trust. According to the Reuters Institute Digital News Report 2026, 46 percent of the adult online population considers the majority of news to be generally trustworthy; for news sources they use themselves, this figure rises to 58 percent. In contrast, trust in news from social media and AI-generated news is at 13 percent each. ARD Tagesschau, regional and local daily newspapers, and ZDF heute achieve particularly high levels of trust. For companies, this does not guarantee credibility simply by mentioning these media outlets. However, it does explain why editorial content often carries a different level of trust than self-published advertising.

The long-term impact is also evident in digital discoverability. Press releases, interviews, expert articles, and studies can shape search results for years. They create additional entry points, thematic signals, and potentially backlinks. However, a realistic perspective is necessary here as well. Not every publication is permanently indexed, not every link has relevant search engine value, and not every press portal reaches the desired target audience. Quantity without editorial quality can lead to a digital archive of interchangeable news items that, while large, is strategically weak.

With the rise of generative search systems and AI-powered answer engines, the quality of public sources is gaining even more importance. Companies must expect that their market position, products, and competencies will increasingly be compiled from disparately available information. While proprietary content remains important, independent mentions, consistent facts, and clearly identified original sources can broaden the public data landscape. No one can guarantee whether or how an AI system will consider individual pieces of information. Nevertheless, the strategic value of well-structured, verifiable, and consistent information is increasing.

Long-term public relations also supports the market's so-called memory. People rarely make decisions solely based on the most recently seen content. Perception arises from repetition, context, and temporal proximity. A CEO might read an interview today, encounter a study by the same company six months later, and then remember the name again when applying for a tender. This path often cannot be fully measured via cookies or click paths. In CRM, the contact may later appear as a direct inquiry, even though several media touchpoints preceded it.

This is precisely why attribution is difficult. The temptation is great to either attribute every success to PR or to deny its impact entirely if no direct attribution is possible. Both are analytically flawed. Companies should work with varying levels of evidence. A lead clearly attributed via a link and CRM is strong evidence. A temporal increase in brand-related search queries following a media campaign is a plausible, but not exhaustive, indicator. Statements from new customers that they have repeatedly seen the company in trade publications provide qualitative evidence. Changes in brand awareness can be verified through surveys. The overall picture is more reliable than a single metric.

Another lasting effect concerns crisis communication. Companies that only gain visibility during a crisis start with a deficit of trust. Newsrooms don't know who to contact, the public has little reliable information, and every statement seems reactive. Those who have communicated objectively for years at least have established contacts, documented positions, and a public image of their performance. This doesn't prevent criticism or grant carte blanche. However, it improves the starting point because a negative event isn't the only available narrative about the company.

Long-term media relations can also pay off in recruitment. Applicants don't just look at job postings, but also at the perceived substance of an employer. Reports about innovations, investments, projects, training, technology, or international activities can create a more realistic picture than interchangeable employer promises. This effect is particularly relevant for medium-sized companies outside major metropolitan areas, whose career opportunities are often under-recognized in the job market. The prerequisite, however, is that the communicated reality aligns with the experiences of the employees.

Long-term impact requires consistency, but consistency doesn't mean constant bombardment. A good frequency depends on the quality of the topics and the target audience. Three substantial publications can be more valuable than thirty trivial announcements. Crucially, editorial planning is essential, linking recurring areas of expertise with current events. For example, a company could regularly publish its own market data, provide well-founded analysis of regulatory changes, explain real-world customer applications, and provide transparent updates on important milestones.

To ensure this work doesn't become ineffective, each topic must be used multiple times without simply duplicating it. A single study can generate a press release, a feature article, an interview opportunity, a graphic, a webinar, several marketing materials, and a background paper. This repurposing reduces the average production costs per touchpoint. At the same time, the journalistic core is preserved when each channel has its own distinct function. The press release informs, the feature article provides context, the interview personalizes expertise, and the webinar offers in-depth exploration.

In the long run, value is not created by mere duration, but by accumulated quality. Poor or exaggerated communication can also become entrenched. Unsubstantiated superlatives, artificially inflated reports, and constantly shifting positions damage credibility. Public relations is therefore an asymmetrical business: trust grows slowly but can be lost quickly. Companies should weigh any short-term reach interest against the long-term verifiability of their statements.

From Xpert.Digital's perspective, the biggest strategic mistake lies in activating press relations only on a campaign-by-campaign basis. Those who communicate exclusively during product launches, trade fairs, or crises miss the opportunity to build a robust public identity. A more effective approach is a permanent, core system with flexible intensity. This includes a clearly defined thematic focus, designated personnel, an up-to-date media database, verified facts, high-quality images, prompt press releases, and a digital press archive. This foundation allows for efficient management of peak periods without having to start from scratch each time.

Self-help or professional management: Where do-it-yourself reaches its limits

Public relations can generally be handled internally. Founders, owner-managed medium-sized businesses, and small organizations, in particular, often possess in-depth expertise, short decision-making processes, and authentic stories. No one knows products, customer problems, and market specifics better than the company itself. This proximity is an advantage, provided it is translated into journalistically relevant content. External support is therefore not automatically better, and an expensive agency guarantees neither publications nor impact.

The crucial question is not whether doing it yourself is possible, but whether the necessary skills and resources are consistently available. Professional public relations work combines at least five tasks: topic selection, journalistic writing, media selection, relationship management, and impact measurement. In addition, it includes image selection, legal review, approval processes, search engine optimization, crisis preparedness, and the ability to explain complex issues clearly. Those who only take on these tasks as a side project quickly underestimate the time required.

The most common internal problem is the company perspective. What seems important internally isn't automatically newsworthy externally. A new product, a trade fair appearance, or an anniversary initially only has relevance within itself. Journalistic relevance arises from impact, news value, conflict, data, regional significance, societal consequences, or concrete solutions to problems. Good public relations shifts the focus from the sender to the receiver. It doesn't first ask what the company wants to communicate, but rather why a newsroom and its audience should be interested in it.

The second problem is writing style. Corporate language tends toward superlatives, abstract nouns, lengthy approval clauses, and unsubstantiated claims to leadership. Journalistic texts, on the other hand, require clarity, verifiable statements, concrete examples, and understandable context. The supposedly revolutionary all-in-one solution should become a precise description: What problem is being solved, for whom, with what measurable difference, and under what conditions? This translation can be achieved internally, but it requires editorial distance.

The third problem concerns the distribution list. A large email list is no substitute for relevant contacts. Mass mailings of irrelevant messages damage the sender's reputation and increase the likelihood of being ignored in the future. Xpert.Digital therefore emphasizes targeted communication, the actual added value of a message, distribution via multiple appropriate channels, and subsequent media resonance analysis. Professional selection means considering the subject area, medium, publication frequency, regional relevance, and preferred messaging style.

The fourth problem is relationship management. Media contacts aren't built by repeatedly following up on every news item. They grow through reliability: accessible contacts, quick and accurate responses, reliable data, accepted editorial independence, and a realistic approach to rejections. Journalists aren't outsourced sales representatives. Anyone who expects publication in exchange for supplied material misunderstands the roles. Editorial decisions must remain independent, precisely because this is a key element of credibility.

The fifth problem is speed. Good topics are often time-sensitive. When an industry announcement, a political decision, or a technological breakthrough dominates public debate, a company can gain visibility by providing well-informed analysis. This requires prepared spokespeople, clear responsibilities, and rapid approvals. An external agency can organize speed, but cannot completely eliminate internal roadblocks. If every statement has to go through multiple levels of hierarchy, even the best service provider will remain slow.

The main advantage of in-house PR is the direct proximity to the subject matter. Internal experts can explain connections that outsiders would have to painstakingly learn. They recognize relevant developments early and can present themselves authentically. Furthermore, knowledge, contacts, and established routines remain within the company. Arguments against in-house PR include capacity constraints, organizational tunnel vision, and inconsistent implementation. Many internal PR initiatives begin with enthusiasm but lose out to operational priorities after just a few weeks.

Advantages of external support include editorial distance, additional capacity, market comparison, specialized contacts, and professional processes. A good external partner will also disagree if a story isn't viable. They recognize which internal information could be relevant externally and help with positioning. Disadvantages of external support include the onboarding effort, potential standardization, dependency, and costs. It becomes problematic when a service provider advertises guaranteed editorial placements when these are actually paid placements or automatically published portals. Earned media, advertorials, and pure distribution must be clearly distinguished.

In many cases, a hybrid model is the most efficient. The company provides expertise, data, contacts, and rapid approvals. The external partner handles topic architecture, editorial development, media outreach, distribution, and analysis. This ensures that the content remains internal while professionalizing the communication process. Such a model also prevents the external partner from producing artificial statements that are not supported internally.

The make-or-buy decision should be based on transaction costs. If only occasionally a clearly defined message is needed, external project work may be more cost-effective than developing internal specialist expertise. If there is a continuous communication need with many internal interfaces, an internal function or a fixed hybrid structure is more worthwhile. In highly regulated or technically complex industries, a team of subject matter experts and communication professionals is often required. Neither area can completely replace the other.

A sensible internal minimum standard begins with a responsible person and a realistic time budget. It also requires a content plan, defined target media, a well-maintained factual database, an image library with cleared rights, speaker profiles, release guidelines, and a simple measurement system. Without these foundations, press work becomes episodic. Texts are then produced under time pressure, contacts are approached unsystematically, and successes go undocumented.

Artificial intelligence is also changing the question of originality. AI tools can help with structuring, shortening, revising, and translating. They can cluster topic ideas or generate initial drafts from extensive documents. However, they do not replace fact-checking, journalistic judgment, media relations, or responsibility for statements. Precisely because AI can quickly produce convincing-sounding texts, the risk of interchangeable or flawed communication increases. In the German market, skepticism towards AI-generated news remains significant; the Digital News Report 2026 indicates only 13 percent trust in news from AI-generated environments.

Companies should therefore treat AI as a production aid, not as a source of credibility. Every figure, every quote, every product claim, and every legally relevant statement must be verified. A recognizable human perspective is equally important. Expertise doesn't become valuable simply because it sounds polished, but because it's based on experience, data, and verifiable analysis. A generic AI-generated text can reduce production costs, but it also diminishes the chance of editorial attention if it lacks novelty and originality.

The professional alternative to complete outsourcing isn't necessarily a large agency. Depending on the needs, an experienced specialist editor, a dedicated PR consultant, an industry-specific agency, or a network of communications, graphic design, and data analysis specialists might be more suitable. The key is market fit. A provider that excels at consumer goods campaigns isn't necessarily capable of clearly explaining complex intralogistics, industrial automation, or data center infrastructure.

The quality assessment of a partner should therefore begin with specific questions. Do they understand the business model and the target groups? Can they distinguish between news articles, feature articles, commentaries, and paid placements? How are topics developed, facts verified, and media selected? Which key performance indicators (KPIs) are reported? Who owns contacts, texts, and images? How transparent are additional costs? And above all: Is the partner willing to reject a weak idea rather than distribute it for a fee?

Doing it yourself is therefore not an inferior solution, but rather an organizational decision. It works well when expertise, editorial skills, time, and consistency come together. External support is useful when speed, distance, specialized knowledge, or scalability are lacking. It only becomes problematic when companies formally assign the task internally without allocating resources, or outsource it without assuming their own substantive responsibility.

The Xpert.Digital perspective: Public relations is not an end in itself

From Xpert.Digital's perspective, public relations should neither be romanticized nor dismissed too hastily. Its economic benefits are real, but conditional. They don't arise from simply sending a file, but from the interplay of market relevance, journalistic quality, proper distribution, long-term consistency, and systematic evaluation. Those who only want to generate visibility can often book advertising more quickly. However, those who want to build trust, establish a sense of place, and establish professional authority need a communication strategy in which public relations plays an independent role.

The critical boundary lies between substance and simulation. Substance means that a company provides reliable information, genuine experience, and a recognizable benefit to the audience. Simulation means artificially inflating ordinary processes, repeating superlatives, or confusing reach with impact. The media landscape is already saturated with content. Additional noise has no strategic value. A company doesn't need to broadcast more often than everyone else, but rather be more relevant.

Equally misguided is the notion that public relations must operate completely independently of marketing and sales. Organizational separation can be beneficial, but the objectives must be aligned. Public relations can introduce topics, marketing can explore them in greater depth on its own channels, and sales can develop conversation starters from them. The editorial independence of external media must not be exploited. A publication is not advertising material disguised as journalism, but rather an independent contribution to the information marketplace.

For Xpert.Digital, the most economically compelling form of public relations lies in knowledge-based thought leadership. Companies should not only talk about themselves, but also provide data, explain markets, evaluate technological developments, and offer practical guidance. Particularly in industry, logistics, digitalization, energy, and artificial intelligence, there is a high demand for clear and understandable context. Those who fulfill this task diligently can create both journalistic value and business value.

This requires clear prioritization. Not every company needs leading national media outlets. For a specialized provider, trade publications, regional business newsrooms, industry newsletters, and selected digital platforms can be more important. The optimal media architecture is based on the actual decision-makers, not on prestige. A small, precise publication can have a greater business impact than a widely disseminated article that lacks target audience relevance.

Ultimately, public relations must have the courage to measure. Not everything can be precisely quantified, but much can be observed more effectively than is often claimed. Goals, baseline values, relevant media outlets, message adoption, qualified traffic, search interest, leads, sales feedback, and long-term reputation together form a viable management model. Measurement should not serve as a means of retrospective justification, but rather as a tool for improving future story decisions.

The answer to the three initial questions is therefore nuanced. Public relations work is worthwhile when it solves a specific problem of trust, awareness, or categorization. It has a long-term impact when publications are linked to form a consistent body of credible information. It can be done independently if expertise, journalistic quality, contacts, time, and the ability to measure results are genuinely available. If any of these prerequisites are lacking, professional support is not a luxury but can prevent the costs of poorly executed communication.

The provocative core remains: Companies that evaluate public relations solely based on its immediate sales impact are using the wrong tool and the wrong metric. However, companies that don't measure it at all are acting just as unprofessionally. The economically sound position lies between blind faith and blanket rejection: Public relations is a long-term investment in trust and the likelihood of a decision, the effectiveness of which must be managed with clear objectives, relevant content, and reliable indicators.

From visibility to trust: Your scalable path with Xpert.Digital - Image: Xpert.Digital

In industrial B2B, sustainable business relationships rarely emerge overnight. They develop step by step – through visibility, professional relevance, recurring touchpoints, and growing trust. Xpert.Digital's 4-stage model addresses precisely this: It offers a structured path that begins with a manageable entry point and can evolve into deeper collaboration in business development if needed.

Instead of relying on loud marketing promises, this model puts the relationship at the forefront. Companies start with clearly defined, easily calculable measures and then decide, based on their own experience, how far they want to expand the collaboration. A key factor for this undisturbed trust-building process: The platform completely avoids annoying advertising ads, so the editorial focus remains solely on the companies' expertise.

More information here:

• From visibility to trust: Your scalable path with Xpert.Digital

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