Induction Year: 1988

Woodrow Wilson “Foots” Clements

  • October 26th, 2021

Woodrow Wilson Clements, the man with the unusual nickname “Foots,” is responsible for much of the growing success of the soft drink with the unusual name “Dr. Pepper.”

He acquired the nick­name in high school, he says, because, “My feet were big then and my legs were thin; they looked like two toothpicks stuck in a watermelon.” He used his nickname when he became a route salesman for Dr. Pepper in 1935 because it was a different name, and as a salesman, “you want people to remember you and in a friendly manner.” He refused to drop his nickname even after he became president of the company in 1969 and subsequently chief executive officer and chairman of the board. “I got here using the nickname Foots,” he has said, “and I’m going to continue using it.”

This kind of determination to stick to his beliefs, or “just plain stubbornness” he might call it, is one of the characteristics that contributed to his rise in the company and the company’s rise in the soft drink industry.

The youngest of the nine children of Martha (Christian) and William Houston Clements, Woodrow Wilson Clements was born in Wind­ham Springs, Alabama, on July 30, 1914. In 1925, the family moved to Northport, Alabama (where he still visits relatives at least once a year). From his parents, he learned early the rewards of work and acquired faith and belief in the free enter­prise system. By the time he was ten, he was carrying a full load of work on the family farm. His first “paying job” was trapping “possums” and selling the skins to his father.

Throughout his school years, the enterprising young man held a variety of jobs, but they didn’t keep him from being an honor student during his high school years. After graduating from Tuscaloosa County High in 1933, he attended Howard College on a foot­ball scholarship but left after one semester because of a knee injury. From 1933-1935, he attended the University of Alabama on a working scholarship. He also worked part-time as a butcher and performed almost any type of work where he could earn a dollar.

In 1935, the young man obtained what he thought would be a summer job as a route salesman for the Tuscaloosa Dr. Pepper bottling plant. He fell in love with selling, which he calls “the gentle art of letting the other person have your way.” He discovered that it was “a profession in which your rewards are based on your efforts.” After becoming a top salesman for Dr. Pepper in Alabama, he decided he wanted to work at the main office of the Dr. Pepper Co. Three times he applied and three times he was turned down. When he was twenty-seven, he tried again and was successful. He moved to the headquarters in Dallas as Dr. Pepper’s zone manager for four Eastern states.

Thus, began the out-of-the-ordinary career of this man whose business acumen is matched only by his personal attributes.

In 1944, “Foots” Clements was moved up to sales promotion manager and four years later, assistant manager of bottler services. By 1949, he was named general sales manager, and in 1951, vice president, general sales manager. He became vice president of marketing in 1957 and is credited with aggressively franchising the company, creating a network of bottlers throughout the country and a distinct identity for a distinct soft drink. This marketing technique stemmed from his early belief that Dr. Pepper had to be more accessible. “People don’t really walk a mile for a Camel,” he said, “and they won’t dig in the backroom for a Dr. Pepper.”

During this period of steady promotion, this expert marketer was somewhat frustrated because he just wasn’t making the progress that he desired. He wanted to “get ahold of the company” in order to make it a more aggressive firm. His patience and hard work were, of course, eventually rewarded. In January 1967, he was elected execu­tive vice president and director. In March 1969, he became president and chief operating officer and in March 1970 was elevated to chief executive officer. From March 1974 to February 1980, he served as chairman of the board, president and CEO. He remained chairman and CEO until he was named chairman emeritus in August 1986.

W.W. “Foots” Clements was the catalyst for the company’s significant growth in the 1960′ s and 1970′ s. His two-pronged objective of building the industry’s strongest bottler network and a solid sales/marketing organization resulted in the firm’s rise from that of a “Texas drink” to one of significant national stature with international potential.

In 1973, Fortune called “the emergence of Dr. Pepper Co. as a glamour issue .. . among the more remarkable developments in recent years” and called this emergence a “triumph of marketing,” which began when W. W. “Foots” Clements became executive vice president and a director in 1967. Dr. Pepper Co. had been “total­ly unglamorous and little known above the Mason-Dixon line.” But by 1973 revenues and earnings had nearly quadrupled and Dr Pepper was sold in almost every community and in much of Canada, with plans to market overseas for the first time – in Japan. One of the principal changes that marketer Clements had made was to increase advertising. Thus, were many people who had never tasted the drink – or even heard of it – persuaded to try Dr. Pepper, “America’s Most Misunderstood Soft Drink.”

Even while concentrating most of his energy in trying to get more and more people over larger and larger areas to drink more and more Dr. Pepper, this kind, understanding, and down-to­earth man found time to serve his adopted hometown Dallas. He has said, “Anything good for Dallas, I was involved with it.” He has served on the boards of scores of Dallas civic and business organizations.

He has also served The University of Alabama in various capacities-including service as a member of the College of Commerce Board of Visitors and the President’s Cabinet. He has been asked many times to speak before Congressional committees as an expert of the soft drink industry and is a member of the U.S. Senatorial Business Advisory Board.

For his many accomplishments in marketing and management he has received numerous awards from the international, national, regional, and local chapters of the Sales and Marketing Executives Club. He was also named Beverage Industry “Man of the Year” in 1976 and Finan­cial World “Chief Executive Officer of the Year­Beverage Industry” in 1977; he was inducted into Beverage World Hall of Fame in 1982. He received the Entrepreneur of the Year Award from Southern Methodist University School of Business in 1975.

In recognition of his overall accomplishments, he received: an Honorary Doctor of Humane Letters from The University of Alabama (1974); the George Washington Certificate Award for Dallas Citizenship presented by Freedoms Foun­dation at Valley Forge (1975); the Horatio Alger Award (1980); and the National Football Foun­dation and Hall of Fame, Inc. – Lone Star Chapter Distinguished American Award (1980).

“Foots” Clements, now Chairman Emeritus of Dr. Pepper Co., has said he wishes he could be forty again so he could say that he’ll live to see Dr. Pepper become the best-selling soft drink. But regardless of whether he’s around, he pledges it will happen.

Sources of biographical information: The Dallas Morning News, July 18, 1982; Dallas Times Herald, May 26, 1985; Fortune, December 1973.

Daniel Jeremiah Haughton

  • October 26th, 2021

Daniel Jeremiah Haughton’s oft­repeated advice was, ”You do the best you can with what you’ve got.” Perhaps his rise to national prominence as an astute and skillful leader in the aviation and aerospace industries and in civic affairs stemmed from the fact that he followed his own advice.

Dan Haughton, born September 7, 1911, grew up on a farm near the small town of Dora in Walker County, Alabama. The son of Gayle and Martha (Davis) Haughton, he graduated from West Jefferson County High School as valedictorian of his class. In 1929, he enrolled in The University of Alabama. To earn enough money to finance his education, he drove a school bus, transporting miners to and from work and children to and from school; worked in a garage morning and afternoons and in lunch­rooms to pay for his lunch. During summer vacation, he earned $2.00 a day as a loader in a coal mine. About these work experiences, Dan Haughton later said, “I wouldn’t give up my expe­riences . . . for anything . . . I know how a guy feels when he works and he’s tired, and I know how to get tired and keep on going.”

When Dan Haughton graduated in 1933 with a B. S. degree in Accounting, he found few opportunities in depression-ridden Alabama. Thus, he went to California where he worked in construction companies until 1936 when his career in the aerospace industry began, as a cost accountant with the Consolidated Aircraft Corporation in San Diego.

In 1939, Dan Haughton joined Lockheed Air­craft Corporation in Burbank as a systems analyst and coordinator, with responsibilities for estab­lishing procedures for ac­counting, industrial securi­ty, production controls, and manpower. His honesty, integrity, accuracy, com­mon sense, and infinite capacity for work must have been quickly noticed. In 1941 he became assistant to the vice president of Lockheed’s Vega Aircraft Corporation subsidiary. His responsibilities included production planning, pro­curement, production, and deliveries. By 1943, his unusual management abilities were recognized by promotion to works manager of Vega Aircraft, with direct responsibility for its aircraft produc­tion programs. In early 1944, he was named assistant general works manager of Lockheed.

In 1946, Dan Haughton, who had established a reputation during World War II as a production specialist who could do equally well with men, machines, and money, was appointed assistant to Lockheed Aircraft’s vice president of manufacturing. In 1949, he became president of Lockheed’s subsidiary Airquipment Company and its Aerol Company, Inc. in Burbank.

In late 1950, in response to the need for bombers in Korea, the U.S. Air Force asked Lockheed to reopen a World War II bomber plant in Mariet­ta, Georgia. Thus, in January 1951, a nucleus of 150 Lockheed employees from Burbank moved to Marietta to form the Georgia Division-among them, Dan Haughton as assistant general manager of the new division (now the Lockheed-Georgia Division). One year later he was named general manager of the Georgia Division and a vice president of Lockheed Aircraft Corporation. In 1956, he returned to Burbank to become executive vice president of the corporation. He became a member of the board of directors in 1958 and was elected president of the corporation in 1961. He became chairman of the board in 1967 and served until his retirement in 1976.

As Lockheed executive vice president, president, and then chairman, Dan Haughton oversaw the development of such famous planes as the high-altitude U-2 and SR-71 reconnaissance aircraft, the C-5 military transport, and the L-1011 Tristar commercial jetliner.

One of his greatest achievements was his success in keeping Lockheed from financial disaster in 1971 when Rolls-Royce went bankrupt while develop­ing the engines for Lockheed’s L-1011 Jetliner. Using his patriarchal management style (which Fortune called “red-dirt southern courtliness”), he persuaded the British government to take over Rolls-Royce and continue the engine program; he arranged a $75 million credit package; and he pledged Lockheed assets as collateral when he con­vinced the U.S. government to guarantee a $250 million commercial loan from a group of 24 banks.

In recognition of his untiring efforts on behalf of Lockheed, Aviation Week in 1971 honored him, “for his indefatigable, courteous, frank, and suc­cessful campaign to keep his corporation afloat on the stormiest financial and technical waters the in­dustry has ever seen.” The Greater Los Angeles Press Club named him “Headliner of the Year,” for the most delicate balancing act in the annals of modern American business . . . “in snatching his company from the brink of bankruptcy.”

In an unprecedented gathering, thousands of Lockheed employees and their families crowded the Los Angeles Convention Center for a “Day with Dan” to express their appreciation for his leadership. Dan Haughton had truly earned his unofficial nickname ”Uncle Dan.”

Dan Haughton’s leadership extended beyond the aviation and aerospace industry. He was also a leader in public service which benefited millions of Americans, locally and nationally. In civic and philanthropic affairs, he was known as one who could be counted on to give generously of his time and personal resources. He chaired funds for numerous causes such as Red Cross, United Way, and Boy Scouts. He devoted 20 years of ceaseless effort as a fundraiser, director, and national chair­man for the Multiple Sclerosis Society to help fight the disease that in 1980 claimed his beloved wife, Martha Jean (nee Oliver), whom he had married in 1935.

Among the many honors Dan Haughton re­ceived were honorary Doctor of Law degrees from The University of Alabama (1962), George Washington University (1965), and Pepperdine University (1975); and an honorary doctor of science degree from Clarkson College of Technology (1973). Early in 1987, he was nominated and elected to the prestigious National Aviation Hall of Fame.

Other recognition included: the National Defense Transportation Association’s National Transportation Award (1965), the National Management Association’s Man of the Year (1966), Sales and Marketing Executives Interna­tional Marketing Executive of the Year (1968), and the National Aviation Club Award of Achieve­ment (1969).

Daniel Jeremiah Haughton died in Marietta, Georgia, on July 5, 1987. In a corporate manage­ment memo dated July 6, 1987, Larry Kitchen, chairman of the board and chief executive officer of Lockheed wrote, ‘With Dan Haughton’s death yesterday, Lockheed lost a fervent cham­pion, the aerospace industry lost an esteemed leader, and every Lockheed employee lost a good friend.”

He is survived by one sister, Sarah Haughton Rodgers of Northport, Alabama, and twelve nieces and nephews.

Biographical information was derived from material compiled by James W. Jacobs & Associates, Inc., Sun City West, AZ, for the National Aviation Hall of Fame, Inc., 1987; from Lockheed publications-The Southern Star and Star Dusters Newsletter; and from articles in the Atlanta Constitution and the Marietta Daily Journal.

William Dorsey Jelks

  • October 26th, 2021

William Dorsey Jelks has been described as a man with ability, integrity, and a habit of action – a man sensitive to human needs but also a very bold and determined man. These qualities become readily apparent in the story of his accomplishments in jour­nalism, politics, and business.

This distinguished Ala­bamian was born to Joseph William and Jane Goodrun (Frazer) Jelks in Warrior Stand, Macon County, Alabama, on November 7, 1855. Young William’s father, a captain in the Confederate Army, was killed in 1862. Subsequently, the youngster grew up in Union Springs in Bullock County where he was educated in the common schools. Loans from kind relatives enabled him to enter Mercer Univer­sity in 1873 from which he graduated in 1876. He returned to Union Springs and worked as a book­keeper to pay off the money he had borrowed.

In 1879, William Jelks acquired an interest in the Union Springs Herald, but sold his shares and moved to Eufaula later that same year. He bought the Eufaula Times. He was highly successful both as an editor and publisher. His newspaper is said to have been probably the most often quoted of the state’s newspapers. William Jelks stated later that in the nineteen years he owned and published the Eufaula Times, he acquired a “country competency.”

Long before William Jelks entered politics at the state level, he had shown an active interest in public affairs. When he was twenty-two, he was a member of the Union Springs common (town) council. In Eufaula he served from six to eight years on the school board and held the honorary title of superintendent of education. Through his editorials, he had become widely and favorably known.

In 1898 he ran for and was elected to the Barbour County seat in the state senate. In 1900, he aspired to be the president of the state senate and again was successful. This victory was a much more important one than appears on the surface because it was generally known that Governor-elect William J. Samford suffered from what was presumed a fatal illness, and in those days the president of the senate was the first officer in line for succession. Senator Jelks indeed took the oath of office in Samford’s stead and served the first thirty days of the term. Then the elected governor regained enough strength to take over and serve until his death six months later.

When the two-year term to which he had succeeded neared its end, William Jelks became a candidate to succeed himself and was elected to what was then a four-year term.

Both as State Senator and Governor, William Jelks exerted a major influence on the new con­stitution of 1901. He was chairman of the senate committee which drafted the enabling act and the elected chairman of the joint legislative commit­tee which revised the bill. He signed it both as president of the Senate and as Governor. As Governor, he had, perforce, to demonstrate the workability of the new constitution.

William Jelks earned the reputation as Alabama’s “Business Governor.” When the state bonded debt of $8.5 million fell due during his term, he refunded it. He affected the refund with a saving of $100,000 a year in interest and got a premium of $300,000 in addition. He en­couraged the passage of a uniform schoolbook law, which saved the state hundreds of thousands of dollars. He found no surplus in the State Treasury when he went in office, but he left about S1.8 million when he went out.

But this business-like executive was also a humanitarian. During his term, child labor legis­lation began. Appropriations for education were about twice as large as during any previous six years, and old soldiers’ pensions were quadrupled.

After Governor Jelks left office in January 1907, a new challenge beckoned. As Governor, he had read the reports of the Insurance Commissioner and noted the volume of insurance premiums going out of the State with no such premiums coming in. Though he probably never used the term “balance of payments,” he understood the idea, grasped the unfavorable position of his state and set about improving it. He conceived the idea that there should be a strong life insurance com­pany in Alabama. He moved to Birmingham and organized a life insurance company, with himself as president. He drew to him strong support. His first board of directors, thirty in number, reads like a roster of the foremost leaders of the time in Alabama. The company was capitalized at a hundred thousand dollars, with a paid-in surplus of twenty-five thousand, no small sum for the time and place. It was incorporated on July 26, 1907, and issued its first policy on September 3, 1907. The selection of the name, “Protective,” for the new company was a touch of genius, for the com­pany was founded in a period of financial panic when all men yearned to be protected.

The new company had a hard time. Because of one of the sharpest money and banking panics in U.S. history, most banks were limiting cash withdrawals from individual accounts to around $50. All of the South’s large cities, including Bir­mingham, issued clearing house certificates to take the place of currency. The financial conditions were further aggravated by the fact that estab­lished northern companies were in firm possession of the insurance field. It was indeed difficult to sell insurance.

William Jelks met the situation with caution, economy, and patience. He conserved his capital. He and his fellow subscribers to Protective stock absorbed all of the newborn company’s promo­tional and organization expenses. (The cost of the stamp on the envelope carrying the charter application to the secretary of state appears on the Company’s records as “Total Organization Expense, $.0 2”) The first home office was housed in one small room.

As he reported to stockholders in 1909, he believed that success in the insurance business lay in “making haste slowly.” The new company did not clamor for a large volume of business. Following a motto of “conservatism, consistently, persistently, and insistently,” Protective Life grew steadily and uninterruptedly throughout the twenty years that Governor Jelks was its president.

In 1927, Protective Life (often called “The Governor’s Company “) and Alabama National Life Insurance Company of Birmingham were consolidated. The united company retained the name “Protective.” Governor Jelks was made chairman of the consolidated company and F. Clabaugh (president of Alabama National) was the president. As chairman, seventy-two-year-old Governor Jelks turned all responsibilities over to the new president, except control of the Company’s investments. He was ready to retire. On January 1, 193 0, he gave up the chairmanship.

A few days later at a dinner given in his honor by his associates and friends, he bade farewell to his corporate child born twenty-three years before. In his words, Protective was his “own child … fed by me and my associates and nourished . . . It was an honest child and now is a strong and healthy one. All its early years I tried so to build that its foundations would hold any weight . . . let it live forever.”

William Dorsey Jelks went back to Eufaula to the home he had kept all those years. His productive life ended on December 13, 1931, but the fruits of his labors remain.

Sources of biographical information: A. B. Moore, History of Alabama, 1927; The Book of Alabama and the South, by John Temple Graves II, 1933. William J. Rushton, ”The Governor’s Company,” presented at the 1957 Alabama Dinner Meeting of the Newcomen Society in North America, Birmingham, Alabama.

Winton Malcolm “Red” Blount

  • September 24th, 2021

The story of the life of Winton Malcom Blount, Jr. Chairman of the Board and CEO of Blount, Inc., Montgomery, Alabama, is the story of a man dreaming about what could be and working hard to turn his dreams into realities. It is the story of a man who contributes to others, and to society as a whole, through his individual and corporate efforts.

Born February 1, 1921, in Union Springs, Ala­bama, Winton Malcolm Blount was the oldest of the two sons of Clara Belle (Chalker) and Wynton M. Blount. “Red;’ as he was nicknamed, was educated in the Union Springs Public Schools before entering the University of Alabama in 1939. In early 1942, he joined the Army Air Force and served as a B-29 pilot until his discharge in 1945.

When he and his brother Houston (who had served in the Navy Air Corps) returned to Union Springs, they found that their father’s sand and gravel business had deteriorated after his death in 1944. Having grown up in the entrepreneurial tradition, they set about to rebuild the business. With modest funds, they purchased some Army surplus equipment in Atlanta for use in the sand and gravel business. The direction of their business changed a few weeks later when “Red” returned from a trip to Atlanta with four surplus, but brand-new, D-7 Caterpillar tractors and scrapers. When Houston asked what they were going to do with “that stuff;’ “Red” replied, ‘We’re going in the contracting business:’

Their first contracts were for building fishponds around Union Springs. In the summer of 1946, they won a contract for grading and base sub-contract work on several Alabama Highway Department jobs. Although they didn’t know much about building highways, “Red” Blount has since said, they knew how to work. Through the late 40s, they continued to build roads (and bridges) in Alabama and Mississippi.

Blount Brothers Corpo­ration was incorporated on September 13, 1949, and based in Tuskegee, Alabama, with “Red” Blount as president and chairman of the board. In that same year, the company won its first $1 million dollar con­tract, to build the super­structure for the First Avenue Viaduct in Birmingham. When the young men learned that their bid was $124,000 under the next lowest bid, they were horrified. Their friends told them they would “lose their shirts;’ but they didn’t. The job was completed several months ahead of schedule.

The incentive for fast and quality work on that first large job was a Thanksgiving turkey for each crew member of the team that fin­ished first. Incentives in Blount, Inc. today include bonus plans, a profit-sharing plan, and pension program, and complete benefit programs of all kinds.

Blount Brothers Corporation moved to Mont­gomery in 1950. In 1952, the Corporation won a contract to build part of a complex wind tunnel facility at Tullahoma, Tennessee. The successful completion of this challenging project helped shape the Blount business strategy of focusing on big, complicated, fixed-price construction projects-often first of a kind-where the profit margins reflected the risks.

In the late 40s, much to “Red” Blount’s regret, Houston Blount, currently chairman of the board of Vulcan Materials Co. in Birmingham, left the corporation to pursue his interest in the materials business. Houston Blount still has remained a member of the Blount board and “Red’s” valuable counselor.

“Red” Blount has always been a risk-taking, en­trepreneurial, creative type of manager who focuses on long-term benefits, not on short-term earnings. He has stressed that the success of a company depends on its people, on its strategy for growth, and on its modem management techniques.

Among the many complex projects that the company has completed throughout the world are an atomic energy installation at Oak Ridge, Tennessee-the first atomic plant ever built on a fixed-price basis; the nation’s first Intercontinental Missile Base for the Atlas; the launch complexes for the Mercury, Gemini, and Apollo space pro­grams; the Louisiana Superdome-the world’s largest indoor arena; and an academic center for King Saud University in Riyadh, Saudi Arabia.

In 1969, when “Red” Blount became Postmaster General of the U.S., he placed his company stock in a blind trust and determined that the company should not bid on any government contract while he was a government official and for more than a year following his departure. This self-imposed restriction forced the interim management to expand more aggressively into industrial construc­tion and to acquire manufacturing companies for diversification. That diversification continued after “Red” Blount returned as chairman and CEO in 1974.

Today, the company (incorporated as Blount, Inc. in 1971) is an international manufacturing and construction corporation. The corporation and its subsidiaries employ approximately 8,100 people at offices, plants, and job sites throughout the U.S. and in several other countries.

Almost forty years ago, “Red” Blount wrote down precepts he believed necessary for the success of a company and of an individual. One of the precepts for individual success stated in The Blount Philosophy (a copy of which every new employee receives) is “participation in civic, cultural, religious, and political affairs of our country:’

The Blount Philosophy asks nothing of others that “Red” Blount has not done himself.

For example, a selected list of only his current activities in­cludes: President pro tempo re of the Board of Trus­tees of The University of Alabama; Chairman of the Board of Trustees of Rhodes College; a direc­tor of Alabama Shakespeare Festival and of Folger Shakespeare Library; Director and past Chairman of the National Business Committee for the Arts; a trustee of Alabama Trust Fund Board; a board member of Friends of American Art in Religion and the American Enterprise Institute. “Red” Blount has also been actively involved in politics as exemplified by his heading several campaigns in the South for Republican presidential candidates, and by his serving as a delegate to the 1988 Republican Convention in New Orleans.

As stated earlier, he served as Postmaster General of the United States and also as a member of President Nixon’s cabinet. He is credited with “taking politics out of the postal service” because of his strong “lobbying” for the legislation that created the U. S. Postal Service, a non-political organization of which he was chairman of the board in 1970-71. In 1972, “Red” Blount ran unsuccessfully for a seat in the U. S. Senate. He considers his defeat the best thing that could have happened to him because he wouldn’t have been happy in the senate. “I’m not a compromiser; I’m a manager. I like to accomplish things:’

“Red” Blount has become a staunch advocate of corporate as well as individual support of the arts.

The Blount Collection of American Art is one of the most extensive and highest quality cor­porate collections in the world. The paintings in the collection (all of which he has personally selected) are periodically rotated on the walls of the corporate offices and are made available to the public through tours and loans to museums throughout the world.

“Red” Blount built and gave to the State the $21.5 million dollar Carolyn Blount Theatre, home of the Alabama Shakespeare Festival com­plex and the 200 acres (called the Wynton M. Blount Cultural Park) on which it and the new Montgomery Museum of Fine Arts are built. A gift to the museum of $500,000 from the Blount Foundation and 41 paintings (valued at $15 mil­lion) from the Blount Collection of American Art accompanied the gift of the land on which it is built.

It is impossible to list all the awards and hon­ors given to Winton Malcolm “Red” Blount. Suffice it to say, this native Alabamian who thinks big, builds bigger, and gets things done, stands tall in many peoples’ eyes. He is a great American.

Sources of bibliographic information: Blount, Inc. publications: ‘The Blount Story: American Enterprise at Its Best;’ address given by Winton M. Blount, to the Newcomen Society in North Ameri­ca, Birmingham, Oct. 10, 1979; Greater Minneapolis Chamber of Commerce, Catalyst, 1986; The Montgomery Advertiser and The Alabama Journal, Dec. 27, 1987; The New York Times, May 10, 1981; “Winton “Red” Blount,” Arts & Antiques, May, 1986.

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