{"product_id":"uhsinc-business-model-canvas","title":"Universal Health Services Business Model Canvas","description":"\u003cdiv class=\"pr-shrt-dscr-wrapper orange\"\u003e\n\u003csection class=\"pr-shrt-dscr-box\"\u003e\n\u003cdiv class=\"pr-shrt-dscr-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/GENERAL-Magnifier-Icon.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eHospital Network Business Model Canvas: Patient-Centric Care, Scalable Margins \u0026amp; Revenue Streams\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"pr-shrt-dscr-content\"\u003e\n\u003cp\u003eDiscover Universal Health Services’s Business Model Canvas—three to five clear sentences mapping its patient-centric value propositions, key partnerships, and revenue streams. This concise, strategic snapshot reveals how UHS scales care and margins in a complex market. Purchase the full, editable Canvas to access detailed, company-specific insights for benchmarking, investment or strategic planning.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"frst_big_letter_heading\"\u003e\n\u003ch2\u003e\n\u003cspan class=\"frst_big_letter_letter green\"\u003eP\u003c\/span\u003e\u003cspan class=\"frst_big_letter_text\"\u003eartnerships\u003c\/span\u003e\n\u003c\/h2\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-wrapper green\"\u003e\n\u003csection class=\"sub-highlight-box\"\u003e\n\u003cdiv class=\"sub-highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003ePayers: Commercial \u0026amp; Government\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eContracts with commercial insurers and government programs drive volume and rates; Medicare and Medicaid represented about 51% of U.S. hospital net patient revenue (AHA 2023), anchoring UHS reimbursement mix. Collaborations focus on utilization management, prior authorization and value-based metrics tied to CMS VBP (up to ~2% of Medicare payments) and readmission penalties (up to 3%). Joint initiatives target reductions in readmissions and length-of-stay to capture quality bonuses. Data sharing for HCC risk adjustment and care coordination can lift payments ~3–5% while lowering avoidable utilization.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003csection class=\"sub-highlight-box\"\u003e\n\u003cdiv class=\"sub-highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003ePhysicians \u0026amp; Clinical Groups\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eEmployed and affiliated physicians—including hospitalists, psychiatrists, surgeons, and primary care networks—ensure coverage and specialty depth across UHS’s national footprint, supporting clinical volumes that contributed to UHS’s roughly $13.3 billion revenue in 2023 and continued growth into 2024. Co-management agreements and medical directorships drive measurable quality and throughput gains, lowering length of stay and readmissions in affiliated units. Residency affiliations create a stable recruitment pipeline, with graduate medical education programs expanding clinician supply for system needs.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Image.svg\" alt=\"Explore a Preview\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003csection class=\"highlight-box\"\u003e\n\u003cdiv class=\"highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eTechnology \u0026amp; EHR Vendors\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eEHR, telehealth, and revenue cycle platforms enable integrated care and billing, with EHR adoption in US hospitals above 96% and telehealth accounting for roughly 8–12% of outpatient visits in 2024. Interoperability with payers and referring providers streamlines claims and care coordination, reducing denials. Analytics partners drive outcome tracking and can boost operating margins by 2–5%. Cybersecurity vendors protect PHI and ensure uptime targets near 99.99%, with average breach costs around $10.9M.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003cdiv class=\"product-green-section\"\u003e\n\u003cdiv class=\"product-box-green-section4\"\u003e\n\u003cdiv class=\"title-row-green-section\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eCommunity \u0026amp; Referral Networks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-green-section blur_box\"\u003e\n\u003cpcommunity referral networks link schools courts social services and community clinics that collectively refer behavioral health patients supporting uhs units tied to a national network of over acos fqhcs in streamline care transitions.\u003e\n\u003cpoutreach programs and partnerships with post-acute facilities nonprofits have been shown to cut avoidable ed use by as much improve follow-up rates while advocacy groups bolster prevention aftercare capacity.\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eReferrers: schools, courts, social services, community clinics\u003c\/li\u003e\n\u003cli\u003eSystem links: 1,000+ ACOs; 1,400+ FQHCs (2024)\u003c\/li\u003e\n\u003cli\u003eImpact: outreach cuts ED overuse ~15–20%\u003c\/li\u003e\n\u003cli\u003eSupport: nonprofits\/advocacy strengthen prevention \u0026amp; aftercare\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/poutreach\u003e\u003c\/pcommunity\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"get_full_prdct_orange\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"product-box-green-section4\"\u003e\n\u003cdiv class=\"title-row-green-section\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eSuppliers \u0026amp; GPOs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-green-section blur_box\"\u003e\n\u003cp\u003eGroup purchasing organizations secure drugs, devices and consumables at scale, driving supplier discounts that helped UHS manage procurement across its 26 acute-care hospitals and 350+ behavioral health and ambulatory sites in 2024.\u003c\/p\u003e\n\u003cp\u003eBiomedical, lab and imaging vendors ensure uptime for high-cost assets while pharmacy partners support formulary management and 340B optimization where applicable; logistics partners improve inventory turns and cut waste, often reducing expired stock by double-digit percentages.\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eScale: 26 acute hospitals, 350+ sites (2024)\u003c\/li\u003e\n\u003cli\u003eProcurement: GPO-driven discounts—material to margin\u003c\/li\u003e\n\u003cli\u003eClinical tech: vendor SLAs for critical equipment uptime\u003c\/li\u003e\n\u003cli\u003ePharmacy: formulary + 340B optimization where eligible\u003c\/li\u003e\n\u003cli\u003eLogistics: improved turns, lower expired inventory\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"get_full_prdct_orange\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003csection class=\"highlight-box\"\u003e\n\u003cdiv class=\"highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Partnerships-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eIntegrated network partnerships cut avoidable ED use and lift value-based payments\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eUHS key partnerships—payers (Medicare\/Medicaid ~51% of hospital NPR AHA 2023), employed\/affiliated physicians, tech vendors, GPOs, community referrers and post-acute partners—drive volume, reimbursement mix and cost control, supporting ~$13.3B revenue (2023) across 26 acute hospitals and 350+ sites. Value-based contracts, data-sharing and outreach cut readmissions\/ED overuse and lift payments via HCC adjustment and VBP bonuses.\u003c\/p\u003e\n\u003ctable class=\"tbl_prdct green_head blur_tbl\"\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth\u003eMetric\u003c\/th\u003e\n\u003cth\u003e2023–24\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd\u003eHospital NPR from Medicare\/Medicaid\u003c\/td\u003e\n\u003ctd\u003e~51% (AHA 2023)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUHS revenue\u003c\/td\u003e\n\u003ctd\u003e$13.3B (2023)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eNetwork scale\u003c\/td\u003e\n\u003ctd\u003e26 acute hospitals; 350+ sites (2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eACO \/ FQHC links\u003c\/td\u003e\n\u003ctd\u003e1,000+ ACOs; 1,400+ FQHCs (2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eTelehealth share\u003c\/td\u003e\n\u003ctd\u003e8–12% outpatient (2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eED\/outreach impact\u003c\/td\u003e\n\u003ctd\u003e−15–20% avoidable ED use\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\n\u003cbutton class=\"get_full_prdct_orange\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003cdiv class=\"product-includes\"\u003e\n\u003ch2\u003eWhat is included in the product\u003c\/h2\u003e\n\u003cdiv class=\"product-box-includes\"\u003e\n\u003cdiv class=\"title-row-includes\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/GENERAL-Word-Icon.svg\" alt=\"Word Icon\"\u003e\n\u003cstrong\u003eDetailed Word Document\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-includes\"\u003e\n\u003cp\u003eA comprehensive Business Model Canvas for Universal Health Services outlining nine blocks—customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partners, and cost structure—linked to competitive strengths and strategic risks for investors and analysts.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"plus-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/GENERAL-Plus-Icon.svg\" alt=\"Plus Icon\"\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"product-box-includes\"\u003e\n\u003cdiv class=\"title-row-includes\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/GENERAL-Excel-Icon.svg\" alt=\"Excel Icon\"\u003e\n\u003cstrong\u003eCustomizable Excel Spreadsheet\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-includes\"\u003e\n\u003cp\u003eHigh-level view of Universal Health Services’ business model with editable cells, quickly identifying pain points across care delivery, reimbursement, and cost structure to streamline strategic fixes and stakeholder collaboration.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-2_new_design\"\u003e\n\u003cdiv class=\"frst_big_letter_heading\"\u003e\n\u003ch2\u003e\n\u003cspan class=\"frst_big_letter_letter orange\"\u003eA\u003c\/span\u003e\u003cspan class=\"frst_big_letter_text\"\u003ectivities\u003c\/span\u003e\n\u003c\/h2\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-wrapper orange\"\u003e\n\u003csection class=\"sub-highlight-box\"\u003e\n\u003cdiv class=\"sub-highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eAcute \u0026amp; Behavioral Care Delivery\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eProvide inpatient, emergency, surgical and psychiatric services across more than 350 UHS facilities, standardizing clinical pathways to reduce LOS and complications (pathways have cut readmissions up to 20% in published studies). Manage capacity for seasonal and episodic surges with flexible staffing, ensure 24\/7 coverage and rapid triage.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003csection class=\"sub-highlight-box\"\u003e\n\u003cdiv class=\"sub-highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eCare Coordination \u0026amp; Case Management\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003ePlan discharges, step-downs, and community placements to streamline transitions and cut 30-day readmissions by 15–20% per care-transition studies. Coordinate with payers to secure authorizations and post-acute services, reducing length-of-stay and avoidable costs often estimated at $1,000–$4,000 per patient. Monitor high-risk cohorts and leverage social work for SUD and behavioral continuity to lower readmission risk and improve outcomes.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-2_new_design\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Image.svg\" alt=\"Explore a Preview\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003csection class=\"highlight-box\"\u003e\n\u003cdiv class=\"highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eRegulatory \u0026amp; Quality Compliance\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eMaintain licensure and accreditation with ongoing survey readiness; track core measures and patient safety events plus HCAHPS (29-item survey) to support CMS value-based purchasing (up to 2% payment adjustment). Implement infection prevention targeting CLABSI, CAUTI, CDI and SSI and antibiotic stewardship per CDCs 7 core elements. Ensure accurate, timely reporting to CMS and state agencies on required schedules.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003cdiv class=\"product-orange-section\"\u003e\n\u003cdiv class=\"product-box-orange-section4\"\u003e\n\u003cdiv class=\"title-row-orange-section\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eRevenue Cycle \u0026amp; Contracting\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-orange-section blur_box\"\u003e\n\u003cp\u003eManage coding, billing, denials and collections to optimize yield, targeting industry denial rates of 5–10% and aiming to cut denials ~25% through workflow fixes; negotiate payer contracts and value-based arrangements to shift reimbursement mix toward higher-margin bundles; verify eligibility and prior authorizations upfront to reduce write-offs and A\/R days; deploy analytics to improve case-mix index and documentation, boosting capture of DRG acuity.\u003c\/p\u003e\n\u003cp\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eDenial rate target: 5–10%\u003c\/li\u003e\n\u003cli\u003eDenial reduction goal: ~25%\u003c\/li\u003e\n\u003cli\u003eFocus: eligibility\/prior auth to cut write-offs\u003c\/li\u003e\n\u003cli\u003eAnalytics: improve case-mix index and documentation capture\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"get_full_prdct_green\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"product-box-orange-section4\"\u003e\n\u003cdiv class=\"title-row-orange-section\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eNetwork Expansion \u0026amp; Facility Management\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-orange-section blur_box\"\u003e\n\u003cp\u003eNetwork expansion and facility management focus on assessing target markets, acquiring or developing facilities, and expanding service lines while maintaining plants, imaging, and IT infrastructure; in 2024 emphasis remained on allocating capital to high-ROI programs and bed capacity and integrating acquisitions operationally and culturally.\u003c\/p\u003e\n\u003cp\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eMarket assessment 2024\u003c\/li\u003e\n\u003cli\u003eCapex to high-ROI programs\/beds\u003c\/li\u003e\n\u003cli\u003eMaintain imaging\/IT\/physical plant\u003c\/li\u003e\n\u003cli\u003eOperational \u0026amp; cultural integration\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"get_full_prdct_green\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003csection class=\"highlight-box\"\u003e\n\u003cdiv class=\"highlight-icon\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/CANVAS-Content-Activities-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eScale \u003cstrong\u003e350+\u003c\/strong\u003e sites, cut readmissions \u003cstrong\u003e15–20%\u003c\/strong\u003e, reduce denials and LOS\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eOperate 350+ acute, behavioral and specialty sites with standardized clinical pathways cutting readmissions 15–20% and supporting 24\/7 emergency, surgical and psych coverage. Optimize throughput and discharges to reduce LOS and avoidable costs ($1k–$4k\/patient), manage surge staffing, and sustain accreditation, infection control and stewardship per CDC\/CMS rules. Run revenue cycle targeting 5–10% denials, aiming −25% improvement via prior-auth and documentation analytics.\u003c\/p\u003e\n\u003ctable class=\"tbl_prdct green_head blur_tbl\"\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth\u003eMetric\u003c\/th\u003e\n\u003cth\u003e2024\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd\u003eFacilities\u003c\/td\u003e\n\u003ctd\u003e350+\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eReadmission reduction\u003c\/td\u003e\n\u003ctd\u003e15–20%\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDenial rate target\u003c\/td\u003e\n\u003ctd\u003e5–10%\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eVBP payment impact\u003c\/td\u003e\n\u003ctd\u003eup to ±2%\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\n\u003cbutton class=\"get_full_prdct_green\" onclick=\"get_full()\"\u003e\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003ch2\u003e\n\u003cspan style=\"color: #3BB77E;\"\u003eFull Document Unlocks After Purchase\u003c\/span\u003e\u003cbr\u003e Business Model Canvas\u003c\/h2\u003e\n\u003cp\u003eThe Business Model Canvas you see for Universal Health Services is the actual, complete document—not a mockup—and reflects the same content and structure you’ll receive after purchase. When you buy, you’ll download this exact file ready for editing, presenting, and sharing in the delivered formats. No sections are omitted—what you preview is what you own.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/GENERAL-Explore-Preview.svg\" alt=\"Explore a Preview\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e","brand":"PortersFiveForce","offers":[{"title":"Default Title","offer_id":56162340143481,"sku":"uhsinc-business-model-canvas","price":10.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0914\/5276\/8633\/files\/uhsinc-business-model-canvas.png?v=1762699248","url":"https:\/\/portersfiveforce.com\/products\/uhsinc-business-model-canvas","provider":"Porter's Five Forces","version":"1.0","type":"link"}