{"product_id":"asburyauto-five-forces-analysis","title":"Asbury Automotive Group Porter's Five Forces Analysis","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\u003eGo Beyond the Preview—Access the Full Strategic Report\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"pr-shrt-dscr-content\"\u003e\n\u003cp\u003eAsbury Automotive Group faces moderate buyer power, intense competition among dealerships, and evolving substitute threats from online retail and subscription models, while supplier influence and entry barriers shape margins and scale advantages.\u003c\/p\u003e\n\u003cp\u003eThis brief snapshot only scratches the surface. Unlock the full Porter's Five Forces Analysis to explore Asbury Automotive Group’s competitive dynamics, market pressures, and strategic advantages in detail.\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\"\u003eS\u003c\/span\u003e\u003cspan class=\"frst_big_letter_text\"\u003euppliers Bargaining Power\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\/5FORCES-Content-Suppliers-Box-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eOEM Concentration and Influence\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eMajor OEMs—Toyota, Honda, Ford—hold leverage by controlling top-selling models; Toyota sold 8.6M vehicles globally in 2024, so Asbury’s new-vehicle mix depends on OEM allocations and model availability.\u003c\/p\u003e\n\u003cp\u003eAsbury’s inventory and margins fluctuate with OEM production schedules; in 2024 dealer vehicle shortages raised wholesale prices 18%, squeezing dealer gross profit.\u003c\/p\u003e\n\u003cp\u003eBy late 2025 EVs amplify supplier power: OEMs impose dealership EV infrastructure requirements and charging targets; Cox Automotive reported 42% of franchised dealers lacked full EV readiness in 2024.\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\/5FORCES-Content-Suppliers-Box-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eFranchise Agreement Constraints\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cpsuppliers exert strong leverage via franchise agreements that force asbury automotive group to meet precise facility and branding standards with average remodel costs of million per reported in for major oems. these contracts typically bar multi-brand sales on the same site locking dealers into exclusivity preserving manufacturer control. must deploy significant capex property equipment additions were retain authorized status as oem evolves.\u003e\n\u003c\/psuppliers\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\/5FORCES-Content-Suppliers-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\/5FORCES-Content-Suppliers-Box-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eInventory Allocation Systems\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eManufacturers set algorithmic inventory allocation using dealership performance and regional sales; Asbury’s access to high-margin SUVs\/trucks is therefore partly controlled by suppliers, constraining revenue upside.\u003c\/p\u003e\n\u003cp\u003eIn 2024–2025 logistics volatility—chip shortages easing but transport delays up 12% in 2024—boosted OEM leverage, with top 5 automakers allocating 18–25% of limited SUV\/truck units to higher-performing dealers.\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\/5FORCES-Content-Suppliers-Box-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eCertified Parts Monopolies\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-green-section blur_box\"\u003e\n\u003cp\u003eAsbury depends on OEM-certified parts and proprietary diagnostic software for its high-margin service and repair business; OEMs therefore exert price-setting power because using genuine parts is often required to preserve manufacturer warranties.\u003c\/p\u003e\n\u003cp\u003eIn 2024 Asbury reported parts and service gross profit of $1.1 billion, so OEM pricing policies directly influence a material slice of service margins and cost of goods sold.\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eOEMs control certified parts and software\u003c\/li\u003e\n\u003cli\u003eWarranties force use of genuine parts\u003c\/li\u003e\n\u003cli\u003e2024 parts \u0026amp; service GP: $1.1B\u003c\/li\u003e\n\u003cli\u003eSupplier pricing limits Asbury margin upside\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\u003cdiv class=\"product-box-green-section4\"\u003e\n\u003cdiv class=\"title-row-green-section\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/5FORCES-Content-Suppliers-Box-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eTiered Incentive Structures\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-green-section blur_box\"\u003e\n\u003cp\u003eTiered incentives from manufacturers supply a large share of dealership profits—manufacturer holdbacks, dealer incentives, and volume bonuses accounted for about 18–22% of U.S. franchise dealer gross profit in 2024, letting suppliers steer Asbury toward specific SKUs and CSI (customer satisfaction index) targets.\u003c\/p\u003e\n\u003cp\u003eThis financial entanglement gives manufacturers indirect control over Asbury’s stocking, marketing, and staffing priorities, since missing volume thresholds can cut bonuses materially (often 1–3% of unit price).\u003c\/p\u003e\n\u003cp\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e18–22% dealer gross from OEM incentives (2024)\u003c\/li\u003e\n\u003cli\u003eBonuses tied to volume\/CSI often 1–3% per unit\u003c\/li\u003e\n\u003cli\u003eIncentives shift Asbury promotions and inventory mix\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\/5FORCES-Content-Suppliers-Box-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eOEMs Dictate Margins \u0026amp; Access: Toyota Scale, Heavy Incentives, Asbury Capex Strain\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eSuppliers (OEMs) hold high bargaining power: they control allocations, parts\/software, and incentives—Toyota sold 8.6M vehicles in 2024, OEM incentives made 18–22% of dealer gross in 2024, and Asbury’s parts \u0026amp; service GP was $1.1B (2024), forcing capex (Asbury capex $312M, 2024) and constraining access to high-margin SUVs\/trucks.\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 value\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd\u003eToyota global sales\u003c\/td\u003e\n\u003ctd\u003e8.6M\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOEM incentive share of dealer gross\u003c\/td\u003e\n\u003ctd\u003e18–22%\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAsbury parts \u0026amp; service GP\u003c\/td\u003e\n\u003ctd\u003e$1.1B\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAsbury capex (PPE additions)\u003c\/td\u003e\n\u003ctd\u003e$312M\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\u003eTailored Porter's Five Forces analysis for Asbury Automotive Group, uncovering competitive drivers, buyer\/supplier power, entry barriers, substitutes, and disruptive threats to inform strategic positioning and profitability.\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\u003eCompact Porter's Five Forces summary tailored to Asbury Automotive Group—quickly spot supplier, buyer, and competitive pressures to guide dealership strategy and M\u0026amp;A decisions.\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\"\u003eC\u003c\/span\u003e\u003cspan class=\"frst_big_letter_text\"\u003eustomers Bargaining Power\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\/5FORCES-Content-Customers-Cart-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eDigital Price Transparency\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eBy late 2025, online comparison tools covering 90% of US metro markets give buyers real-time pricing, invoice figures, dealer incentives, and trade-in estimates; customers now enter Asbury Automotive Group (NYSE: ABG) negotiations knowing competitor discounts and regional MSRP spreads. This information symmetry compresses margins—new-vehicle gross profit per unit fell industry-wide from $1,200 in 2019 to ~$820 in 2024—and forces Asbury to fight on price rather than upsell services. \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\/5FORCES-Content-Customers-Cart-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eLow Switching Costs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"sub-highlight-content\"\u003e\n\u003cp\u003eConsumers face minimal financial hurdles to switch dealerships—average US new-vehicle transaction fees are under $1,000 and 2024 Kelley Blue Book data shows 68% of buyers cite price\/finance over brand when choosing a dealer.\u003c\/p\u003e\n\u003cp\u003eMany brands now match features and reliability; JD Power 2024 reported only a 12-point gap in initial quality across top brands, so loyalty yields to price and terms.\u003c\/p\u003e\n\u003cp\u003eAsbury must boost service, digital sales, and captive finance offers—its 2024 net income margin of 3.1% means small price moves can hurt, so experience retention is vital.\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\/5FORCES-Content-Customers-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\/5FORCES-Content-Customers-Cart-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eFinancing Independence\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cpfintech and d2c lending let buyers get preapproved loans before visiting dealers cutting asbury automotive group traditional leverage from f insurance upsells. in fintech-originated auto rose yoy to of new-vehicle financing the us shrinking dealer-arranged loan share margin opportunities. can now reject dealership rates for offers pressuring per-vehicle revenue which averaged about\u003e\n\u003c\/pfintech\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\/5FORCES-Content-Customers-Cart-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eInformation Access via Vehicle History\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-orange-section blur_box\"\u003e\n\u003cp\u003eInformation access via vehicle history reports (Carfax, AutoCheck) lets buyers verify accidents, title issues, and odometer records, reducing asymmetric information and pressuring Asbury Automotive Group to back used-car pricing with documentation and reconditioning proof.\u003c\/p\u003e\n\u003cp\u003eTransparency caps Asbury’s ability to charge premiums; industry data show 72% of used-buyers cite history reports as purchase drivers (2024 Cox Automotive), enabling customers to demand discounts for even minor flaws.\u003c\/p\u003e\n\u003cp\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e72% buyers use reports (Cox 2024)\u003c\/li\u003e\n\u003cli\u003eAccident\/clean-title splits shift price by 5–12%\u003c\/li\u003e\n\u003cli\u003eProof of reconditioning raises sale price, lack of it forces concessions\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\/5FORCES-Content-Customers-Cart-Icon-Color-2.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eService Department Alternatives\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"content-row-orange-section blur_box\"\u003e\n\u003cp\u003eCustomers can choose independent shops and national chains like Midas or Firestone; 2024 U.S. independent repair shops performed ~70% of non-warranty maintenance, cutting into dealership share.\u003c\/p\u003e\n\u003cp\u003eOnce vehicles exit warranty (typically 3–5 years), consumers shop for lower labor rates—dealer average labor rate in 2024 was ~$120\/hour vs independent ~$90\/hour—shifting bargaining power to buyers.\u003c\/p\u003e\n\u003cp\u003eAsbury must prove higher premiums via tech and convenience—digital service scheduling, OEM parts availability, and 1–2 hour express lanes—to retain a mobile customer base.\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eIndependent shops do ~70% non-warranty work\u003c\/li\u003e\n\u003cli\u003eDealer labor ~$120\/hr vs independent ~$90\/hr (2024)\u003c\/li\u003e\n\u003cli\u003eWarranty drop at 3–5 years tilts power to consumers\u003c\/li\u003e\n\u003cli\u003eAsbury needs tech + convenience to justify premiums\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\/5FORCES-Content-Customers-Cart-Icon-Color-1.svg\" alt=\"Icon\"\u003e\n\u003ch3\u003eBuyers' leverage soars: price tools, fintech loans, and service options force price play\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"highlight-content\"\u003e\n\u003cp\u003eBuyers hold strong leverage: real-time price tools cover ~90% US metros (2025), new-vehicle gross profit\/unit fell to ~$820 (2024), fintech auto-loans hit 22% of originations (2024), and 72% of used buyers use history reports (Cox 2024); low switch costs and independent service share (~70% non-warranty work) force Asbury to compete on price, service convenience, and preapproved finance matching.\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\u003eValue\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd\u003ePrice-tool coverage\u003c\/td\u003e\n\u003ctd\u003e~90% (2025)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eNew-vehicle GP\/unit\u003c\/td\u003e\n\u003ctd\u003e~$820 (2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFintech loan share\u003c\/td\u003e\n\u003ctd\u003e22% (2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUsed buyers using reports\u003c\/td\u003e\n\u003ctd\u003e72% (Cox 2024)\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eIndependent non-warranty work\u003c\/td\u003e\n\u003ctd\u003e~70% (2024)\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;\"\u003ePreview the Actual Deliverable\u003c\/span\u003e\u003cbr\u003eAsbury Automotive Group Porter's Five Forces Analysis\u003c\/h2\u003e\n\u003cp\u003eThis preview shows the exact Asbury Automotive Group Porter’s Five Forces analysis you'll receive immediately after purchase—no placeholders, no mockups, fully formatted and ready for use. The document covers supplier and buyer power, competitive rivalry, threat of new entrants, and substitutes with data-backed insights and strategic implications. Purchase grants instant access to this identical, professionally written file. \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":"MatrixBCG","offers":[{"title":"Default Title","offer_id":56747208507769,"sku":"asburyauto-five-forces-analysis","price":10.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0911\/3554\/1625\/files\/asburyauto-five-forces-analysis.png?v=1772195957","url":"https:\/\/growthsharematrix.com\/products\/asburyauto-five-forces-analysis","provider":"Growth Share Matrix","version":"1.0","type":"link"}