---
title: "China Brand Going Global: Global Retail 50 Reordered"
description: "The National Retail Federation (NRF) and Kantar have released the 2026 Global Retailer TOP 50 list. According to NRF/Kantar criteria, companies must be retailers selling consumer goods to the public and have direct sales operations in at least three countries, with at least one country not bordering their home market; the list also calculates retail-related revenue, excluding non-retail income such as finance, cloud services, and logistics. So, if you break down these 50 companies, you'll find that the mainstream of global retail..."
author: "王军"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2026-04-27"
categories: "Brand Marketing"
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citation: "王军. “China Brand Going Global: Global Retail 50 Reordered.” New Distribution, 2026-04-27. https://xinjignxiao.com/en/articles/china-brand-going-global-global-retail-50-reordered-05d33104/"
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---

# China Brand Going Global: Global Retail 50 Reordered

> The National Retail Federation (NRF) and Kantar have released the 2026 Global Retailer TOP 50 list. According to NRF/Kantar criteria, companies must be retailers selling consumer goods to the public and have direct sales operations in at least three countries, with at least one country not bordering their home market; the list also calculates retail-related revenue, excluding non-retail income such as finance, cloud services, and logistics. So, if you break down these 50 companies, you'll find that the mainstream of global retail...

The National Retail Federation (NRF) and Kantar have released the 2026 Global Retailer TOP 50 list.
According to NRF/Kantar criteria, companies must be retailers selling consumer goods to the public and have direct sales operations in at least three countries, with at least one country not bordering their home market; the list also calculates retail-related revenue, excluding non-retail income such as finance, cloud services, and logistics.
So, if you break down these 50 companies, you'll find that the mainstream of global retail mainly falls into several categories:
  * One category is comprehensive food retail, such as Walmart, Carrefour, Tesco, and Aeon;
  * One category is discount retail, such as Lidl, Aldi, Action, TJX, and Primark;
  * One category is membership warehouse, such as Costco;
  * One category is specialty retail, such as Home Depot, IKEA, Decathlon, and Sephora; and platform-based retail enterprises like Amazon and Alibaba.
Their business models differ, and their paces differ, but being on this list together shows that they have all achieved scale, efficiency, and cross-border operations in their respective tracks. Based on this, the author has systematically analyzed this list, breaking down the business landscape and operating logic of these retail giants one by one.
The top ten are the most core sample of global retail
First, look at the top ten.
The 2026 Global Retailer TOP 10 are: Walmart, Amazon, Schwarz Group, Aldi, Costco, Ahold Delhaize, Carrefour, IKEA, Home Depot, and Walgreens Boots Alliance.
NRF officially mentioned that Walmart continues to rank first, with Amazon, Schwarz Group, Aldi, Costco, Ahold Delhaize, and Carrefour maintaining their positions from the previous year, while IKEA and Home Depot rose to eighth and ninth, respectively.
These ten companies can be roughly divided into four categories.
The first category is comprehensive retail giants, represented by Walmart, Ahold Delhaize, and Carrefour.
Walmart needs no introduction; it remains the world's largest retailer. The list shows Walmart's total revenue of $692 billion, 10,816 stores globally, and a ranking score of 509 points, significantly higher than second-place Amazon. Walmart's advantage lies not only in the U.S. but also in its combination of hypermarkets, community stores, Sam's Club, online platforms, and fulfillment systems.
NRF's analysis also mentions that Walmart continued to invest internationally in 2025, with about 350 stores and Sam's Club warehouses in China, and launched small urban stores and new online app features.
Ahold Delhaize ranks sixth, which many domestic readers may not be familiar with. It is a Dutch retail group with brands like Albert Heijn, Food Lion, and Stop & Shop, with operations in Europe and the U.S. Its characteristic is not a unified global brand but operating multiple localized supermarket brands in different markets.
NRF mentions that it continues to refresh its small-store network in Europe and strengthen value formats, private labels, and home delivery in the U.S. and Europe.
Carrefour ranks seventh. It was once a representative of the global hypermarket model, but its focus now is not just on "hypermarkets." NRF's analysis mentions that Carrefour is shifting more resources to food retail, online, and small stores; in Brazil and Latin America, the Atacado cash-and-carry format contributes nearly 30% of total revenue and operating profit.
These companies show that global comprehensive retail has not disappeared, but the big-store model is no longer the only answer. Today's comprehensive retail giants often simultaneously operate big stores, small stores, online, membership, discount, private label, and retail media.
The second category is discount retail, represented by Schwarz Group and Aldi.
Schwarz Group ranks third, with total revenue of $189 billion and 14,667 stores globally. Its two most important brands are Lidl and Kaufland. Lidl is a representative of European hard discount supermarkets, while Kaufland is closer to a large food supermarket and hypermarket.
NRF mentions that Lidl remains an important price competitor in the UK and is rapidly opening stores in urban and suburban areas on the U.S. East Coast; the group is optimizing supply chain and SKUs to leave room for e-commerce and home delivery investment.
Aldi ranks fourth, with total revenue of $166 billion and 14,215 stores globally. It is divided into Aldi Süd and Aldi Nord, with a strong presence in Europe, the U.S., the UK, Australia, and other markets. Aldi stores are small, with limited SKUs, high private label share, and extremely streamlined operations, supporting low prices with low costs.
NRF mentions that Aldi continues to invest in the U.S., UK, and Australia, and its small urban stores in China are performing well due to price-sensitive consumers.
Schwarz Group and Aldi ranking third and fourth globally shows that discount retail is no longer a niche format but one of the most important mainstream models in global retail.
The third category is membership and lifestyle retail, represented by Costco, IKEA, and Home Depot.
Costco ranks fifth, with total revenue of $266 billion and 915 stores globally. Its store count is far fewer than Walmart, Aldi, and Carrefour, but its high ranking indicates high efficiency per store in membership warehouse. Costco's logic is low SKU, high turnover, membership fees, private label, and bulk packaging.
NRF mentions that Costco's member retention rate exceeds 90% across markets, and Kirkland Signature is considered one of the world's largest private labels.
IKEA ranks eighth, with total revenue of $49 billion and 486 stores globally. IKEA is not food retail but can enter the top ten because it has turned home furnishing retail into a global lifestyle model.
NRF mentions that IKEA continues to expand small-format stores and mixed-use properties, entering New Zealand in late 2025, and adding markets like Mexico and Chile in the Americas.
Home Depot ranks ninth, with total revenue of $162 billion and 2,362 stores globally. It mainly covers the U.S., Canada, and Mexico, and is a representative of global home improvement and building materials retail. Its business is not just selling goods but building a service and supply system around home repair, renovation, and professional contractors.
NRF mentions that Home Depot's growth slowed in 2025 due to weak housing markets in the U.S. and Canada, but growth in Mexico offset some pressure.
These three companies share a common point: they go deep into one consumption scenario. Costco focuses on cost-effective bulk buying for middle-class families, IKEA on moving, starting a family, renovation, and lifestyle, and Home Depot on home maintenance and professional project needs.
The fourth category is pharmacy retail, represented by Walgreens Boots Alliance.
Walgreens Boots Alliance ranks tenth, with total revenue of $127 billion and 11,605 stores globally. It is an important representative of pharmacy retail in the U.S. and Europe, with brands like Walgreens and Boots.
Pharmacy retail in many countries is not just about selling medicine but also includes daily chemicals, beauty, health services, and convenience consumption. Its presence in the top ten also shows that health and daily convenience consumption remain important components of global retail.
In other words, the top ten is not a simple ranking by size; it already presents the most important paths of global retail: comprehensive food retail, discount retail, membership, lifestyle retail, home improvement, and pharmacy health. These are the true mainstays of global retail.
Food retail remains the largest base in the top 50
Continuing down the list, it becomes clear that food and daily necessities retail still occupy the largest proportion of the top 50.
Besides Walmart, Schwarz, Aldi, Costco, Ahold Delhaize, and Carrefour in the top ten, there are many food, convenience store, hypermarket, and comprehensive retail companies.
Some of these are familiar to domestic readers, such as 7-ELEVEn, Tesco, Aeon, and FamilyMart.
7-ELEVEn ranks 11th, with 38,491 stores globally. Its most representative asset is the 7-Eleven convenience store system. Although it has fallen out of the top ten, it remains an important force in global convenience and community retail. The value of convenience stores lies in density, location, and high-frequency demand. It doesn't win by store size but by network and daily consumption frequency.
Tesco ranks 18th and is one of the largest food retailers in the UK. It hasn't become the world's largest like Walmart, but it has strong food retail capabilities in the UK and some overseas markets. Tesco represents another retail tradition: based on food supermarkets, maintaining local market advantage through membership systems, private labels, and online fulfillment.
Aeon ranks 21st and is a Japanese comprehensive retail group. Its business spans shopping centers, general merchandise stores, food supermarkets, convenience, and finance. For Asian retail, Aeon's significance is not just in Japan; it has long-term operations in multiple Southeast Asian countries.
FamilyMart ranks 41st, with 24,955 stores globally. Like 7-Eleven, it represents the globalization of the Japanese convenience store system. Convenience stores are not just small shops but a complete model of fresh food, logistics, franchising, information systems, and store operations.
There are also some names that domestic readers may not be as familiar with; the author has compiled the following based on research:
Rewe ranks 12th and is a large German food retail group with supermarkets, discount, and tourism businesses. Jeronimo Martins ranks 13th, with total revenue of $40 billion and 7,075 stores globally. It is from Portugal, and its most important businesses include Biedronka discount supermarkets in Poland and food retail in Portugal.
Its high ranking shows that European regional food retailers can enter the global top tier if they go deep in a few key markets.
Metro AG ranks 17th and is a German wholesale retail group, mainly serving B2B customers like restaurants, hotels, and small stores. It differs from ordinary supermarkets, leaning more toward cash-and-carry and wholesale retail. For many restaurants and small retail customers, Metro is more like a professional procurement channel.
Auchan ranks 23rd, Intermarché ranks 24th, and Leclerc ranks 30th, all from France. French retail has a strong presence in the global list, and its forms are not monolithic.
Carrefour is a global hypermarket representative, Auchan is also large comprehensive retail, while Intermarché and Leclerc have strong cooperative and franchise attributes. This shows that European food retail has long formed complex organizational forms, and not all large retail expands through unified direct operations.
Coop Schweiz ranks 25th and Migros ranks 48th, both important companies in the Swiss retail system. Switzerland's market is small, but consumer spending power is strong, and local retailers have mature organizational and membership systems. Aspiag ranks 26th, from Switzerland, mainly related to the SPAR system, with operations in Italy, Austria, and other markets.
Now look at emerging and regional markets.
Cencosud ranks 38th, from Chile, with operations covering supermarkets, home improvement, shopping centers, and department stores, with a strong presence in Latin America. Falabella ranks 49th, also from Chile, and is an important department store and comprehensive retail group in Latin America. They show that Latin America is not the center of global attention, but local retailers have formed considerable regional networks.
CP All ranks 39th, from Thailand, and is the operator of 7-Eleven in Thailand, with 18,589 stores globally. Its ranking shows that Southeast Asian retail is not just about e-commerce platforms and cross-border sellers; offline convenience store networks remain very strong.
Lulu Group ranks 50th, from the UAE, with 313 stores globally. It has strong influence in the Middle East, India, and other markets, mainly operating hypermarkets and supermarkets. Its store count is small, but individual stores are large, backed by long-term accumulation in Middle Eastern and South Asian consumer markets.
The high proportion of food retail is not surprising. In any country, food and daily necessities are the most basic retail business. Consumers may buy fewer clothes or replace appliances less often, but it's hard to reduce daily food, cleaning, personal care, and convenience consumption. In the global retail top 50, food retail remains the thickest base.
Discount retail is spreading from Europe to the world
In this list, discount retail has a very strong presence.
Schwarz Group and Aldi rank third and fourth, already top-tier global retailers. Action ranks 34th, TJX ranks 19th, Primark ranks 44th, and Jeronimo Martins' Biedronka is also a discount retail representative.
Even though Costco is not entirely discount retail, its membership warehouse model relies on low margins, high turnover, and strong private labels.
NRF's official analysis also mentions that in terms of channel performance, small discount food retail performs better globally than large hypermarkets; Aldi and Schwarz Group continue to grow because their small discount food stores continue to expand globally.
Action is a notable company in this category. It is from the Netherlands and mainly does non-food discount retail, selling low-priced items like home goods, cleaning, stationery, toys, personal care, and small tools. It doesn't sell everything like Walmart, nor is it food-focused like Aldi, but rather turns low-priced non-food items into a high-frequency store model.
TJX ranks 19th, from the U.S., with brands like TJ Maxx and Marshalls, and is a representative of discount apparel and home retail. Its logic is not fixed brand shelves but using buyers and off-price systems to sell branded clothing, shoes, bags, and home goods at low prices. For consumers, it offers the experience of "finding cheap good stuff."
Primark ranks 44th, from the UK, mainly doing low-priced apparel retail. Unlike Zara and H&M, Primark has largely avoided online e-commerce for a long time, relying on big stores, low prices, and high-traffic shopping areas to support scale. It shows that in apparel retail, extreme low prices still have strong appeal.
Looking at Aldi, Lidl, Action, TJX, and Primark together, it's clear that discount retail is not a single model. Food can be discounted, apparel can be discounted, and home goods can be discounted. The common points are: more restrained product assortment, clear pricing, high store efficiency, and strong supply chain control.
This has direct reference significance for Chinese companies. In the past, many Chinese brands going global tended to interpret "cheap" as low-price promotions, but global discount retail is not about simple cheapness but long-term stable low-cost structures.
Aldi's low prices come from SKU control and store efficiency, Costco's from membership fees and high turnover, TJX's from buyers and supply chain opportunities, and Action's from non-food discount models and rapid replenishment.
Without supply chain and operational efficiency support, low prices are hard to sustain long-term.
Specialty retail is equally important in the top 50
Besides food and discount, specialty retail also occupies a large portion of the list.
Home and furnishing categories include IKEA, Home Depot, Adeo Group, and Kingfisher. Adeo Group ranks 32nd, from France, with its most important brand being Leroy Merlin, with operations in Europe and Latin America. Kingfisher ranks 40th, from the UK, with brands like B&Q and Castorama, also an important player in European home improvement retail.
Sports and outdoor categories include Decathlon and JD Sports. Decathlon ranks 33rd, from France, with 1,853 stores globally. Its characteristics are private labels, independent R&D, professional sports categories, and mass-market pricing. JD Sports ranks 37th, from the UK, more focused on trendy sports footwear and apparel retail, with 6,004 stores globally.
Electronics categories include Ceconomy, Euronics International, Best Buy, and Expert. Ceconomy ranks 31st, from Germany, with brands like MediaMarkt and Saturn. Best Buy ranks 36th, a representative of U.S. consumer electronics retail. Euronics and Expert are closer to European local electronics retail alliances or cooperative systems.
Beauty and health categories include AS Watson, Sephora, dm drogerie markt, Phoenix, and Walgreens Boots Alliance. AS Watson ranks 14th, from Hong Kong, China, with 15,569 stores globally, making it the highest-ranked China-related retail enterprise on this list.
It includes brands like Watsons, Superdrug, and Kruidvat, covering beauty, personal care, pharmacy, and health retail. Sephora ranks 28th, under LVMH, and is a global representative of high-end beauty retail. dm ranks 43rd, from Germany, and is a representative of European drugstore retail. Phoenix ranks 45th, from Germany, mainly related to pharmaceutical distribution and pharmacy retail.
These companies show that global retail is not just hypermarkets and supermarkets. Many companies can become global retail companies by focusing on one specialty category.
The advantage of specialty retail is that it doesn't need to cover all consumer needs; it just needs to be professional enough in one scenario. IKEA goes deep into home scenarios, Home Depot into home improvement and professional contractor needs, Decathlon into mass-market sports equipment, Sephora into beauty experience and brand curation, and dm into daily chemicals, drugstore, and health care.
This is important for Chinese consumer brands. Going global doesn't necessarily mean entering comprehensive channels like Walmart, Costco, or Carrefour from the start. Many categories are better suited to entering specialty channels first, such as beauty brands entering Sephora, dm, or AS Watson systems; home tools entering Home Depot, Adeo, or Kingfisher systems; and sports and outdoor brands entering Decathlon or JD Sports channels.
Specialty channels have high barriers, but their benefits are clearer consumer targeting, deeper category understanding, and easier brand recognition.
Apparel retail is also concentrated on this list.
Inditex ranks 16th, H&M ranks 22nd, Fast Retailing ranks 27th, TJX ranks 19th, JD Sports ranks 37th, lululemon ranks 42nd, and Primark ranks 44th.
Inditex's most important brand is Zara, representing the globalization capability of fast fashion retail. H&M is also a European fast fashion representative. Fast Retailing is from Japan, with Uniqlo as its most important brand. lululemon is from Canada, representing high-ticket sports lifestyle brands. Primark represents low-priced apparel big stores, TJX represents discount apparel and home retail, and JD Sports represents sports footwear and apparel multi-brand stores.
This group is interesting because they all sell clothes, but their logic differs.
Zara relies on fast design, fast new arrivals, and global store networks. H&M relies on scaled fast fashion and price points. Uniqlo relies on basics, functional fabrics, and long-term styles. lululemon relies on professional sports scenarios and lifestyle premiums. Primark relies on low prices and big-store traffic. TJX relies on discounts and uncertain shopping experiences. JD Sports relies on sports footwear and apparel brand collections and younger demographics.
This shows that apparel retail is very mature, and simply making "cheap clothes" is not enough. The global market already has fast fashion, low-priced apparel, sports trends, discount apparel, and basic lifestyle models. Chinese apparel brands going global cannot just say they have strong supply chains; they must also answer which position they are entering: faster, cheaper, more professional, or more brand-recognizable.
Platform-based retail
There are not many true platform companies on this list; the most typical are Amazon and Alibaba.
Amazon ranks second, with total revenue of $422 billion and 620 stores globally. It appears to have few stores, but its ranking score is high because its online retail, third-party marketplace, and fulfillment systems cover multiple markets. NRF emphasizes that this list only calculates retail-related revenue, excluding non-retail income like AWS; even so, Amazon still ranks second.
Alibaba ranks 20th, with total revenue of $76 billion and 457 stores globally. It is a representative from mainland China. Unlike Walmart and Carrefour, Alibaba's retail influence comes more from platforms, online transactions, digital infrastructure, and ecosystem capabilities, not just offline store counts.
Apple ranks 15th and can also be considered in this group. It is not a traditional retail company, but Apple Store has become one of the most representative brand direct retail systems globally. 531 stores supporting $85 billion in revenue shows that strong brands, strong products, and high sales per square foot can form a completely different model.
Platform-based retail is characterized by not necessarily having the most stores but amplifying retail influence through online traffic, membership, payments, fulfillment, and data capabilities. However, this list also shows that platform companies do not dominate the global retail top 50. Offline stores, supply chains, merchandise organization, and local operations remain the most fundamental capabilities of global retail.
What reference does this list have for Chinese brands going global?
After reviewing these 50 companies, looking back at Chinese brands going global provides a clearer perspective.
This list is not telling Chinese brands to "all go overseas to become retailers," but rather reminding brands that overseas markets are not an abstract concept; they are composed of specific retail channels, consumption scenarios, and local supply systems.
For Chinese brands to truly enter mainstream overseas consumer markets, they cannot avoid these retail systems.
First, don't just look at online traffic; also look at offline channels.
In recent years, many Chinese brands going global have been accustomed to starting with online channels like Amazon, TikTok Shop, independent sites, Shopee, and Lazada. This path starts quickly, is cost-effective, and is suitable for early market testing.
But looking at the global retail top 50, it's clear that mature retailers still control mainstream local consumption. In Europe and the U.S., there are Walmart, Costco, Aldi, Lidl, Carrefour, and Tesco; in Southeast Asia, CP All, Aeon, and FamilyMart; in the Middle East, Lulu; in Latin America, Cencosud and Falabella; and in Europe, specialty channels like dm, Action, Decathlon, and Sephora.
This means that if a brand only sells online, it may achieve sales for a period but will find it hard to truly enter local consumers' daily lives. Many FMCG, beauty and personal care, home goods, food and beverage, pet products, and sports and outdoor products eventually need to enter local supermarkets, convenience stores, drugstores, membership stores, discount stores, and specialty stores to truly enter mainstream channels.
Second, different brands need to find different channels.
Channels like Walmart, Costco, and Carrefour have large scale and influence, but also high barriers. They have strong requirements for pricing, compliance, delivery, inventory, after-sales, and supply stability. For many Chinese brands, rushing to the world's largest comprehensive retailers from the start may not be realistic.
A more reasonable approach is to first determine which channels suit your category.
Beauty and personal care can look at AS Watson, Sephora, and dm; consumer electronics at Best Buy, Ceconomy, and Euronics; home tools at Home Depot, Adeo, and Kingfisher; sports and outdoor at Decathlon and JD Sports; and food and daily necessities should focus on channels like Walmart, Aldi, Lidl, Tesco, Carrefour, CP All, and Lulu.
The value of this list lies here. It's not just a ranking but a channel map. Chinese brands going global cannot just ask "which country should I go to," but also "what channel should I enter, what kind of shelf should I be on, and what kind of consumer am I facing."
Third, low prices still have opportunities, but low prices must become a stable capability.
On the list, companies like Aldi, Lidl, Costco, Action, TJX, and Primark have a strong presence, showing that global consumers have long-term demand for high cost-performance products. China's supply chain still has advantages in cost, manufacturing efficiency, and product iteration, and many categories naturally have the foundation to enter cost-performance channels.
But global discount retail is not about short-term cheapness but long-term stable low-cost structures. Aldi's low prices come from SKU control and private labels, Costco's from membership fees and high turnover, Action's from non-food discount models, and TJX's from buyers and off-price systems.
So, Chinese brands cannot simply interpret going global with low prices as "selling cheap." If you rely only on low-price traffic, platform subsidies, and short-term promotions, profits can easily be eaten by traffic costs and channel fees. Brands that can truly enter overseas retail systems long-term must turn price advantages into supply chain advantages, product structure advantages, and stable delivery capabilities.
Fourth, what going-global brands really need to learn is how retailers select products.
Many companies on this list are not necessarily models for Chinese brands to copy, but rather targets for Chinese brands to enter, cooperate with, or even compete against in the future.
Walmart values scale, price, and supply stability; Costco values member value, extreme cost-performance, and bulk product power; Aldi and Lidl value high turnover, low SKU, and supply chain efficiency; Sephora values brand tone and beauty experience; dm and AS Watson value daily chemicals, personal care, drugstore health, and local consumption frequency; Decathlon values professional sports scenarios; and Home Depot values tools, home improvement, and professional user needs.
Chinese brands going global cannot just start from their own products but must also start from the shelf logic of channels.
> Why does this channel need you?
>
> Who does your product replace?
>
> Can you bring lower prices or higher margins?
>
> Can you bring new categories or higher turnover?
>
> Can you serve local consumers or only overseas Chinese?
These questions are more important than "whether you have the willingness to go global."
## **Final Thoughts**
This global retail top 50 list, on the surface, is a ranking, but in reality, it is a map of global mainstream channels.
It tells us that the basic structure of global retail is still clear: food and daily necessities are the largest base, discount retail continues to expand, membership and specialty retail have stable space, platform-based retail has significant influence but has not replaced offline systems; and in Latin America, the Middle East, Southeast Asia, and European local markets, regional retailers still have strong voice.
For Chinese brands, the greatest value of this list is not to tell everyone to open many stores overseas, but to help brands see clearly: what channels make up overseas markets, where consumers complete daily purchases, and what kind of products can enter mainstream shelves.
Chinese brands going global can rely on platforms, traffic, and prices to open markets in the early stage.
But to truly move toward mainstream markets, they must eventually enter local retail systems. Whether they can be accepted by local channels, whether they can sustain sell-through on shelves, whether they can adapt to local consumption habits, and whether they can support long-term supply with supply chains—these are the keys to determining how far a brand can go.
So, going global is not over when goods are sold overseas. The real challenge is getting a Chinese brand into the daily choices of local consumers.
The global retail top 50 provides an entry point for observing these daily choices.
**First China Private Label Industry Chain Conference**
Time: June 4-5, 2026
Location: Hangzhou, Zhejiang
This is an industry flagship conference spanning the upstream, midstream, and downstream of the private label industry chain—regional supermarkets, community supermarkets, instant retail, discount supermarkets, leading brand owners, OEM manufacturing factories, and supply chain service providers, with 1,500+ industry elites gathering together. Let the upstream hear the real needs of the terminal, and let the downstream see the real capabilities of the supply chain.


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## Citation metadata

- Publisher: New Distribution
- Author: 王军
- Published: 2026-04-27
- Canonical: https://xinjignxiao.com/en/articles/china-brand-going-global-global-retail-50-reordered-05d33104/
- Original source: https://mp.weixin.qq.com/s/Kpn-mQycJLEcqyeD4vC-Zw

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