Certainly, Mr. Chairman. Clearly, there are acreage shifts, price shifts; there are a number of reasons why the marketplace moves, from a logistical standpoint, to different selling markets, to different sales positions. A number of those changes occurred today.
If I can just briefly touch on the question to predict a future competitive market dynamic, as the CEO of a company, I wish I had that ability; I wish we all did. We would understand much more clearly how to set strategy, but the marketplace will develop very clearly. As Paul said, we tried not to be prescriptive with CWB II, because they need to create a business model that provides an effective alternate choice for producers.
One that can be very successful from a risk management perspective is pooling. It holds a lot of appeal to a big segment of producers. Depending on how they implement that market choice, depending on who they contract with, depending on how all those things play together, there can be significant opportunities for some small players that on the surface you may say are going to be significantly disadvantaged in the new marketplace, but that's very difficult to predict.
It depends on every individual strategy, it depends on the CWB II strategy, and it depends on farmers' uptake and the degree to which they want to be involved with CWB II as a risk manager for part of their farm operation. Those moving parts make it very difficult to predict where the wheel will stop. There's significant opportunity, but there clearly is risk, and those are things we can't identify to balance very well.