I know Kiri. I actually went and met with them at their plant. There was some discussion about having them co-pack our products for us, because they make fantastic products. I think the Kiri brand itself would have survived. Part of their business was co-packing. They were packing for other customers, and I think that was less lucrative for them.
It's difficult. It's a segment of retail that is dominated by two large players, and then there's a handful of small producers out there, such as me. I kind of know my place in that chain. We try to carve out and do as much business as we can being a small producer, but it's difficult when you're up against two large conglomerates that can pretty much do what they want in the market space.
It's difficult. Again, to go back to the point about finding shelf space and stuff, that gets very competitive. We lost our shelf space when Zellers closed, which was unfortunate. We weren't able to get that shelf space back with Target because they had pre-existing relationships with a lot of American companies when they came up here. That reduced the amount of shelf space for us out there. So it's difficult. All we can do is to just keep trying. We run a very fiscally responsible company. That's why, when we make these changes and our costs of raw materials go up, it does hurt our bottom line, but I think it's the right thing to do. That's the only thing I'm looking for. I believe it is a partnership.
Soft drinks have been under the gun for the last number of years. Society has blamed a lot of the overweight and obesity issues on soft drinks in particular, so we've been kind of under attack. But if there's any way to look at something that may be a little bit more alternative—because we all enjoy soft drinks—there are ways to do it.