Thank you, Mr. MacGregor.
As you know, the business models of the processors and the retailers are very different. We're really in the business of investing in machinery, equipment and plans to process raw material into finished food products ready for consumption. Retailers are really in the business of investing in space and location to buy products to distribute and sell to consumers.
I know a lot of numbers are thrown out about comparisons of profit margins. I think you may have to look at different metrics, such as profit per dollar of total capital invested. That one may not even be perfect.
Maybe a better definition than profit margin is to look at the cash cycle or the free cash flow. That's where, as I said earlier, processors have struggled. We typically don't have the scale that some processors have, such as those in the United States. The return that ultimately results in free cash flow is squeezed. Therefore, it's harder to make new investments to get even more efficiency or automation and things like that. That's where we've been struggling. As processors, we need to do that, but it's hard to get that return on those types of investments.