What we see is from the competition. You're talking about the corporate plan.
What I see from an operations standpoint is that we now operate in a market that has heavy competition. For every parcel we move, we actually have to go for it. We have to win it. That ability to compete is what our plan is about.
I think we all see our competition showing flexible delivery by delivering later in the day, over the weekends and over holidays. There's a tremendous amount of competition, and it pushes us to transform the way we serve Canadians. We would say expectations have changed.
That's why we talk about a transformation plan. It's because expectations have changed. We're a machine that was built for letter mail delivery; we're now in the middle of a big parcel market, and we have to change.
That's what's at the heart of what I see from an operations standpoint and why we need to transform.