We look at innovation as being two parts. In the products that we're designing, we try to solve market issues, for instance, fuel efficiency and lower emissions. We're redesigning products to try to reduce emissions and provide fuel economy. That brings our customers back because we're helping to solve problems that they have or helping them to do something that their customers are looking for.
Then there's innovation around process, and we're trying to manufacture those components for the very best costs and best reputability, quality, and technology. If we can do all those things, we're solving industry issues, we're reducing costs, and we've got a compelling reason to bring our customers to us. That's why I'm saying that innovation is so critical to competitiveness. Then of course efficiency is critical, how you're running your operation and how you're managing your labour costs, and your relationship with your labour is critical. Purchasing, planning, and continuous improvement to be constantly trying to drive costs out and find better ways to do things is absolutely critical to staying competitive.