A good example of an operating market would be grain. As I said before, up until 2010 we would measure our on-time grain performance to the week. For a grain elevator, we would say “We'll get you a car between Monday and Friday, give or take a couple of days.” But because of market forces, with the Wheat Board being transformed and with CN and CP becoming a lot more efficient—we were fighting for every grain car we could get our hands on—in the case of CN, we started to measure our performance to the day, give or take hours of delivery. What did that do? It innovated the whole industry. Because the market played its role, with the business going to who was performing best, all of a sudden the whole industry—us, CP, the grain elevators—started to realize that this was a supply chain approach and the market was demanding that we get better at it, which we did.
The best example is that the market share moved a bit. CP then decided that they too thought it was important to have a scheduled railway approach for grain cars, which is a perfect example of the market forces playing out.