So the competition is extremely intense, and it’s every day, you have new entrants, people making aggressive pricing decisions, et cetera. It’s just a very competitive environment. And then I think from a social proof perspective, there are some areas where I think we can do better in making sure we get good social proof. There’s some products that I think need improvements or refreshments, and we’re working on that. And that’s part of our strategy to continue to launch products, better ones to replace ones that are out there today and to launch more, sort of, the variation type of strategy where we have good, better, best products to address a wide variety of consumer needs. So it’s challenging, but I think manageable for us.
Brian Kinstlinger: So is that dehumidifier best-selling tag lost representative of several categories? And is it because of increased competition, but also because maybe you lack the volume and inventory to meet demand. And so that’s the result. I’m just trying to think is that a broader picture of what’s going on in lots of different SKUs?
Joe Risico: I would say that it’s — the dehumidifier is not the only category where we compete for the best seller tag. It’s in other we have that issue in a couple of other categories. And I’m sorry, I missed the rest of the question, sorry.
Brian Kinstlinger: That’s it, basically, yeah.
Arturo Rodriguez: I was going to add to that Joe. Brian, I don’t think it’s because of lack of inventory or anything like that. I think we’ve always been conservative when it comes to inventory. I know in the past, we used to disclose inventory shorts, but obviously, with the loan on inventory it would normalize. And so it’s out of an inventory. I think it’s particularly right to what Joe’s point is, it’s more the competitive pressures that you’re seeing is why we lost a ton and inventory-related thing in general.
Brian Kinstlinger: Great. And the last question I have, as we look to 2024, I know you’re not giving guidance nor do I pretend to think you will. But with the inventory that was high price that you had to discount, is that challenges behind you for the most part, I think, are we thinking that — you hope to be profitable on less revenue, because of less SKUs? Or can you — do you believe with your existing SKUs that you’ll go forward, you can offset the lost revenue from SKUs you plan to discontinue?
Joe Risico: Arty, why don’t you take that one?
Arturo Rodriguez: Yeah. Brian, yes, I think we do expect with the improvement in CM that we anticipate by being very focused and some of the initiatives that Joe has highlighted that on lower revenue, we can get to profitability. We were still working through. And, obviously, we’ll probably be able to report more details when we go to Q4 because we’re still highlighting a lot of the efforts that Joe talked about. But yeah, theoretically, even though it will be a little bit lower revenue, we do anticipate that the increased CM should still get us profitable.
Brian Kinstlinger: Okay. Thanks guys.
Operator: [Operator Instructions] There are no further questions at this time. Mr. Grozovsky. I’ll turn the call back over to you.
Ilya Grozovsky: Thank you. As part of our shareholder perks program, which as a reminder, investors can sign up for at aterian.io/perks. Participants have the ability to ask management questions on our earnings calls. I wanted to thank all of the shareholder perks participants for their loyalty, their participation in the program, and their questions. I have picked a few of the most popular questions that they have submitted. First question is, would Aterian consider adding any subscription-based products.
Joe Risico: Thank you, Ilya. Just before I answer that, that’s a great question. I just want to say we — we’re grateful for the retail crowd. Apologies, we’ve got some sirens going by. We’re grateful for the retail crowd. We do follow — we can’t comment on it, but we do follow the different groups. And so we appreciate the support. Regarding subscription-based products, and we do have — we do have our essential oils business that we do think of as something that has the potential for subscription based. That’s probably the only category today that really has legs for that kind of a model. And then obviously, we do think about either acquiring businesses or launching products that could have a model like that but that’s how we think about subscription-based products.
