Holden Lewis : We’ll have to put our heads together and decide if a 2-part or second question is actually 3 questions. We’ll get back to you, Tommy, on that. The — so the — the other products, I think, was the second question that you asked. And the — there’s not a lot more, I think, that we can add to kind of why we think it occurred. We just think that those products tend to be less planned. They tend to be a little less centralized in sort of the supply chain. And when markets change and shift, and we’ve seen some, right? I mean you go back 6, 9, 12 months ago and the availability of products in the marketplace was fairly sketchy. It’s gotten much better. Inflation conditions have changed. Demand may be softening a little bit sort of under the surface.
I don’t know. But in the end, I think that the weakness that we’re seeing has a lot more to do with things that we’ve done. And the good news in that is having identified that, there’s things that we can do to sort of mitigate those effects. And those are things that we intend to do over the next quarter or such, right? And so we have a lot of belief, and this is another element of gross margin for next year. It comes down to your confidence in us and our ability to execute sort of the measures we need to to mitigate that effect. Now what was your question about bridging from Q4 into next year, it probably does mean that if you look at traditional seasonality around gross margin, it’s probably a little weaker in the first part of the year and a little stronger in the second part of the year as we get our arms around the things we need to do to sort of mitigate the issue around the other products.
So hopefully, that gives you a little bit of color you can use.
Operator: Our next questions come from the line of Jake Levinson with Melius Research.
Jake Levinson: On a totally different topic. I feel like that international $1 billion revenue level seems to have snuck up on us and it’s certainly been one of the fastest-growing parts of your business. I’m curious, what your longer-term aspirations are there? Because as far as I can understand it, it grew kind of organically out of the domestic business that you built in North America. But clearly, it’s getting to a pretty sizable level. So is there a path to further expansion beyond that traditional legacy model, if you will?
Dan Florness: Yes. So first off, yes, it’s — that growth has been all organic as has most — 99.5% of our growth as a company in general over the last 50-plus years. The — you milestone, I think, has made ever more impressive by the fact that you look at our international business outside of North America, I mean, talk about a year to get your teeth kicked in. You have the chaos that’s going on in Europe between the hostilities in Eastern Europe in Ukraine and the energy situation and all the uncertainty and stuff that’s been shut down in Europe because of this high energy consumption, et cetera, and moved to other places. You have Asia where the bigger part of our business is in China. Again, these are both relatively small pieces to Fastenal.
