Will Stengel: Yes, Seth. You know, I wouldn’t say there’s a material change in the major accounts part of the business. It continues to be pressured. We’ve been more disciplined as you alluded to in the way that we’re thinking about the business or that piece of the business. It’s about 15% to 20% of our commercial business. So, it’s not a large, outsized portion of the total business. And as I think we’ve said before, it’s inside of our major account business, there’s four or five different even sub verticals. And there’s different nuances associated with each one of those verticals. So, we have seen some consolidation in some of the, national players in particular, some of our existing customers that have come to consolidate that’s impacted some of the year over year trends, just as they work through some of their acquisition activity. But generally speaking, the business continues to kind of, be at the same level that it was last quarter to slightly down.
Bert Nappier: Yes, Seth. Just a little additional color on that. We’re, — you know, as we break apart that major account business, which Will alluded to, where we see challenges in some of the big national tire chains. But on the flip side, we’re seeing a good growth in our fleet and our government. We’re seeing recent growth in the OE dealer segment, which we expect to continue as some of those challenges for that segment continues. So, there’s puts and takes, but, again, our team is addressing those issues, and I think we’ll see improvements here going forward.
Seth Basham: Thank you very much.
Operator: The next question comes from Daniel Imbro of Stephens. Please go ahead.
Daniel Imbro: Yep. Hey. Good morning, everybody. Thanks for taking my questions.
Will Stengel: Hi, Daniel.
Daniel Imbro: I want to start on the automotive margin. Maybe a follow-up to Scott’s question earlier. I think you mentioned you know, pricing and category management as levers to still pull in the coming years. Just curious, as you think about some of the fixes in the auto business, as you expand the new suppliers, does that limit the category management benefit or the NAPA private label offering? And then pricing is good to hear. I guess you kind of answered it in the past question. Can you just talk about the pricing backdrop and the ability to use that as a lever to grow margins again?
Bert Nappier: Sure. Look, I don’t think we’ve, think anything differently about the longer term, to follow-up on that earlier point. As I said, maybe we’ll get there a little bit differently than we expected when we announced everything in March. This year’s played out slightly differently, but we have two years ago, and gross margin, opportunities aren’t going to be impacted by changes in suppliers. Actually, there are opportunities more than anything as we look continuing to be competitive going to market with our size and scale, looking at some of these opportunities, more globally and through a one GPC prism. So, I don’t see those as limitations at all. They actually tend to be more of an opportunity for us. The pricing environment remains rational.
We still think there’s opportunity there. As I mentioned a few minutes ago, we’ve got great work and data analytics there that allows us to be flexible and nimble. And we haven’t really seen a change in the way the competition is behaving in that space that would change our view on the longer term or the or the short term for that matter.
Will Stengel: Yeah. Daniel, I would just add the, your question around the NAPA brand and category management. That’s all upside. And just as a reminder, I think as we talked at investor day, when we look at category management now, we essentially by product category, we look at our global volume. So that NAPA brand has got strong presence now across Europe, AsiaPac and, of course, North America. So, to me, that’s upside for our North American business. As we get into a better position, from a supply and inventory standpoint to really accelerate our growth in a couple of key product categories.
