Sandeep Deshpande: Thanks. But I mean, on your costs, just my quick follow-up is on your cost position. In terms of what you’ve announced in terms of cost reductions and what we’ve seen in the most recent quarter, I mean, your sales fell very substantially short in the third quarter, but your gross margin wasn’t that bad. It was quite good. I mean, maybe in that respect, where are the costs would be taken out? Is it mainly in the OpEx that you’re taking out costs because the problems don’t seem to be on your gross margin line, there seems to be – I mean, so maybe you’re removing costs into the future because you think that your overall cost – operating cost base is too high?
Marco Wiren: Thank you. Yes, we actually – in the plans that we have now for the cost-cutting program, we aim to cut about 70% from – is coming from the OpEx side and 30% is coming from above gross profit side, to cost of goods sold. So this is the split that we are aiming to do. Saying that, I want to emphasize once again that our aim is to protect the R&D capacity so that we will continue to aim for technology leadership position in the future as well. That’s why it’s so important the R&D capacity projection.
Pekka Lundmark: And that obviously has a connection – direct connections to the product technology competitiveness and your observation of the gross margin is excellent because our technology position, product competitiveness and it’s improved a lot in the last couple of years. And that is now, of course, extremely important when we aim to defend our gross margin also in weaker times.
David Mulholland: Thank you, Sandeep. We’ll take our next question from Francois Bouvignies from UBS. Francois, please go ahead.
Francois Bouvignies: Thank you very much. I wanted to come back, I’m afraid, on the cost side. So I understand that the industry is going to slow down that maybe takes more time than you expected and maybe a bit deeper. But the magnitude strikes me a little bit because you can do cost savings, but it’s not because you have one year delay that you are just 10% to 15% of your workforce. So I would imagine it’s a very important strategic decisions also on top of your realignment of reorganization, I should say. So you talked about the fundamentals unchanged. You still believe in it and the data growth is one that you mentioned as an example. But yet, your top-line is not and you said that the operators are struggling to monetize this data growth anyway.
So I’m just wondering is given the magnitude of this cost savings, what literally changed beyond the timing element because it seems that it’s much deeper than just a timing issue, if you see what I mean. And the second question I had is a bit more on the technology side of things. Can you maybe tell us 6G – should we expect 6G at some point? If yes, when? And the impact of Open RAN? I mean an update on Open RAN if it’s impacting your business at all right now? Thank you.
Pekka Lundmark: Okay. All right. Well, what I would, first of all, like to point out is that there is a reason why we gave a range and not a definitive number in terms of the cost reduction, so 10% to 15%, that is a wide range, and that will depend exactly on the timing and the shape of the market recovery, because we know that it will come. It is a question of timing. It may sound a lot, but we believe it’s doable without sacrificing the R&D output as said. You have to remember that our most important market from a profitability point of view is the North American market. And now we have two quarters behind us, where we have 40% drop in top line. And when we look at the operator plans there, we know that there will be a recovery.
