So, we’ll just have to see, and it will certainly be based on our business conditions and the numbers that we see as we get on into 2023 as to how that $400 million develops this year compared to last year.
Ken Hoexter: Great, thanks, Greg. Appreciate the time.
Operator: Your next question comes from Amit Mehrotra with Deutsche Bank. Please go ahead.
Amit Mehrotra: Thanks, Operator. Hi, everyone, Greg, hearty congratulations on the retirement; and Marty, looking forward to working with you as well. I guess I wanted to ask about pricing. I know pricing discipline is good, so it’s not really about that, but I guess we’ve seen a lot of LTL companies in recent months announced general rate increases. I guess what’s surprising to me is some of the ones that have even a little bit weaker service that may be more tempted to lean into price have also announced big price increases. And I wanted to understand like the reaction from the customers because, in the typical cycle, a customer would maybe trade down to regional lanes with high-quality carriers. Maybe you lose 20%, 30% of your lanes or two or three lanes or whatever it is, that doesn’t seem to be occurring right now where shippers are not moving to other high-quality, but regional lanes.
And I want to understand, one, why you think that might be like what’s the psychology of your customers in terms of how they think this cycle is going to play out? And then second, how does that impact your ability to bounce back? Because I would assume as there’s a big seasonal pull in March and April, May. You don’t have to win back lanes, you don’t have to win back customers so you can kind of see it first in terms of that upswing. So, sorry for the long-winded question, but hopefully that was clear.
Adam Satterfield: I don’t know if I can explain the psychology of our customers, but I did take a psych class in college one, so I’ll give it a shot, but I think that we’ve talked a lot about this that since going through COVID, there’s been so much disruption to customer’s supply chains and missed revenue opportunities, incremental cost added to production lines just because of all the supply chain challenges that many of our customers have been dealing with over the last couple of years. So, I think, for that reason, we’ve seen a little bit of change in customer behavior. I think customers have been sticking with us. And certainly, over the last year, as Marty mentioned earlier, despite the weakness that we’ve seen in the economy, we’ve seen good customer trends.
We get periodic reporting from our national account sales teams. And we just — we have not been losing customer accounts. I think customers have been keeping us in place because they inevitably know that one that many are still dealing with challenges. A lot of the conversations that we continue to have are more around challenges within the supply chain. And I think two is that they know that we are probably closer to things turning and orders picking back up for our customers’ products. And they want to make sure that they have got capacity that’s available as needed. There are a lot of competitors that had embargoes in places and communication to customers saying I am keeping you up today. But I can’t pick you up tomorrow. And we were able to respond in particular in 2021 to a lot of those customers that called on us needing capacity.
