Andrew Carter: And finally, just real quickly, you said something about increased competitive activity during the script. Was that isolated to chemicals or were there any other significant pockets out there beyond just normal course of business that you kind of talked about?
Peter Arvan: Yeah. Andrew, I think, it’s really in a lot of areas, right? When you have a demand environment that is markedly different year-over-year, you have competitors that are going to do things, they are going to react, because they need cash and they need to liquidate inventory. So I can’t tell you that it was — the only place we saw competitive pressure was in chemicals, we saw in chemicals, we saw it in equipment, we have seen it in building materials, and again, the good news is that, those — none of those are sustainable. Do they cause us to react? Yes. Is there a short-term impact when we have to react on that? Yes. Is anybody better positioned to withstand that? Yes. And frankly, what we really focus most of our attention on is providing the best customer experience so that it doesn’t come down to having to match a desperate price in the market.
Andrew Carter: That’s all I got. Thank you, guys. I will pass it on.
Peter Arvan: Thank you.
Operator: Our next question comes from Joe Ahlersmeyer with Deutsche Bank. Please go ahead.
Joe Ahlersmeyer: Hey, everybody. Good morning. Hope you are well.
Peter Arvan: Hey, Joe. Good morning.
Joe Ahlersmeyer: Yeah. Forgive me, I just I need to follow up a little bit on the prior question about the competitive environment. Maybe first, if I am looking at the comment from earlier around the typical sequential decline in gross margin. I think it’s a little larger than the typical sequential decline, and of course, you listed out some unique items. I am just wondering if ex those items, you were down sequentially maybe in the like 50 bps to 70 bps range and the rest of it would be sort of the implied quantification of all those other things?
Melanie Hart: Are you looking at kind of a typical change from second quarter to third quarter and then suggesting that the individual items that we listed out accounted for about 70 basis points? Is that what your question is?
Joe Ahlersmeyer: That’s right. Yeah. Because 150 basis points sequentially. I think the last time you did that was in 2007 and the average had kind of been around the 50 basis points to 70 basis points.
Melanie Hart: Yeah. I would say that we don’t quantify each of the individual items specifically. Once we get to the end of the year, we will be better able to quantify kind of the full impact of, specifically, as it relates to the building materials on the margins. The customer mix, that does vary quarter-over-quarter, because you will see from — depending upon the first quarter or the second quarter, some of those early buy purchases and the shift from a timing from that. So I think that, that definitely impacts the comparison quarter-over-quarter. So those types of things are very hard to in visually at that detailed level assess. Yeah, when we actually — when we go through the list of things that we talked about today, when we look at margins internally, there’s probably 20 things that we are seeing that fluctuates quarter-to-quarter, year-over-year and so we are really just trying to kind of narrow it to the things that are more impactful to be able to give you a better picture of what’s going on with the business.
