Frank Sullivan: Sure. While we don’t provide specific revenues by customer, I can tell you, we had talked about in prior calls, the while paint interior or exterior initiative that was relatively new 1.5 years ago at Walmart. And I saw the recent PPG announcement. We were not the net loser of that new announcement with the PPG put out yesterday. From basically zero wall paint 2 years ago in North America with Walmart, we will do more than $20 million in interior and exterior wall paint and growing. And so that’s a category for us. That category is being reshuffled with the PPG announcement and the replacement of a major vendor. We are not that major vendor. And as I said, we’re north of $20 million and growing from wall paint program at Walmart that 2 years ago was zero.
Stephen Byrne: Thank you.
Frank Sullivan: Thank you.
Operator: Our next question comes from John Roberts with Credit Suisse. Please go ahead.
Frank Sullivan: Good morning, John.
John Roberts: Good morning, Frank. You lost share in Rust-Oleum during the alkyd shortage. When do you think you get back to your pre-shortage share?
Frank Sullivan: I don’t have a good answer to that question. It is my understanding that the spray paint positioning of some of our competitors, and it’s only at Home Depot is where it is, and it’s not expanding. But as to when we would gain that share back, I don’t have a good answer to that other than from a capacity and a supply chain position, we could take it all back today.
John Roberts: Okay. And then excluding the impairment charge, the MAP expense was $20 million in the quarter you expect that to trend?
Frank Sullivan: I think roughly about the same. Our MAP program is going really well. And I think we’re actually in a really good position when you take into account the MAP initiatives and the $20 million gross profit hit by itself. And again, I want to make sure that’s clear that the destocking that we under impacted our P&L by $20 million. So as we continue the MAP initiatives and as we get back to a normal throughput in position, our inventory levels where they should be, and we’re working on that. In the right circumstances, you’re going to see a really nice snapback in gross profit margins.
John Roberts: Thank you.
Frank Sullivan: Thank you.
Operator: Our next question is from Jeff Zekauskas with JPMorgan. Please go ahead.
Frank Sullivan: Good morning, Jeff.
Jeff Zekauskas: Hi, good morning. Thanks very much. If you had to allocate your $120 million in MAP savings across your divisions, how would you do it or is it just ratably by sales?
Frank Sullivan: Across the divisions, I don’t know that I have a good answer for that, and we’d have to look at that and don’t know that we would communicate that specifically. It is generated by sales. Most of it is in areas that impact gross profit margins. So it’s utilizing data to manage mix better, it’s continuing to see some savings in the procurement basis on a relative basis to where prices are as we are consolidating more categories and there is a ton of MS 168 work going on in our small to medium plants. So the lion’s share of MAP €˜25 work will show up in our gross profits. And so from that perspective, shows up on our gross profit when we sell something. And so it will very much go up or down with our seasonality given the seasonality of our business with strong fourth and first quarters in a somewhat weaker second and obviously a weak third quarter here.
