Lance Fritz: Hey, Tom. This is Lance. We have also got to recognize that I think underlying your question certainly in the Intermodal space is that the truck market is pretty darn loose right now, and certainly, it’s not as fruitful of an environment to be pricing in as, let’s say, a year or year and a half ago. But that doesn’t change any of what Kenny just said. It just makes the job harder.
Tom Wadewitz: So you assume that in your pricing guide that you have those pressures on Intermodal price I guess?
Lance Fritz: Yeah.
Kenny Rocker: Yeah.
Lance Fritz: All-in
Kenny Rocker: Yeah.
Lance Fritz: we understand it and it’s assumed in there.
Tom Wadewitz: Yeah. Okay. Thank you.
Operator: The next question is from the line of Allison Poliniak with Wells Fargo. Please proceed with your question.
Allison Poliniak: Hi. Good morning. I just wanted to talk on that growth and sort of that service product commentary, a lot of investment obviously being put into the productivity headcount and so forth to drive that this year. But as we look past that, are you thinking through that service product differently in terms of investment, whether it’s trying to improve the ease of doing business with you or transparency with customers, just any thoughts there on how that might be evolving over time?
Lance Fritz: Yeah. Allison, thank you for the question. This is Lance again. We are thinking more broadly about what is necessary to support growth in our service product and it takes a lot of different forms. I will start in the Intermodal space. We have made investments in things called UPGo and Precision Gate Technology. PGT allows trucks to essentially enter and exit the ramp without stopping. Paperless and uses technology and pre clears, if you will, the load with machine vision before the truck even gets there. UPGo is a holistic tool that our IMCs can use and it can be embedded on their own platforms so that once a drivers on our property, they know exactly where to go, they know exactly where all the facilities are, they know a map of the facility and we have done a hell of a job signing and improving the signage on our properties.
So that’s just one example where if truck drivers, if dray drivers have a better, faster experience on our property, we might be able to help them get an extra turn now and then that helps move boxes off our ramp and that’s a better service product than the end. But why don’t I turn it over to, Kenny, you first and then Eric for more detail.
Kenny Rocker: Yeah. Lance, you talked about our Premium network. And again, Allison, those products show up in terms of Inland Empire in our product in Twin Cities that we feel very encouraged and confident about and filling those areas out. And it also shows up in other areas like our investments in GPS, our investment in chassis. On the carload side, we are really excited about what’s taking place with RailPulse. So you are seeing it across the Board both on our carload side and in our Intermodal network.
Eric Gehringer: And Allison, as we think about consistent and reliable service, a couple of examples from the operating side that we are all involved and as — and when I talk about modernizations, an improvement in reliability of 50% in those locomotives wants modernized, it’s significant, it’s meaningful, it’s less variability that will drive improved service. And even as we think about even on our crews and we are talking about how do we approach that differently. When we talk about consistent schedules for our crews, we are talking about the trade or the benefit for us collectively which has improved availability. Improved availability again reduces variability and drive a more consistent and reliable service product.
Allison Poliniak: Great. Thank you.
Lance Fritz: Yeah. Thank you, Allison.
Operator: The next question is from the line of Scott Group with Wolfe Research. Please proceed with your question.
Scott Group: Hey. Thanks. Good morning.
Lance Fritz: Hi.
