We’ve been working very closely with our mass distributor in China and really put together a plan that says, how do we make this whole thing better. And I mentioned in the prepared remarks about the lumpiness of sell-through and sell-in. Well, maybe we can do things around the inventory planning and inventory in country to make that easier for everybody as one example. The other side is we just – we’ve got to get much closer to the business, the kind of COVID 2.5 years, you had much of the world not present in China from the outside and the market there continues to do its thing. And so we’ve got to be increasingly present and increasingly close to it. So I think we’re very active on that. I would expect to see what we’re doing there evolve next year for the better based on all the feedback we get and whatever modifications to the go-to market.
And I guess similarly to India, India is a market that we have very little revenue from today, but we see the great prospects for development as the country development – country continues to develop, and per capita incomes grow and the number of people at higher incomes continues to grow. And I think one of our lessons candidly from China applied into India is that we need to be on the ground and we need to be present not to say we have to – there’s no room for local distribution, and there’s no room for a bifurcated go-to-market strategy. All those things are on the table. But we need to be there and be present at the very beginning. And so that’s what you’re seeing us do with India. We’re relocating a leader from Texas to India to lead that.
And I think you see that with the lessons we’ve had from distribution around the world and then also, in particular, lessons learned in China, where you had a market that was rapidly developing. So I think you can kind of look at those in a similar way.
Jeff Van Sinderen: Okay. Thanks. That’s helpful. And then just one more quick one. Are there any more extraordinary items that you anticipate over the next couple of quarters that might impact the P&L?
Ryan Pape: Well, I would say that we anticipate no. But everything that we’re doing is with the long-term view of the company in mind. So to the extent our acquisition cadence continues or increases or accelerated, you’re going to see things like legal expenses if the product development and the research and development activities we have could be further accelerated by outside resources like what you saw in the second half of this year, we’re going to make those decisions even if we feel it quarter-to-quarter. But all that said, there’s nothing on the horizon to identify at this point, but we’re always going to side on the long-term view of the company versus the short term in making those decisions.
Jeff Van Sinderen: Okay. Fair enough. Thanks for taking my questions. I’ll take the rest offline.
Ryan Pape: Thanks Jeff.
Operator: Thank you. That concludes the Q&A portion of the call. I will now hand the conference back to management for closing remarks. Please go ahead.
Ryan Pape: I’d like to thank everyone for participating today. And really thank our entire team, we’ve had an amazing quarter. We’ve seen huge development in our team and the people really going deep to further the initiatives we have, including folks taking on a lot more responsibility. And then those that we’ve got relocating to other parts of the world to help drive the XPEL vision elsewhere. So couldn’t do without them. Thank you very much, and look forward to speaking to everyone soon.
