Safety and ethics, these are two things, no matter what we do, the safety of our employees and the safety of our customers and the high ethical standards, especially as we get into new products and new countries where their laws and regulations and culture is a little bit different, we need to make sure that we maintain that high focus on safety and ethics.Customer loyalty, for those of you that covered us a few years ago, we had a lot of, we tested our customer loyalty when we had some of the 800 engine problems with our snowmobiles. So we worked hard and got through that and we’re gaining share in snowmobiles and are doing quite well in that category. Customer loyalty. That net promoter score that we continue to drive helps make the company sustainable growth platform. And growth’s important, margin expansion’s important. People ask a lot of times, how far can gross profit margins go? For me it really is driving that nut number more than gross profit numbers. But we’re a long, long way from what we can do with gross profit margins. Project quality leadership, Longren mentioned it last night if you heard his comments. Not only did he have a lot of cool stuff, the scrambler and the 900 are just great, great products, but he mentioned that the product pipeline going forward is better than it was going back and that’s absolutely true. We’re committed to leadership in terms of both product and quality. In operational excellence you’ll hear from Suresh today. You heard from Steve talk about Retail Flow Management. Great example. If you think about what the other guy, the other big guy in the motorcycle industry have done, major ERP implementation, major factory restructuring. We’re doing the same thing. We’re getting costs down, we’re getting lead times down, we’re improving quality and all we did is put a cost structural team together and gave them some resources and said go. I think you’re going to be really surprised at what Menneto and Suresh and the team do with our motorcycle business.