If you're looking at return on equity or return on assets or any of those benchmarks, vertical integration may not make as much sense because each one of these product lines has different returns on assets, investments. You may see people getting out of the vertical integration and getting more core specific. That's what I say. We are very vertically integrated in different areas, including the trucking side of it. Maybe we should go a little smaller and go back that way.
Trucking is the best example of that, because it is capital-intensive.
It takes a lot of people, and there are a lot of people out there that do that work, not from a ready-mix standpoint, but from a delivering of the product standpoint. You also have the competing interests problem, because every little piece of your business is a profit center. That's great because that's how they're measured, but when you get them bucking heads, it can get kind of difficult. It's an issue with the mom and pop operations that are in their second or third generation. One division was grandpa's baby, but now it has to go because it is hurting the bottom line - it is no longer sacred.