In 1999, Nissan was a heavily indebted company, more than $20 billion in net automotive debt. It was a company which lost market share for at least the ten years preceding 1999 in all the markets. It was a company with a weakening brand, a bland product lineup, and an average operating margin of one percent — which is very low for the automotive industry — and most of the years were unprofitable. The net income was negative, the return on invested capital ridiculous, less than one percent. That was the situation in 1999. People were anxious, frustrated, afraid, not confident about the future. In 2004 — I can talk about the official results of 2003 — this company erased completely the debt. We’re cash today. The operating margin is at 11 percent, which positions Nissan in the top level of the industry. The return on invested capital is more than 20 percent, again at the top level of the whole industry. The growth has been at ten percent two years in a row in a flat market. And probably one of the coolest product lineups on the market today. I’m not talking about it, because these are our babies so we can’t be objective about them, but I’m talking about what the press and the media is telling you about the cars you’re seeing on the streets.