First, you will make it very popular because you can have it at the hand in all the supermarkets and every place. Second, you will have expenses, big expenses because there will be more churning, and you need to pay commissions for the cards, and you need to pay commissions for the handsets, but they were a different price.  Prepaid has a higher price — the prepaid minute than the postpaid.  It was interesting, because when you take in business average cost, you have mistakes.  You need to make the analysis of everything.  It’s not for the public, but I shall say that my partners didn’t like us, and they went to meet us to say, “We don’t agree with the prepaid program. It is not profitable. You are jeopardizing — you are cannibalizing the other market,” et cetera, et cetera. There was a lot of opposition to this concept. Actually, in Canada, in the U.S. and in other countries, it’s not very usual to have these prepaid programs like you see, in the market that has grown strongly. When you have a country with very low income, many countries with low income, it’s the best way. Because they have the handset that they subsidize, and they have the calling party that pays, and they buy cards when they need the cards and when they have the money to buy the cards. They don’t need to pay a fixed rate every month, because the revenues they have are not all uniform.  Sometimes they have the money, and sometimes they don’t have it. Developed countries don’t necessarily understand this program, no?  But I think it has been very important and very successful.  More than 90 percent of our market is prepaid in many countries of the world.  More than 90 percent is prepaid.  I think Nigeria is one of them, and China and India. It’s very popular, and I think we were beginning in ’94, ’95 with the concept, and we have done very well with this program.