And I think we will go more to the conventional approach of releasing our earnings ahead and the call effectively simultaneously because I think it does create some awkwardness in that some of you still remember the night before.
One of the bigger challenges we have is what I was talking to you about before and it’s the change, it’s the change, it’s the cultural change, and that’s difficult for organization to go further.
And so as we looked at the opportunity to incorporate that in the merchandise network then that allowed us to go to seven day train operation, incorporate those commodities into that merchandise train and drive train links that way with very consistent service and then as you mentioned and talk of that then alone as another layer onto the concept of how do we make sure we have the same number of trains going east and west or north and south depending on where we are to allow even more efficiencies in terms of locomotives and full utilization of our people.
No, the specific competitive information we try to stay away from talking about that, but clearly what is the strange thing somebody service from unit train to schedule merchandize or when you go out and you change the network as significant as we changed in a very short period of time whether it’s intermodal or merchandizes customers, there is going to be pain points.
So the good news is that we have the infrastructure in place to be able to solve that and I know that very hard on the sort of thing that you said that New York is doing, Savannah is expanding their capabilities, Charleston is expanding their capabilities, Norfolk as always been in the forefront of that as well so all of the ports and [indiscernible] all of the ports are preparing for additional growth and we are well positioned to capture that as we see additional cargo coming into the East Coast ports.