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Conference Calls

Wednesday, January 6, 2011

1Q11 Recent Aquisition Update Conference Call Transcript
Dated 1-6-11 PAGE 1

Bill Kuser

Thank you very much Diego and welcome everyone to this special American Vanguard conference call, focused primarily on recent product acquisitions.  Before we begin I would like to take a moment to make a cautionary reminder that in today’s call the Company may make discuss forward looking information, such information is made based on estimates and assumptions by the Company’s management and are subject to various risks and uncertainties that could cause actual results to differ from managements current expectations.  Such factors include weather conditions, changes in regulatory policy, competitive pressures and various other risks as detailed in the Company’s SEC reports and filings.  While all forward looking statements represent the Company’s best understanding as to the date of this call, such information will not necessarily be updated by the Company.  With that said I turn the call over now to Eric Wintemute.

Eric Wintemute

Thank you Bill. Good Morning and afternoon to everyone.  I apologize in advance for the frog that seems to have installed itself into my throat, but we did want to give you an update on the recent acquisitions and have a discussion of their significance and long-term importance to American Vanguard.  In addition to my comments, we will also have David Johnson (our CFO) describe the status of our new Banking Agreement and Alfredo Pelaez, our International Business Manager will discuss  the significant global “step change” we will be making as we integrate the worldwide businesses that we have just acquired.  We will not be commenting on fourth quarter financials in this call, but will have those results available for you in early March.

As you know, and as our successful growth history has demonstrated over the last 15 years, product portfolio expansion is a key component of American Vanguard’s Business Model.  During that time, we have acquired nearly two dozen products that have increased our market presence, generated excellent profitability which has rewarded us with positive returns on our many investments.

In each case, these established, branded products, which were being “de-emphasized” by their prior owners, found re-invigorated potential under Amvac’s management.  

  • We have successfully repositioned these products by securing registrations for use in different crops or new geographic regions and by modifying application methods and heightening stewardship levels.  
  • We have devoted the marketing focus & sales attention that may have been lacking by previous owners and have been able to extend the product life of these valuable products for crop protection and pest prevention applications.

As we have mentioned in previous conference calls, during 2008 and 2009, the “asking” price by sellers for a handful of available products escalated significantly. After careful examination, we determined that valuations at these levels would not meet our hurdle rates when considering investments and consequently did not provide an attractive return.

During the first half of 2010, we became aware of a number of products that would fit well with our existing product offering; which could be manufactured at our domestic production facilities and which could be purchased at valuations and terms that fit our investment criteria.  We spent many months working on these projects which resulted in our recent announcements describing the acquisition of four (4) significant products from Bayer CropScience.  

As we pointed out in the press releases that announced our acquisitions, these additions are extremely relevant to American Vanguard for several reasons.

  • They strengthen our product offering in market niches where demand trends are generally positive and where Amvac is already well-positioned such as cotton defoliants, soil insecticides, and nematicides.
  • These products have well established distribution channels; long-standing customer loyalty and attractive profitability that we believe can be maintained and in some cases enhanced.
  • These acquisitions will significantly expand Amvac’s global presence, doubling international sales and creating a more meaningful “platform” for extending our participation in Europe, the Middle East & Latin America.
  • These products can be manufactured by Amvac Chemical and should contribute significantly to improved utilization rates and fixed overhead absorption at our Axis, Alabama plant over the next 1 to 3 years.
  • These products were acquired for terms that met our strict investment hurdles regarding return on investment, cash-flow generation and investment “payback” period.  Although we do not divulge specific terms, you will be able to see in our March 2011, 10-K filing with the SEC, the aggregate impact on our balance sheet of these 4 significant 2010 acquisitions.

As an overview, these acquisitions will allow us to:

  • Grow our overall revenue by approximately 25%;
  • Strengthen our presence in high-valued crop niches;
  • Improve our profitability through the product margins and improved manufacturing cost absorption;
  • Expand our international market penetration; and
  • Maintain our corporate objective of strong balance sheet integrity.

Now, let me tell you a little bit more about the products that we have acquired and why they are so appealing to us.

Aztec is a leading soil insecticide that is registered in the United States and Mexico where it is used to combat rootworm, cutworm, wireworm and other insects in a variety of corn crops.  Additionally, it is registered in South Korea for use primarily in vegetable crops such as Chinese cabbage and ginseng.  Aztec is a well-recognized brand and has typically accounted for about 25% of the domestic US corn soil insecticide market.  We are very familiar and experienced with this product since we have been marketing the concentrated granular form of Aztec through our SmartBox® closed delivery system for the last 10 years. With this acquisition, we are obtaining the 2.1 percent Aztec granular formulation which Bayer has successfully sold in 50 pound bags for many years.

In addition to being used on acres that are planted with non-genetically modified corn seed, Aztec has also been shown to be beneficial to growers in high pest pressure areas who are planting genetically modified corn seed hybrids. Given the modest cost of this protective input, the economic benefit of significant yield enhancement can be very attractive to corn growers, particularly as corn commodity prices rise.

With this addition, Amvac will be positioned to provide the most comprehensive array of products and delivery systems for combating soil insects in corn.  With our Counter® for nematode control, our SmartChoice® dual active ingredient insecticide, and now offering the Aztec Bag business along with the sophistication of the computer controlled SmartBox application equipment, Amvac is the clear leader in this market segment.  As possible rootworm resistance develops to genetic defenses and secondary insects continue to pose a larger threat, Amvac will offer a complete package of products & equipment for growers who want to achieve the highest yields possible.

Mocap & Nemacur
Mocap is a leading soil insecticide & nematicide that is registered in 50 countries where it is used to combat many nematode species in a wide range of crops.

Nemacur is a leading insecticide that is registered in 30 countries for use primarily as a nematicide with additional efficacy against above-ground sucking insects.

Mocap and Nemacur are well-positioned in many high-valued fruit and vegetable crops, allowing them to achieve attractive profitability.  As the “products of choice” in these specialized crop applications, each of these products has a well-recognized global brand identity, well-established worldwide distribution channels, and an attractive competitive position.  

Both of these products are among the very few left to fill the insecticide – nematicide needs on major crops in Western Europe and adjacent geographical regions.  We feel that our considerable expertise with insecticidal products will allow us to maintain and expand on the success that has been achieved in the past with these compounds.

As we announced in July, Amvac has acquired the cotton defoliant Def from Bayer, which augments our existing cotton defoliant product Folex, which we have been marketing for the last 8 years.  Def and Folex are fast and effective cotton defoliants that facilitate the removal of leaves surrounding the cotton boll and in combination with other products function as a harvest aid.  They enable cotton growers to utilize highly productive mechanical harvesting methods and to optimize their yields regardless of variable weather conditions.

This acquisition strengthens Amvac’s broad product offering for cotton growers, which includes our leading cotton insecticides Bidrin®, Discipline® and Orthene® and allows us to capitalize on the 20% expansion of cotton acreage in the United States during 2010.  With cotton commodity prices hitting new highs, it is reasonable to expect that growers will be planting additional cotton acreage in the coming year.

Now, I will have Alfredo tell you about the regional initiatives that we are pursuing to fully capitalize on these new acquisitions.   Alfredo!

Alfredo Pelaez
Thank you, Eric.

As Eric has indicated, our new acquisitions roughly double our international sales and take us to a whole new level of global market penetration.  Let me quickly take you through the regional expectations that we have for our existing business and the new products that we have recently acquired.

In Europe: Our business will increase by a factor of 10!  The main product that we will be selling in the EU is Mocap, we will be utilizing many of the existing channels of distribution that Bayer CropScience has successfully established.  

In the Middle East & Africa: Our sales will more than double driven by Mocap & Nemacur sales in Turkey, South Africa, and Egypt.  We will be complementing our existing distribution arrangements with some of the current Bayer distributor channels.

In Latin America: Our sales will increase by 65% driven by Mocap & Nemacur.  We will be adding resources to our own organizations in Mexico and Costa Rica to expand coverage and serve much of the Latin American market.

In Asia: We will increase our sales by about 50% driven by Aztec sales of a product known in Korea as Capinda on cabbage and ginseng in South Korea and Nemacur for a number of crops in Australia.

In general, we intend to utilize existing distribution networks that have functioned effectively for Bayer CropScience in many regions of the world and to strengthen our own capabilities in Latin America to accommodate the increased business that these new products represent.  

We believe that the integration of these new products will be successful and that in future years, we can expand the application of these insecticide/nematicides.  We will be well-positioned to fill the gap left by the continuing de-registered of several traditional nematicide products and we can take advantage of strong demand as the infestation of secondary insects, like nematodes, continues to increase in many parts of the world.

Now back to Eric.

David Johnson
Thank you, Alfredo.  Now I would like to turn this over to David who will describe the status of our banking agreement.

David Johnson
Thank you Eric.  During the last two months we have been working intensively with our lender group to put in place a new 5-year credit facility agreement. The agreement includes a $137m loan including a $75m working capital revolver facility and a $62m amortizing term debt. During the course of the discussions, our lenders have conducted a detailed review of our projections for the next few years. We are pleased to report that we now have written commitments from our lender group to cover the requested facility and subject to final documentation review the loan facility agreement is expected to close within the next few days.

Bank of the West continues to be the agent for the lender group, a relationship that stretches back to 1979. The bank continues to do a terrific job supporting the company’s growth. Initially the bank carried the company’s credit facility independently. However, as the Company grew, additional lenders joined the group. Recently we were delighted to welcome Wells Fargo as a new lender. Wells Fargo and Bank of the West are two of the top three leading Agricultural Lenders in the nation. In the group we also have BMO Capital Markets (often known as Harris Bank), Union Bank and two Farm Credit Unions (Greenstone and Agstar).    

The existing lender group have committed to this new facility demonstrating continued support for the Company. BMO Capital Markets/Harris Bank and Wells Fargo will serve as documentation agents for this new facility.

Once the facility is executed we will provide the full agreement in an 8K filing.

Now back to Eric to conclude.

Eric Wintemute
Thank you, David.   There is another topic I want to touch base on before I wrap up.  As you know the subject of Bed Bug infestation has been receiving considerable media, government and public attention in recent months.  At several conferences on this topic, experts have bemoaned the lack of an effective, economical solution to this persistent and growing problem.  A recent New York Times article on the “110 Things that New Yorkers focused on in 2010” showed that Number One on the list was BED BUGS!

Through the active ingredient Dichlorvos, which Amvac is the sole US technical registrant, we feel we have a very practical solutions for addressing this challenging problem.  Currently available we have the Nuvan ProStrip which can be used over a “several day period” to treat infested areas.  Registrations that are pending are the new Nuvan Aerosol products that can be used over a “several hour period” to treat infested areas.  Also pending is an expansion of the consumer pest strip for additional uses, including mattress and luggage treatment.

We are hopeful that the registration for the highly effective Aerosol formulation will be approved soon and we can begin a marketing campaign that drives this solution to the Bed Bug crisis forward.  

“Budget Travel” recently highlighted the use of pest strips in luggage, particularly bringing home unwanted pests in one’s suitcase while traveling. This practical use may be demonstrated in a scheduled television spot on the NBC “Today Show”, next Tuesday, January 11th.  As previously mentioned our current luggage treatment registrations are focused on professional use, but we hope to have our do it yourself registration approved in the near future.

In conclusion it is clear from our addition of these 4 significant new products, that the market for making such acquisitions has once again become more attractive with products that fit our strategic objectives and meet our financial investment criteria.

These new additions help solidify niche market leadership, extend our international platform, increase Amvac manufacturing utilization rates, generate attractive profitability and have been acquired under terms that do not over-extend our financial capabilities.  

They are evidence of a well-defined strategy for securing incremental business that:

  •  “Fits” well with our existing expertise & capabilities;
  • Contributes to improved operating efficiencies; and
  • Creates a sustainable platform for future growth.

It is encouraging that we see significant additional (product acquisition/licensing) opportunities on the horizon and that American Vanguard is well positioned to capitalize on them.

So with that explanation of our new product acquisitions and our new banking agreement I would now be happy to take any questions that you might have.

Adam Peck (Hartland Funds)
<Q – Adam>:  Congratulations Eric and team on the acquisitions.  I just had a question regarding the new facility.  What is the breakdown between the revolver and what is in the term loan?
<David>:   The term loan is $62 million and the balance is revolver.
<Q – Adam>:  What is the rate on that?
<David>:   It is linked to LIBOR and then there is a spread depending upon financial performance, it is a complicated matrix which you will see when you see the credit facility agreement.
<Q – Adam>:  The maturity
<David>:   2015
<Q – Adam>:  You said you would not disclose the amount drawn until the K comes out?
<Eric>:   No, what we said was that we were not divulging the price or terms that we paid for these acquisitions, but you could see the aggregate total in the cash flow statement.
<David>:   The credit facility will be fully detailed in the 8K and the aggregate amount that we paid for the investments will be seen in the cash flow on the 10k statement.
<Q – Adam>:  What was drawn on the revolver.
<David>:   As of the end of 2009 there was a 2.3 million on revolver and the balance of 2010 is marginally higher than that, but not much.
Jeff Cohen (Wall Street Capital Partners)
<Q – Jeff>:  Good morning, regarding the products for bed bugs, I’m assuming that goes through an entirely different distribution and marketing channel.  What are you plans for that are you going to market that internally or are you going to partner?
<Eric>:   We have two segments.  We have been in the consumer market for at least 22 years and that market has gone through a couple of different companies that service that with probably the largest being Spectrum Industries.  We did launch the Nuvan Pest Strip, which is targeted toward the professional market and bed bug infestation for professional pest control applicators and that is the biggest market they have going today.  We are looking to expand on that.  We have bed bugs approved for professional use; we have applied for aerosol use for professional use; and in addition we have applied for expanded bed bug use for consumers which would be a do it yourself mattress and luggage treatment.  Those registrations are what are currently pending with EPA.  As far as the consumer market, we do not anticipate going direct.  We do have some other companies that are going after niche markets like cabins and hunting blinds, but specifically for bed begs we think there is a very good opportunity here to help what is an ever growing problem that does not seem to have any clear solutions.
<Q – Jeff>:  So did I understand right?  On the consumer products you will probably partner that?
<Eric>:   We may have some expanded, but right now Spectrum is the largest driver we have in that market.
Jay Harris (Goldman & Harris)
<Q – Jay>:  Good afternoon.  I have several questions.  I would like to start out in terms of the international efforts that these label acquisitions present to you.  According to your press release the products are marketed in 50 countries, so I will talk as if there are 50 distributors.  What plans do you have to expand if necessary your sales and marketing organization so you can maintain contacts with 50 distributors and at the appropriate time put feet on the ground to visit principal growers in these countries.
<Eric>:   Primarily, we are set up well in Mexico and Latin America and we will use our own people on the ground.  We have other areas where we will probably be using agents, in a couple cases they may be new agents that have not been selling for us, in many areas there are existing companies that we have been doing business with.
<Alfredo>:  One important part is that we have distribution in 55 countries with our current registrations.  There will be new countries added to calculate a total of 73, some of those are covered in the organizations we have now in Central America.  Yes, we are in the process of including at least 3 people in Central America to cover all the countries and at least 2 in the areas of Northern Europe and Middle East/Asia.  
<Q – Jay>:  When you completed these hiring plans, what do you think in dollars that will add to your overhead expenses on an annualized basis.
<Eric>:   The additional 5 people Alfredo is adding will be somewhere in the $500-650 range.  In some areas where we do not have an existing or where we will be hiring those expenses of course will be added to and we will probably net those against the revenues.
<Q – Jay>:  We are talking about a $1.5m of adjustments to expenses?
<Eric>:   International does not have that in its budget for expansion, it’s less than that.
<Q – Jay>:  What changes have you made to reduce revenues as opposed to increasing expenses.
<Eric>:   It has to do with whether or not we would sell a master distributor if they have a margin of X that we would sell them at current levels minus, that assumes that you don’t make adjustments at the current price level.  You use that level minus X to come up with a net revenue or we would sell them at current levels and have an expense at a distribution cost.
<Q – Jay>:  These plans are calculated to maintain the volumes on the labels that you’ve acquired.
<Eric>:   Our initial goal as it is with any product is to make sure that we transition the existing business, so we usually do not go in with any dramatic alterations, but we assure the customers that ongoing supply and quality are going to continue and of course we put more effort into potentially than what might have been happening in the past and look for growth opportunities whether positioning the product at a higher value, or expansion of label, or better penetration.  With these labels we are excited about the expanded use of our closed delivery systems.
 <Q – Jay>:  Well that requires training and 5 people sounds kind of modest in terms of getting out in the feel to train somebody to train growers.
<Eric>:   One thing we mentioned in the press release is that on Mocap in the Netherlands in UK there is another closed delivery system that we acquired, called Ultima.  We are currently training growers in Central America on the use of Counter and Phorate with the closed delivery systems.  Bayer has a similar piece, but the focus has not been as strong, so we see this as expanding on our existing training program that we have. In South America we will probably be utilizing one of the more household name companies that have considerable feet on the ground, but we have not made that determination yet.  The same will be true in Europe.
<Q – Jay>:  Last year you mentioned you had an active program to license new active ingredients from a few Japanese companies and prosecute labels in the US.  Are you tempted with the money from these acquisitions to become more aggressive in licensing active ingredients and spending more money on building a pipeline of new products?
<Eric>:   Those efforts are ongoing and we are putting the focus and efforts needed into that.  There is a limit to how many projects we could handle at any given time since a good portion of this is developing efficacy trails and demonstration trails within the North American market. We are enthused about continuing our efforts on all three fronts of our three leg business model.
<Q – Jay>:  What kind of budget do you have for 2011 for label development?
<Eric>:   I wont get into specifics, but the SmartBlock launch this year did not hit 7 digits.  The filed trials for the existing portfolio of products that we have may be in that million dollar range.  At some point we will be increasing our allocation, but right now we are operating under our 2011.  We will start early third quarter to drill down on our budget for 2012 and evaluate our successes and opportunities.
Norman Hayman (Technological and Investment Horizons)
<Q – Norman>:  I am a very long term investor in the company and happy to see the evolution of where we are now.  Two very quick questions.  In some of your presentations to describe your existing manufacturing or production capabilities and there was a reference to some possible increased tolling.  Tolling on an existing facility can be very profitable, can you discuss if this is a contributor to some of your profitability outlook or if over time it will become less important to you.  The second question is a follow on to Jay’s, your model is to take existing molecules and existing labels and expanding on them.   With the possibility of the company actually working with academic institutions or others who are doing work on new molecules that may in fact have superior profitability or efficacy, is that still something you are going to think about or are you going to stay with the existing model for the next 2, 3, 4 years?
<Eric>:   The tolling activity utilizes any unabsorbed or free time we have at the facility.  I mentioned these products that we are looking at with the potential of integrating them over the next 1-3 years.  We know for sure we will be taking Tribufos, the Def Folex molecule, in-house in 2011 that is already scheduled and the plant is complete.  We have made Mocap before in 2006 on a tolling basis for Bayer and Nemacur is very similar.  We do make, currently, for Bayer on a tolling basis the intermediate for Aztec and the idea of completing that out is certainly the plan.  We will continue to toll and look for opportunity if we have availability to utilize to drive down the cost of our production at our facility.  Tolling has always been used as a precursor for acquisitions, so there are strategic tolling projects versus some that may not have long term benefit other than the year to year benefit we get from them.  
We are proud of the fact that we have really good factories here in the US, we feel much more in control of our future, we feel we are in position to handle surges that may occur in the marketplace.  We think that 2011, given the commodity prices and where things are moving, bodes well for companies that are in the position to control their destiny of supply.  
With regard to your second question on the academics of new chemistries that are coming out.  We have indicated that the effort and dollars going into new chemistry has shrunk dramatically over the last number of years primarily due to the investments that have been made in genetically modified crops.  Although we believe genetically modified crops are a very critical tool to helping reach the demand for food and fiber that will continue to grow at very fast rates over the next 20-40 years that is not an arena that we are currently set up to participate in.  For us it is a focus on existing chemistry that other companies would look to shed from their portfolios.  There are new chemistries that maybe are not blockbuster products that would exceed well over $100 million a year and those are pretty good fits for us.  We have been working on this the last 4-5 year and now we have a portfolio of products that have good opportunity.  These are longer range projects that can range from products that are already registered in the North American market but haven’t been registered in a particular crop because it is not of interest all the way to products that don’t have current registrations or registrations that are outside of North America where the effort, dollars, and cost of developing the market may not be attractive to the current patent holder.  In those areas we do think we can expand and build as Jay mentioned a portfolio of new chemistry that can enfold over the next several years.
<Q – Norman>:   You are judicious and cautious, I understand that and I am glad you are pursing this new route.
<Eric>:   As we mentioned we did take over the Impact molecule right on the tail end of license from BASF and it has become a strong product for us.  That is one example and the other is SmartBlock which was from absolute infancy and was not even identified as a specific molecule and because of its status as a flavor enhancer we were able to get that through in a 6 year time frame.  Those are exciting areas for us and I believe having the balance of the three we are exceeding growth targets.  We need to drive our existing product portfolio to look for expansion of that, we need to drive on acquisitions and we need to continue to drive the licenses of new chemistry that we think can offer us a different front for our customers who have typically looked for us to take over existing molecules and put those in a better position for them. The idea of introducing new chemistry to our customers is even more exiting.  We are very enthused about the outlook of American Vanguard.
Jim Bartlett (Bartlett Investors)
<Q – Jim>:  Can you give us an idea of what has happened to the sales levels of recent acquisition products over the last several years?  Have they lost market share?  Also can you give me some estimate going forward, will you increase market share with these products?  If so, give us an idea of why?
<Eric>:   I’ll try to break them down one by one.  On Tribufos the volume of that market certainly has declined over the last 5-10 years and I think that has resulted from an ever decreasing cotton market that went from about 15million areas down to 8million.  With the growth of cotton we do see some growth potential for that product.  Aztec certainly has been a shrinking as the corn soil insecticide market was affected by genetically engineered seed, although our market share, particularly with the portfolio that we have has increased fairly dramatically.  The increase potential for Aztec will be linked to how well genetics have preformed and how good we are at convincing growers that yield enhancement is important to them, which becomes a function of the price of corn.  The higher corn goes the more the growers will look at the investment and say for X dollars we can increase bushels by this and it is a good return on investment.  With regard to Mocap and Nemacur, those have been relatively stable for the last several years, which is particularly encouraging for us, because we will put stronger focus on these products and we do feel with Counter and Phorate, products we acquired from BASF, we are seeing the benefits of expanded use in certain markets not everything increases, but overall we see rising trends there and given the departure or phase-out of Temik or Aldicarb and other products that have been mainstays in some of these markets there are some holes and holes that we do not currently see new chemistry wholly replacing.  We are optimistic.  We feel these are good products, there are challenges, but this is where we have had success in the past and we will draw on those past efforts and the changes that we have made in our organization with personnel and structure to lead this company in the direction we have been looking to accomplish.

Jay Harris (Goldman & Harris)
<Q – Jay>:  Three more things Eric.  These acquisitions will get you to the point where your revenues will be approaching, let’s say $300 million, as we look into 2012 and 2013 you see a higher than historical growth rate on organic growth rate of revenues for the company and if so what kind of range would you use?
<Eric>:   After the first full season of a product it becomes organic growth so I guess technically these products will be organic in 2012.  We have 3 year product plans for each of our existing products and we do have some that have flattened or may decline and we have some that we see strong growth on.  Again there are three parts of this and we have teams looking at each front.  A lot of this will be driving the message as far as our organic growth, that we are a very strong long term solution to yield enhancements of crops.  We have the initiative of bed bugs, which is growing nicely, but could grow at a much greater rate if we could convince EPA to approve the registrations they already have within the agency.  We have 36 product lines and we will need to be focused on all the opportunities, particularly those with more profitable margins.  Although it doesn’t need to be a balance, we do look for our growth rate to come from all three of those arenas.  The people that are in charge of each of those growth directions are each charged with a certain percentage growth on their products.  It doesn’t always work out that way, clearly for the year 2011 it will be driven by acquisition.  
<Q – Jay>:  I was listening to the Monsanto conference call this morning and I learned they have instituted a program to introduce corn protected against nematodes, but they are doing it by breeding.  This is a compliment to you that you indicated several years ago that nematode in corn would become a major issue.
<Eric>:   Researchers today talk about nematodes as the number one inhibitor for corn and soybeans as well.  Genetics has not found a solution, Syngenta with Evicta seed treatment is looking to see if that can satisfy the issue.  I believe it will take combination, because there are so many different kinds of nematodes it would be hard for genetics to stay ahead of Mother Nature on a long term basis.  We have very good nematicides and have seen strong growth on Counter in corn and sugar beets.  We are there to fill the chemical niche and pleased to see the acceptance that we are seeing in a lot of these markets.
<Q – Jay>:  Are nematodes generally widespread or in hot spots?
<Eric>:   Nematodes certainly have areas that are stronger than others.   This is the benefit of SmartBox which allows precise hotspots treatment of Counter and certainly Mocap too.  Nematodes are a problem in all states and as growers look to continually drive how they are going to increase their yields and get better and better, with or without a failure of genetic on corn rootworm, we have done four continuous years of showing that use of our corn soil insecticide over the top of genetics has a yield boast that gives a worthwhile return on investment to the grower.

Closing Eric Wintemute
Thank you, Diego and to everyone for participating.  It was a very nice large crowd with very good questions.  We will have a transcript posted shortly and look forward to giving you the 4Q results in the next month and a half to two months.  We keep pushing our finance to go faster and faster.  We look forward to updating and you and will continue to advise you of any other significant updates in our company.