Customers coming back on their own

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that the company's business is now being driven meaningfully by customers RETURNING TO BUY AGAIN WITHOUT BEING RE-SOLD — that is, existing customers, users, patients, members, or accounts coming back on their own initiative to reorder, renew, repurchase, refill, return, or take more of what the company sells, with this voluntary repeat behavior described as a real and growing feature of the current business rather than as a standing assumption? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent phenomenon: a meaningful share of the company's current activity arrives because people who have already bought once are choosing to come back, and management treats this return behavior as something observable and strengthening in the business today. Any genuine expression of this counts, and the form varies widely across industries. For example — management describing reorder, renewal, repurchase, refill, or return rates that are high or improving versus the company's own past; customers coming back sooner, more often, or for more than they used to; repeat buyers, returning patients, renewing members, or recurring accounts cited as a growing source of current business; management noting that a rising share of volume now comes from people who have already bought before; customers who tried the product once now buying again without prompting, promotion, or discounting; or management explaining that the hardest sale was the first one and that the second sale now happens largely on its own. Two things should come through in management's own voice. First, the repeat behavior must be described as ACTUALLY HAPPENING NOW and grounded in something observable — real reorder, renewal, return, or repeat activity in the recent period, not a hope that satisfied customers will someday come back, and not a loyalty program, subscription contract, or lock-in that mechanically forces the return. Second, management should treat it as MEANINGFUL TO WHERE THE COMPANY IS HEADING — presented as evidence that the offering is working, as a driver of the current results, or as a reason the business can keep building — not as a passing retention statistic. Answer NO if the company's growth is described chiefly in terms of winning new customers, new markets, new channels, or new products, with nothing about existing customers returning on their own. NO if repeat or retention language is generic boilerplate ("our customers love us," "retention remains strong," "we have a loyal customer base") with no described behavior or change. NO if the repeat business is entirely contractual or captive — automatic renewals, locked-in subscriptions, or customers with no practical alternative — with no sense that customers are actively choosing to return. NO if the repeat behavior is only hoped for, targeted, or expected from a future initiative. NO if management is chiefly explaining churn, attrition, or declining repeat rates. NO if the only evidence is one isolated anecdote with no sense of a broader pattern. NO if the idea appears only in an analyst's question that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.