Customers eating the friction

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that the company's customers are CURRENTLY PUTTING UP WITH REAL COST, DELAY, OR INCONVENIENCE in order to keep doing business with THIS company specifically — that is, buyers are visibly absorbing friction rather than defecting, substituting, or walking away — and does management present this observed customer behavior as something actually happening now in the business? Answer YES when management's own words convey, in whatever form fits the industry, ONE coherent phenomenon: the customers' own actions — not management's assertions about loyalty — demonstrate that they consider this company's offering worth enduring friction for. Any genuine expression of this counts, and the form varies widely. For example — customers waiting through extended lead times, delivery delays, or waitlists without cancelling; customers accepting allocations, partial shipments, or rationed access and coming back for more; customers absorbing price increases, surcharges, or less favorable terms while continuing to order; customers keeping orders in place through the company's own stumble, transition, disruption, or capacity shortfall; customers taking on extra work, cost, or process on their side (qualifying a new version, adapting their own operations, traveling further, paying deposits, committing earlier) to secure or retain access to what the company provides; customers declining available alternatives or refusing substitutes even when the company cannot fully serve them; or management noting that despite the friction customers are experiencing, cancellations, defections, or churn have not materialized. Two things must come through in management's own voice. First, the friction must be REAL AND PRESENT — customers are actually experiencing some concrete cost, wait, or inconvenience now, described specifically enough that one can see what the customers are tolerating. Second, the evidence must be BEHAVIORAL AND CURRENT — management points to what customers are actually doing in the recent period (orders held, reorders placed, terms accepted, waits endured, alternatives declined) rather than merely asserting that customers are loyal, that the product is sticky or mission-critical, or that relationships are strong. Answer NO if management merely claims loyalty, stickiness, high retention, or strong relationships without describing any friction customers are currently absorbing. NO if customers are described as defecting, cancelling, trading down, or pushing back in response to the friction. NO if the tolerance is attributed by management chiefly to an industry-wide shortage in which customers have no alternative anywhere and are enduring the same friction with every supplier. NO if the friction is hypothetical, past and resolved, or merely feared for the future. NO if the only evidence is one isolated customer anecdote with no sense of a broader pattern. NO if the behavior appears only in an analyst's question or characterization that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.