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Hey, there. They're working every day to secure availability so we can deliver to our customers, and we're trying to increase that as we move into next year. And then you talked about some of the investments you're making in automation, especially in Commercial Foodservice. Could you quantify that spend? And how we should think about those costs going forward? I'll let Bryan maybe touch on that from a number standpoint. I mean I just think, as you heard in our comments, we talk about a lot, we're very committed to investing for growth in the future.
I mean we're doing that with investments in technology, but certainly with our sales initiatives as well, which certainly there's a lot we're doing on the digital front as well investing in our channels and channel partners.
But kind of the hands-on experience is really a critical one as well, so that's been a very significant commitment that we've made. And that's been increasing as we've been going through the year, and that's kind of fully reflected in the third quarter. Saree, this is Bryan.
In past quarters, we have talked about a level of spending we've had on technology, including automation and that has not diminished. I also think it's important that as you think about automation, it's not just robotics and the like but it's like products that James has talked about, the NextGen Grill. So that's why as I think you think about the spend, it's what we've quoted before plus additional amounts that, again, are embedded in what we're doing across all our businesses to bring out that new innovation.
So if you follow us, again, you can -- on social media, you can see our robots in robotic solutions in action. But again, automation is more than that. It's all the things that James has really been talking about on this call and prior calls as well. So we do have a multimillion-dollar investment in sales initiatives as well. So I just maybe call that out because I think those are exclusive items there.
It's actually been building over the last couple of years as we're thinking about where we want to be in two to three years out from now. Thank you. The first one maybe is a James question, I'm not sure. But is there any way for you to give us a sense of how far away from the level of what the customers want in terms of automation? Like where is the industry or where are you guys versus what the customers are asking for? And any way to give us a sense of what your positioning, you feel like you're way ahead of everyone else or you're keeping pace?
Or any characterization. I think right now, you've got kind of two types of customers. You've got customers that are actively adopting our embedded automation today every day, the products like the PLEXOR, the products like the Taylor NextGen Grill as we see that in our backlog numbers. And then you have customers that are looking beyond embedded automation and looking for, what we'll call, kind of true robotic automation that they're looking to deploy in the kitchens. I think we are right on pace, maybe outpacing the market with our FryBot and PizzaBot solutions that we're bringing to bear on the industry for all the interrupts that we've had with our customers at the Middleby Innovation Kitchens that have seen these technologies.
They seem to be in line with their expectations of what they're looking to automate within their space. And then a bigger picture question in terms of acquisitions. Are there larger acquisitions available? And then more around your focus, you're more focused on technology? Or is it still kind of building out the product lines and filling in some areas where there's exciting growth? I would say it's a bit of both. I mean obviously, we continue to be very active over the last several years.
The company expands. We're really focused on -- continue to build on our core business to three different segments. You've seen us enter into adjacent categories such as beverage, where we built a leading platform and then we're acquiring technologies that really help us kind of advance all the companies in the group, certainly our automation division such as L2F is a great example.
Powerhouse Dynamics with our Open Kitchen launch where we've kind of become the -- we're leading the IoT charge, and that's really coming across all of our brands. I mean I think those are all key areas. So that is another area of focus.
So in terms of size, I mean, they're all shapes and sizes. As you can see, we do large acquisitions. We do small acquisitions. As Middleby grows, that gives us the ability to actually go after some bigger fish out there, which you've seen size of acquisitions increase over time. So there's a lot of great ideas in the pipeline that are very strategic.
And certainly, the current market, we're as active as ever in terms of ideas and things that we're pursuing. That's great. And then the last one from me. Can you just give us a little characterization of some of the end markets that may be lagging?
What I'm thinking in the back of my mind is more like a slingshot into and maybe like hotels, airports, cafeterias, places like that? Or is there enough sort of underperformance in some key end markets still, not from you guys, just from lack or demand still being a little bit weak that we could really see kind of longer term? You know what I mean, like '23 and '24, we can see those end markets come back and really, really add a lot of momentum to what you guys are already doing.
I want to make a quick comment, and I'm going to pass it over to Steve here. Just the one comment is obviously, there's a lot of disruption and a lot of dynamics that are driving activity in the near term and as you go across the different segments that are at different stages. But I mean, I think we're pretty excited about what the outlook is over the long term.
So despite the fact that we've had some pretty good orders here in the near term, I mean, there really is a lot of trends that are driving longer-term growth. But I mean I think that really does set the backdrop for kind of a longer-term period in the commercial foodservice industry. So maybe kind of digging into some of the different segments. Yes, Joel. Yes, I would just say, again, if you think of our customers in groupings of how they've gone through the last, call it, 18 months going through COVID, the group that has certainly again done the best and continues to grow, will certainly continue to grow into next year is the QSR, fast casual, pizza, retail, C-store group.
I mean that's the group that's doing record new builds on their stores right now, and they've given us a lot of visibility certainly into next year and I think have some aggressive growth plans. So that's kind of group number one, which we found before. I think the group after that, which probably is getting more into what you're referring to, Joel, you certainly are into more casual dining than independent restaurants.
They're still lagging that first group. This group, I think you're seeing a lot more replacement business, right? They're not opening as many new locations. They're getting the locations that were either shut down or harder hit back up and running, and you're seeing replacement business from that segment.
And then I think the last group, again, that you're probably referring to, you're into travel, leisure, healthcare, institutional segments. I think again, they're trending positive. They're just lagging those first two groups. So I would support your point of that third group certainly has runway over the next 12 to 18 months as they come back. But I really think all three segments are trending positively.
It's just kind of a measure of magnitude as to where they are in that recovery cycle, if that makes sense. Hi thanks good morning everybody. Because obviously, you seem pretty confident that price cost gets better in 1Q, but I seem to recall, you had some orders into the spring for quite a while now, even maybe a year by the time they hit.
So I'm trying to understand the confidence and obviously, the price cost is getting better and whether we repriced any of the orders out there. So we are not generally repricing the orders. So I mean, I think we've kind of taken the approach that we want to try to be -- do right by our customers and kind of make our way through an advantage as best we can kind of pulling the levers internally. So we're not disrupting our end users, particularly in markets such as residential, where you've got -- and consumers have been waiting for their products for a while.
So hence, that is the headwind, right?
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