Secondly, we talked about surgical price investments to close the competitive price gap, and we’ve made a lot of progress there. We monitor that every week. It’s done really account-by-account and category-by-category. But the actions we’re taking are enabling us to drive more top line sales in Pro and still show margin expansion. And then third, we’ve got a pretty robust customer sales activation plan that the field is executing. Obviously done by customer based on performance, competitive intensity, all the things you would expect. We leverage the quality of our parts and all of the things that we bring to the table. So the good news is we are seeing improvement in our hard parts categories on a year-to-date basis, and we expect that to accelerate through the balance of the year.
Bret Jordan: Okay. So your internal data, I would say that Carquest private label brands has fraction equal in Pro to DIY?
Tom Greco: Sorry, say it again?
Bret Jordan: The private label program, you’d say its penetration in Pro is equal to the DIY penetration. It’s accepted as much for the DIFM customer?
Tom Greco: Yeah, absolutely, absolutely. I would say it’s more accepted in Pro. The brand is the name on the door for our independents that are out there. It has a heritage that started in the professional installer community. The installers love the product, that’s not the issue. We just got to make – improve the availability and make sure we’re competitively priced and we will grow that business.
Bret Jordan: Great. Thank you.
Operator: Thank you. Our next question comes from Michael Lasser from UBS. Michael, your line is now open. Please go ahead.
Michael Lasser: Good morning. Thanks a lot for taking my question. So over the last few years, you’ve taken a number of steps to improve the margin profile of the business, integrating the supply chain, working on strategic pricing. You’ve gotten your private label penetration now above 50%. So what’s going to drive margin growth from here? Is it just a function of generating sales growth and leveraging your fixed expenses?
Tom Greco: Good morning, Michael. For sure, we’ve got to accelerate our top line. I mean the original plan that we laid out in 2021, contemplated higher growth certainly than we delivered last year. So for sure, we need to accelerate our top line sales growth. That’s an important part of the plan. And we still have a lot of opportunity to expand margins. I think, uniquely, given what I mentioned earlier, to the earlier question on Pro, we can grow the Pro business and grow margins while we’re doing that through private label penetration through continued actions on category management, we’re raising our game on category management for sure, driving sales and profit per square foot in the stores, all the things that you would expect. So we do expect to continue to drive margin expansion through category management. We expect to drive it through continued supply chain efficiencies. And then as you said, we want to drive our top line sales growth to leverage SG&A.
Operator: Thank you. Our next question from today comes from Michael Montani of Evercore ISI. Michael, your line is now open. Please go ahead. Michael, your line is now open. Please go ahead. My apologies, we are not receiving any audio. We will move on to the next question from Brian Nagel of Oppenheimer. Brian, your line is now open. Please go ahead.
Brian Nagel: Hi, good morning. Tom congratulations on the retirement.
Tom Greco: Thank you.
Brian Nagel: So my first question, just with regard to inflation. So you and a number of others in your sector have talked about this expected trajectory or inflation, so to say, ease in the second half of 2023. So as we think about that forthcoming dynamic, what are the likely impacts to Advance both from a sales and margin perspective? You’re recognizing there’s, a lot of other pieces moving parts with your P&L. But if we isolate that inflation dynamic, how should we think about the impacts there?
