Robert Isom: Thanks, Andrew. Right now, it’s — we’re in the planning stages. But what I’d tell you is that based on the kind of fleet that we have, we would have anticipated mid-single-digit growth for next year. Now, there’s a lot of dependencies on that. So first off, we have to be able to get our regional fleet back up fully, and that requires pilots. We’ve — to be able to achieve that kind of level of flying we would have to also get a little bit more out of the aircraft we have in terms of utilization as a whole. And the final thing is we’re dependent on the airframe manufacturers to actually deliver. They’re getting better. Their track record hasn’t been great. So we’ll see how that shakes out. And if it all comes to fruition, that’s probably a pretty good guess at this point.
Andrew Didora: Got it. Thank you.
Operator: Thank you. Our next question comes from the line of Michael Linenberg of Deutsche Bank. Your line is open, Michael.
Michael Linenberg: Hi, good morning, everyone and congrats on the 2-notch upgrade from Fitch. I guess two questions here. I guess, Vasu, just with the rollout of your new distribution strategy, any early learnings direct versus indirect. I sort of caught the two to one, unmanaged versus managed on your corporate piece. I think if we go back historically, they were probably more evenly divided. So it seems like there’s a bit of a shift there. Whatever you can tell us. Thanks, and then I have a follow-up.
Vasu Raja: Hi. Thanks Mike. It’s an excellent question. I was wondering when it might be asked. Look, first of all, all of our selling and distribution changes are done with a really simple lens, really which Robert talked about in his opening remarks. We want to make it as easy as possible for our best customers to be able to shop by and self-service their experience with American Airlines. And everything has been oriented around that. It has indeed been very eye-opening and has performed probably above what our expectations are. The simplest way to it is like this. If you take all of our customers, the actual human, you can divide them into two groups, those who are not members of the AAdvantage program and those who are members of the AAdvantage program.
In the quarter, for those customers who are not numbers of the AAdvantage program, indeed, their total travel bell 5%, but revenue from that cohort grew by 5%. Amongst the customers who are advantaged customers, we actually grew their transactions by 8% and their revenues by 13%. That is certainly above what we had expected, but also what we’re really encouraged by our three things: first, for every — there’s a high level of attachment for all of our Advantage customers. For every dollar of flight revenue they bring in, they bring in about $0.10 of other revenue primarily on a branded credit card. Two, the cost of sale is materially lower amongst our advantage customers. It’s not just that we’re paying less in booking fees and commissions and things like that.
