So I’m pretty excited about having a new business that we can really scale. And I think if I look at the run rate, if it’s not faster, it’s equal to Aerie’s extreme quarter-over-quarter double-digit growth year-over-year prior to getting into the pandemic. And even during some of those years — I mean the pandemic years, we still did great. Look, the business is about 30% of Aerie. And more to come, but we are testing new categories every day. And what’s great about our OFFLINE business and the way we set it up, it’s not only just lifestyle, they’re really starting to trust us in the performance side of the business. So again, that really opens up new opportunities.
Michael Rempell: And Paul, this is Michael Rempell. I just want to stress what Jen said earlier. I think it’s really important for the conversation, which is we’ve seen sequential comp improvement in Aerie stores each quarter from second quarter and even here at the start of Q1. And what that really does is it supports our hypothesis that we opened over 130 Aerie stores in the last two years. Those stores as they mature, they’re going to start comping. They’re going to start a multiyear trajectory of come, which is what all our data and all our history tells us, and they’re going to bring new customers into the brand and grow not just the store comp but also the digital comp. So early signs, if you look at the last few quarters and you look at these stores as we’re anniversarying them, are very positive that what these stores are doing for the business is going to mirror history, which is going to give us multi-years of growth.
And we got into these stores, obviously, during COVID, at a very advantageous time to get long-term deals done for that brand. So it’s very encouraging what we’re seeing right now in the Aerie business.
Paul Lejuez: Thanks guys. Good luck.
Mike Mathias: Thanks, Paul.
Operator: Thank you. And our next question is from Adrienne Yih with Barclays. Please proceed with your question.
Adrienne Yih: Great. Thank you. Nice end to the quarter, everybody. Jen, I’ll start with you. So kind of in other kind of conversations, there’s been talk about the paying consumer, tight wallet there, and a level of price sensitivity. It does not seem like that, that is necessarily impacting your customer. In fact, you’re pulling back on promos. So just wondering — I’m sure it’s the product. So that’s first and foremost. But what are you doing differently to engage and create that loyalty? And then how much higher are the AURs versus 2019? How much of that promo versus initial retail? Thanks so much. And the stores look great, by the way.
Jen Foyle: Thank you. Our AURs are beginning on the year or on the quarter, Mike can get a little bit more specific for you. But regarding what we are doing differently, first of all, we’ve been highly focused on loyalty customers, our loyalty files up. But, again, in total — but again, it’s about the health of our file, right, because they’re our best vendors. They come back the most to our brands, and we want more of those customers. So that’s why we’re just incredibly focused on our loyalty program, and you’ll see more. Now, we have some really great findings and how we can even build that program stronger and better. Adrienne, I’d like to say that, first of all, as I mentioned, Aerie doesn’t quit, like, we’ve been going after that brand year-over-year inventing, reinventing, newness.
