Jamere Jackson: Yeah. I mean what we have seen in total is that, our business has been remarkably resilient across both our upper income consumers, but also the lower end consumers. And again, that’s because the lion’s share of our business, our bread and butter categories, if you will or brake fix/failure, maintenance related sort of categories. The knock on effect of that is that to the extent that folks are making purchases for those bread and butter products if you will, then the discretionary categories tend to ride along with that as the basket gets built. So we have been fortunate in that regard. And the other thing that I don’t want to underestimate and I actually want to underscore, is the fact that, we have been very focused on our growth initiatives and our growth initiatives are about driving more customers and more purchase occasions for AutoZone.
And as a result of that, we are seeing the opportunity for us to continue to win some market share. So some of that sequential improvement that you are seeing in traffic is actually the impact of some of the things that we have been doing from a growth initiative to drive more customers into our store.
David Bellinger: Thanks, Jamere. And my follow-up on the 4% market share you highlighted before in commercial, do you have a sense of where the more mature markets are tracking in terms of market share and should we think about that as potentially in the double digits at this point and a path to where some of these newer programs can get to in due time?
Bill Rhodes: Yeah. We are definitely not in double digits in any markets that I am aware of. I would think maybe we are at 6% in that kind of ballpark. But look, if we have 16% or whatever share in retail, my thing is why can’t we have that in commercial and that’s the kind of thought process we need to have. I think one of our challenges is, sometimes we think about where we are and it limits what we think about the possibilities. We are trying to eliminate some of those glass ceilings, and say, why don’t we have the same amount of share in both, which would mean the commercial business would be meaningfully larger than the retail business?
Jamere Jackson: And the good news for us is it’s not just focused on new customers, but it is increasing our share of wallet with our existing customers. And to Bill’s point, that’s where we are focused as a company at getting what we believe our fair share or what our entitlement should be. We are pretty excited about those initiatives going forward.
David Bellinger: Great. Thank you.
Bill Rhodes: Thank you.
Operator: Your next question for today is coming from Michael Lasser at UBS.
Atul Maheswari: Good morning. This is Atul Maheswari on for Michael Lasser. Thanks a lot for taking our questions. The first question is on the commercial business, compared to last year, when you were regularly doing 20%-plus to now growing in 13% to 15%. So what has changed, is it just fewer new customer additions or less ticket per customer?
Bill Rhodes: Well, I think, as I said before, I think, part of what’s changed is some of the massive improvements that we have made in our — from our new strategy on commercial acceleration have matured more, but they are not mature. And so we are — I would just say it this way, we are very pleased with the commercial growth that we have experienced over the last six months. And as I also said, we are looking for those next items that are in the next part of our strategy, they are going to drive accelerated growth.
Jamere Jackson: Yeah. We are continuing to win market share. I mean, I would venture to say that the commercial market is not growing as fast as we are growing, which the knock on to that is that we are growing market share and we are pleased with our progress.
