And the answer is possibly. I think our experience would say that doctors really have no interest in communicating what products people use, but some of the support groups or nurses or dieticians do. And so we’ll see. Again, this is a different, different product. It’s a different kind of health journey. So, we want to really understand it so we can do it the right way. And then from a — the last question around product formulation, absolutely, it’s part of what we’re evaluating. Remember, this is early. So, we want to better understand the nutrition that they’re missing. We know that when you were on these drugs that you do lose more muscle mass, so we know protein is important so kind of checked that box. There are other areas if there’s some micronutrients that are potentially lost.
Those are things that we need to learn, and we plan to.
Operator: [Operator Instructions] Our next question comes from John Baumgartner with Mizuho Securities. You may proceed.
John Baumgartner: Darcy, first off, I wanted to ask about innovation as the supply chain issues are being solved in advertising and promos being turned back on, at what point do you think the model is ready and sort of capable of supporting innovation that’s larger and more platform-based in nature? You mentioned your long-range planning. So, how do we think about portfolio development from here, whether it’s flavors, format, differentiated products that we may even see in fiscal ’24?
Darcy Davenport: We dug into — I think that we have some new learnings in this area, John. So we dug into our data over the last several months with an outside partner. And I think that we have, yes, some exciting new learnings. I think the biggest piece is we have found we have much more upside with our existing products and what I’ll just call close-in innovation. So think flavors, pack sizes, formats, and so sort of closer in innovation as well as just more distribution of our existing products. What I like about that is it is less risky, it’s more efficient. However, we also have been spending the last two years — our R&I team have been working on new lines of products, especially on our Premier Protein business. So, we have a very full pipeline of new products.
But my expectation is that we’re going to focus on — in ’24 more on the closer-in innovation, and then ’25 and beyond will be — will be launching some of those lines that we have developed. And our goal is to launch a new line every 12 to 18 months on both Premier and Dymatize and focus on ’25 and beyond.
John Baumgartner: Okay. And then as a follow-up on marketing. You’ve also mentioned the TV campaigns, obviously and the high ROI you’re seeing from influencers and social media. But I’m curious, do other opportunities exist, whether it’s partnerships or brand sponsorships, that can maybe amplify and complement that influence your breadth and accelerate brand awareness? What levers are still out there, maybe that could be high impact, but haven’t been pulled yet given where the supply chain has been?
Darcy Davenport: I mean, honestly, a lot of levers because we just haven’t — I mean — so again, I want to separate Dymatize and Premier. On Premier, we’ve been holding back. We have not had any significant marketing for two years. So other than kind of the basic social media that what we call kind of every day, keep the lights on marketing, but we haven’t had a big campaign since ’21, so absolutely a big opportunity. On Dymatize, we use — we have influencers. We call them our Shaker Program. And they’re basically — every day that — we have a bunch of criteria. They’re still — they’re everyday influencers, but they actually have a lot of reach. So we have had a lot of success with the Shaker Program within Premier. Now is there an opportunity to have a more high-profile influencer?
Possibly. On Dymatize, we actually have done that. So we’ve brought in a combination of — of just regular influencers, which have pretty high reach, but then we’ve also every year, brought on some kind of higher profile influencers, and we’ll continue to do that within the Dymatize business, even starting in ’24. I’m not ready to tell you who are high-profile influencers are, but we’re absolutely using that lever.
Operator: [Operator Instructions] Our next question comes from Bill Chappell with Truist Securities. You may proceed.
Bill Chappell: Yes. Thanks for squeezing me in. I guess, first, maybe just a little bit — talk with some of the additional capacity, talk about kind of different distribution, both international opportunities, but also kind of single serve at C-stores or stuff like that and kind of how that’s progressing or if that will progress as we look at the next end of the year?
