And so, the vendor partnerships have continued to evolve over time with that as the backdrop. I think we often talk about the physical experiences with our vendors, and that remains important. Our partners continue to invest in our existing stores. And I think you can see some really beautiful vendor experiences in the 35,000 square foot remodel that we’re doing as well as even some of the smaller stores that we’re testing, where you have just a different take on vendor experience. So there still is this real investment and interest in how a vendor shows up in a physical experience. But on top of that, there are so many new spaces where we’re developing some different and unique partnerships. We have developed some interesting partnerships around our membership offerings.
We have developed really interesting partnerships with Best Buy Ads and how they think about the access to the hundreds of millions of customers that we have that we know very well, and they can target very directly. We have deep services partnerships in many cases, we’re an Apple authorized repair facility, and we’re building out that services infrastructure with other partners. And then to your point, we’re starting to see some real opportunity in supply chain and fulfillment. We have a program that’s called Partners. We currently have six partners on it. Samsung is one of those where you can actually order online at Samsung and have it fulfilled in our stores. And I think there are so many spaces, especially in an industry where like we said 40% of what we sell online is picked up in store.
So, there is this like intricate want and need on our customer base to physically have access to that product, and we can partner pretty uniquely with some of our vendors to help provide that experience for them. And we can see a lot of opportunity for that into our future.
Steven Forbes: Appreciate color. Thank you.
Operator: Next caller, please go ahead.
Greg Melich: Hi. It’s Greg Melich with Evercore ISI. Really two questions. One, Corie, I think you mentioned that average selling prices are still up from where they were a few years ago. If the three-year comp is flattish, should we assume that ASPs are maybe up 10% and transactional counts are down 10%. Would that be a fair estimate?
Corie Barry: Well, we’re not going to give the precise numbers, but directionally how you’re thinking about it is essentially what we’re seeing. And I just want to make sure I underscore one more time on the ASP side of things structurally versus calendar 2019 or fiscal 2020, you’ve really got two big things happening. And that is the mix and the category mix is quite different. Larger percent of our revenue now coming from appliances and large TVs. And also, second, within our categories, the mix in the premium products has increased. And I think those two actually reflect some of the strengths of our model, our ability to really tailor those more premium experiences, our ability to deliver and install that large cube. I think it’s — sometimes it gets a little lost in some of the other inflation conversation.
That’s not what’s happening here. What’s happening here is, structurally, we’re making what I think are some really positive changes within the business model.
Greg Melich: Well, I guess that’s the natural follow-up. So that’s the premiumization with innovation. So, I guess as you go through this year in the guide and that improvement in comps from where we are now, is that improvement more based on ASP declines moderating or traffic improving for transactions improving?
