Joe Taylor: I don’t, Mika, do you have that? I don’t have that sitting right in front of me right now where —
Mika Ware: Yes, so Chili’s —
Kevin Hochman: Yes, we — go ahead, Mika.
Mika Ware: Chili’s was just over 30% and Maggiano’s was — sorry, I’m looking at Maggiano’s didn’t have it memorized right here. Maggiano’s —
Kevin Hochman: Low-20s.
Mika Ware: Yes. Yes, they were about 27%.
Brian Vaccaro: 27%, Maggiano’s. Okay. And last one for me, sorry to keep going so long, but the tax rate Joe, embedded in your guidance.
Joe Taylor: Again, we expect that that low-single-digits to mid-single-digits tax rate on the annual basis.
Brian Vaccaro: Okay. Great. Thank you very much.
Joe Taylor: That’s the effective — and that’s effective tax rate.
Operator: Your next question for today is coming from Jeffrey Bernstein at Barclays.
Jeffrey Bernstein: Great. Thank you very much. Two questions, just the first one, speaking to the broader macro one of the largest QSR players yesterday spoke about an assumption for a mild U.S. recession, presumably a downturn from here. I think you mentioned not assuming a downturn. So I’m just wondering what — what impact do you think would come from a mild recession on your business? And how would you respond in terms of maybe a change in strategy if need be? And then I had one follow-up.
Kevin Hochman: Yes. Let me start with just how we think about like where we’re positioned and then I’ll talk to you about what I think how the customer’s going to change based on if the macros were to worsen. So number one, I’d like where we’re positioned on value even with the recent price increases that we’ve taken, we’re playing catch-up versus the industry, and so there’s still a pretty large gap versus where our pricing is versus our competitors. So I feel good about that. Our value scores have actually improved since we took the pricing in October on the everyday menu. I think that’s a function of improved service levels. The other thing that we have that we didn’t have in the recession back in 2008 several others have too, but we have 12 million loyalty members and we have a direct way to talk to them.
And so we can target value a little bit sharper than we could back then. So I think it’s a huge opportunity for us, because then you can go a little sharper if you need to go sharper with the guests that would need a better value than the one that doesn’t, right, versus the — before you had that capability, you had to advertise it to everyone. So you could be more laser-focused on value. And then lastly, the fact that we’re getting back on air with advertising with a — what I think is unbeatable in the restaurant industry at $10.99. I think we’ll have a nice impact on traffic. From a customer standpoint, if the — if that recession or if the macros continue to get worse, what you see them do is they can’t afford to have a bad experience. And so because dollars are tighter, and so what’ll happen is they’re going to gravitate to the places that they think they can get consistent value, not necessarily the lowest price, but things that they can count on and trust.
