Brian Harbour: Yes. Good morning. Thank you. Maybe I’ll just ask about the mix piece of your comps. Is that something that you actually expect to kind of pick up from here? Because obviously the reduction of discounting was kind of the most immediate impact, but what have you started to see so far from the bar initiative or some of the product changes?
Kevin Hochman: Yes. I mean a big part of our strategy on what we call core four, which is CRISPRs, margaritas, burgers and fajitas. The idea is to — how do we bring some innovation to those properties and platforms in order to drive both pricing and mix? And so like the CRISPRs test that we have currently today so for this is like an example so you can understand how we’re thinking about mix. So today, we sell we have three different offers on CRISPR or two — now it’s two because we reduced one, but they’re all the same size, right? So there’s no opportunity to buy a bigger piece count. And so that’s not really the way the guest wants to buy chicken tenders, if you see competitive concepts, they have multiple sizes. People want bigger eats and not everybody wants the smallest size.
And so we’re testing three, four, five. We’re testing a four, five, six count. We’re testing with additional sauces that we’re taking from the virtual brands. We’re testing upgraded sides. And what we expect to see as a result of that test would be significant moves in mix within CRISPRs and then more importantly, overall PPA and check gains from making that move because obviously if people are trading down in the CRISPRs even if it’s a bigger mix, it’s not going to help us, right? So that’s why we test it versus just rolling. And so far as the test, we’re really encouraged about what we’ve seen. It’s clear that guests, if you solve for their — whatever their needs are and do it in a meaningful and valuable way; they’re going to be willing to spend more with you.
And so I think you’re going to see that show up in the bar. I think you’re going to see that show up in fajitas over time. The challenge for us is we just can’t do everything at once, right? The restaurants and our RSC can only handle so much change and do it in a quality high fashion manner, right? And so we are — we’ve literally just gone through this exercise with our leadership team of like as we think about evolving the menu and driving mix through innovation, how do we pace and sequence it so that both the restaurant support team as well as the field teams can handle all that change, right? So that’s why you’re not seeing it all at once within a 12-month period. But that’s how we’re thinking about mix. We think that could be a meaningful source of growth for us as we think about not just having the lowest price point in the industry, but how do we create the best value for the guests.
Brian Harbour: Okay. Great. Thank you. And then just on menu pricing, you said what the number was in 2Q and I think you had previously expected it to roll down kind of closer to 7% as we end the year. Is that still the case? Like is your cost outlook still kind of supportive of that pricing level, or do you think you might add some more as the year ends?
