David Palmer: I thought that your traffic in the dining room was down double-digits versus pre-COVID, something like that. And I mean assuming I — is that right? And I also wanted to ask about your labor hour growth. You talked about dialing that up a bit. Where do you think you are now versus pre-COVID in terms of labor hours, and where do you think you’ll end up? I’m just really curious about the proportions of labor versus sort of that in dining room traffic.
Joe Taylor: Yes, again, we’re starting the process of dialing that up, that really started in later December. So we’ll continue to fine tune that as we go forward. I’m not as focused on pre-pandemic versus current. I think again, we’re focused on how do we drive the better guest experiences and the metrics that that show that the guest is responding to better service, better food, better atmosphere. So we’re going to keep, I think some of that analysis more in the current environment as opposed to looking back three years in that regard. Yes, I think your traffic at low point in the dining room is in the range that, that you’re thinking. I think that’s not an inappropriate way to think about it, but again, well offset by all the other moves we’re making.
David Palmer: If I kind of struck out on that question, but if I could just ask, was the traffic decline 7%, 7.5% or so for Chili’s decline, was that roughly what you would’ve have expected in terms of the trade-offs, the natural trade-offs you’re making the business, including the pricing? And I’m wondering obviously the January is a weird month, but down the road summertime, for example, the — maybe the comparisons become more normal. Is there a traffic trade-off that becomes not acceptable? Is there a level where you feel like maybe you have to make some adjustments? Like what — how should we think about — how you are thinking about traffic from here? Thanks.
Kevin Hochman: So how we’re thinking about is as long as we’re moving in the right direction on the total business both in terms of sales and profitability, we feel pretty good about the moves. Now, obviously, if things start to get closer to where that’s not true, we’re not going to wait for that to not be true. We’re going to make some interventions, right? So we’re going to look at it very closely. Our belief is that as long as we keep a barbell strategy where we protect opening price points but then allow price points to flow through on some other items, and then be able to reinvest back into the experience, we think that will allow us to continue to grow the business. If that — if those beliefs are untrue, especially with a macro headed in the wrong direction and we’ve got to revisit that we will, and we might have to go a little bit back to a little bit more discounting, or we might decide to protect some pricing.
But at this point, we haven’t seen anything that would lead us to believe we’ve got to change that strategy. And as long as we run, a couple of points away from the industry on traffic, the equation looks really good for our business and then allows us to plow back investments that we hope will then grow traffic over time, whether it’s advertising improved service levels or better food. So that’s our belief. We’ll continue to monitor it. We reserve the right to — we look at that strategy if the things that the data that we’re seeing changes significantly, but we haven’t seen it so far.
Operator: Your next question is coming from Brian Vaccaro with Raymond James.
