Operator: Thank you. Please stand by for our next question. Our next question comes from the line of Ike Boruchow with Wells Fargo. Your line is open.
Ike Boruchow: Hey, good morning. Jonathan, I was wondering, kind of, piggyback on Brooke’s question, just more specifically in terms of the dollars and productivity in China. I think you said that there was a $60 million shortfall in China this quarter specifically. I guess, if we could just zoom out high level? If you look at the store base you built out in China, what you normally would have planned, I know it’s hard to think this way whether €œnormalized revenue stream out of the region€. Can you talk about the revenue dollars that are not currently in the P&L that if things are to revert back to normal could come back? I mean, clearly like you said, it’s $60 million just this quarter, but I’m kind of curious on an annualized basis, how maybe you guys are thinking about that?
Jonathan Sinclair: So if I take it at its most, I’m going to reiterate a little bit the point I just made, but remind you of the numbers. We are talking about $100 million reduction previous cycle and a further $60 million this cycle. So absolute minimum, we’re looking at $160 million that’s attributed to weakness and performance in China. And that assumes that we were actually assuming a normal year this year and which we were not. So in broad terms, we would say that there’s upside greater than those two reductions.
Operator: Thank you. Please standby for our next question. Our next question comes from the line of Oliver Chen with Cowen. Your line is open.
Oliver Chen: Hi. Thank you. Regarding the U.S., what are the opportunities that you have within your control to improve conversion and what might you see happening ahead with that customer? And then as we think about Asia and China, the inventories and the traffic build, I would love your highlights on how you’ll manage inventory in a pretty dynamic reopening period? A third and final is investors often ask about brand heat. You have a lot of momentum and a lot of the metrics look really strong. Would love your thoughts on the key things that prove your brand heat is really robust as we go forward? Thank you.
Carrie Baker: Thanks, Oliver. For the U.S., conversion, I mean, generally, I wouldn’t even say this is just to the U.S. I mean conversion is something that we’re looking at day in, day out. I think we’re putting a lot of investment in terms of what is that Canadian warmth experience that we deliver. So making sure anyone who comes online, comes in to our store, is greeted warmly, understand what we have to offer, see the full breadth of our offering. And again, in the U.S. in particular, they’re seeing us as a lifestyle brand, don’t just think about it as whole lot of parka brand. And then getting guided expertise from our brand ambassadors in stores at least. And I think that combo is what has helped us win. I think it’s helped us grow our conversion already, but obviously, that’s continued to be a focus.
Online, I think it continues to be an evolution. I mean, as we better understand our consumers in every market — every region. What are they looking for? What is that personalized journey? How do we make it an experience that is directed just at them? Offering up the right product at the right time and then make it seamless and easy for them to check out. So I think there’s nothing specific as a new program, I can say specifically, but this is definitely a focus for us. And again, we’ll talk a lot more about it in our five-year strategy next week in Investor Day.
