Unidentified Analyst : I’ll take a second shot on M&A. And I think that some of it was in the earlier question was if perhaps you’re thinking about discretionary differently in the context of future M&A. It does feel like when you think about something like ZICAM where you bought a cold remedy company at a time where nobody was getting cold. But it also sounds like a lot of discretionary assets that you might be looking at are also equivalently struggling forgetting about what’s in your business right now. So can you maybe just talk about how you’re thinking about M&A in terms of is discretionary still on the table? Or has this recent experience maybe changed your mind about discretionary as part of your…
Matthew Farrell: Yes. Well, let’s go back to ZICAM for a minute. And we bought ZICAM has a brand, a very strong brand equity. And we renew we were buying it in the middle of COVID. We thought long term, this is a business that has opportunity to grow. And the opportunity with respect to ZICAM is similar to a brand like Emergency which is not episodic now and its sort of an everyday brand that many consumers use. That’s the opportunity for ZICAM long term is converted — also is having ZICAM in a gummy form. You got to keep in mind, we were in supplements with Vitafusion. So it made a lot of sense for us to add on to that as I can. So just to give a little bit of context. Now as far as discretionary versus nondiscretionary, yes, a recent experience does influence our attitude going forward.
And certainly, if you’re going to buy a discretionary brand, — the question is going to be how resilient is going to be the downturns in the marketplace because, obviously, with — certainly with respect to vitamins, FLAWLESS and WATERPIK. The economy did affect the performance of those brands over the past year. So it does influence that. It doesn’t mean that we’re — it’s hard and fast. We’re going to extrude them. But I will tell you the devices you can put it next through going forward. Steve?
Stephen Powers: Yes. So Steve Powers from Deutsche Bank. So I wanted to go back to pricing, a two-part question. The first one is just pricing in the quarter relative to what we’re seeing in scan data. Pricing came in light. So I don’t know how much of that is the promotion, how much of that is some of the mix that we don’t see. But just you can bridge that gap would be helpful. And then as you go forward, as for as much pricing as you have taken and are taking, your pricing net of cost inflation is still has not cut up and it’s not expected to catch up in your gross margin bridge. All your gross margin is productivity and fill rates and mix, which is great. a lot more emphasis on volume resumption in your messaging and value. So just philosophically, how you’re thinking about that? And I guess, a little bit to John Feeney’s question about just why not price a bit more, if you last this is your favorable to close that price versus cost inflation gap.
Matthew Farrell: Yes, I’ll start, and I’ll dish it to Rick. So as far as the fourth quarter goes, certainly, mix had an impact as we talked about earlier with respect to WATERPIK and vitamins and flows year-over-year — promotions, which we went through also since that’s kind of been heating up Q2, 3, 4. It’s gradual, but it still had an impact in the fourth quarter. But I would say the two factors would be mix, number one and number two was heat up and sold on deal as far as the trend with respect to price mix.
