David Palmer: I think investors are looking at the industry trend and they’re thinking about comparisons on a multiyear basis. And they’re thinking the industry is going to go flat, something like that in the second half of calendar ’23. And so, that’s sort of where people’s heads are with regard to casual dining. I wonder, do you think that is too pessimistic? I mean, based on what you’re seeing because, obviously, four-year trends don’t need to stay stable. But if that were to happen, your gap is positive to that industry at this point. And you’ve been very clear on this call about you’re not wanting to pull levers unless it really got bad. But if you’re doing 2-plus points better than that and you’re coming along in the low single digits, would you not really change your mix too much with regard to the advertising and the value marketing and kind of stay the course?
Rick Cardenas: Yes. David, I don’t want to talk necessarily about the second half of fiscal — of calendar ’23 because that’s fiscal ’24 for us. But I think if you look back in history and you look back in other slowdowns, if that is what happens, and you look at some of our brands, Olive Garden significantly outperformed during that time because guests go for — where they see value and they go to trusted brands, and I think Olive Garden is one of the most trusted brands out there. So, we would expect that we could outperform. I can’t say we will, but I think we — I think that’s what our history would stay. And so, we’re going to look at our marketing mix just like we’ve done in the last few years, and we may move it a couple of tenths here or there. But unless something dramatically changes, we don’t anticipate doing anything differently.
David Palmer: The other thing I was wondering about is just seeing those Cheddar’s scores being number one in value, first of all, congrats on all these scores. But Cheddar’s has a big TAM potentially. I mean varied menu is a big thing, originally this might have been thought to be bought and become a bar and grill killer that varied menu is a big category and value scores are going to help you move into the center of the country much better returns. So any thoughts about maybe metrics on returns and you’re growing 11, 12 units right now a year. Why can’t that maybe go up quite a bit as you see that brand where it is today? Thanks.
Rick Cardenas: Yes, David. I would say when we bought Cheddar’s, we thought they had a lot of opportunities ahead of them. We still believe they have a lot of opportunities ahead of them. And we’re going to be prudent on their growth as we make sure that they have the leadership teams for their restaurant to grow. I said it at ICR that the world is littered with brands that grew too fast, and we’re very, very strategic on how we open our — grow our brands. And so, the days of 10-plus percent growth for a brand at Darden, that doesn’t happen very much. And so with Cheddar’s, we’re going to be prudent. We’re going to open in the single digits for a little while to see how they continue to do. And as we infill markets that they already have restaurants in, and we find ways to get into new markets, as long as we have the people to do it, we can grow them.
And I will tell you that John Wilkerson and his team have done a great job developing their people to have people ready to open these restaurants. And the more pipeline we have of people, the faster we can open.
Operator: Our next question comes from Lauren Silberman with Credit Suisse.
Lauren Silberman: On the traffic outperformance, 700 basis-point gap, do you view this level of outperformance as sustainable, or how do you think about the outperformance?
