And our leaning into the dollar price point, our customer is responding incredibly well to that. And I just — a testament to our team and to our ability to go where the customer wants us to around our $1 price point and affordability. But when you think about the consumable business, as you mentioned before, you got again, really step back and think about the strategic initiatives and how that has allowed us to really have a more profitable business there. And we’ve long used consumables to drive traffic and nonconsumables to build the basket. And so as we think about our — excuse me, the nonconsumable, as you mentioned, certainly, we continue to be pleased with what we’re seeing on NCI, and its ability to really provide that value. When you think about NCI, 80% of the items are $5 or less.
And so when you think about our ability to drive traffic through consumables, and then also see a little bit of our ability to rotate the product, the treasure hunt, our breadth strategy. We feel real good about our ability to help that customer continue to get the things they need and the things that they want. One last thing I’ll say around private brand. I mean, we continue to be very pleased with what we’re seeing on penetration. But the other thing you got to keep in mind is our customer, again, she’s very brand-focused as well. And it’s very important to her. And that’s where it’s important to really lean into our scale. As John mentioned earlier, the ability of Dollar General and a limited SKU retailer to be able to trade out brands, if necessary for our customer is a really, really powerful way for us to serve for better.
And we’ve said this before, but our customer treats a brand as a brand. And so it gives us the ability to make sure that we’re providing her with the value she needs. And our merchant team does that probably better than anybody in retail, in my view. So as you step back and think about it, we feel we’re well positioned and really excited about our ability to continue to listen to our customer go where she wants us to go. And you combine that with the more profitable consumable business and our strategic initiatives and really set up nicely for us to continue to serve her, as we’ve done for many, many years in all economic cycles.
Corey Tarlowe: That’s great. And then thanks for laying out the new store plans for next year. I think that helps to really provide a little bit more color as to the predictability and stability that we should expect ahead. Could you talk a little bit more about the strong returns that you’re continuing to see on those new stores? And what we should expect more so from a continued ROIC standpoint as it relates to some of these new stores as we look ahead?
Jeffery Owen: Yes, Corey, I’ll start and then I’ll let John fill in on some of your questions around returns. But our real estate model continues to be a huge strength of this business. I mean the low-risk and high-return model is incredibly powerful. And when you think about the retail landscape today, when you think about some of the challenges other retailers have talked about on the real estate front, I’m just very, very excited and proud of the fact that we’re going to deliver more projects than we ever have at Dollar General in 2023. And with 1,050 new stores, it continues to just highlight our ability to serve the customer and our ability through format innovation, our real estate model, our technology, we’re able to go where the customer needs us to go.
