Rick Dreiling: Another great question. The more time I spend here, I’ll make a couple of observations for you, Scot. It’s becoming really clear to me the composition of the new team married with the older team, there is a tremendous amount of experience here. And we believe that experience is going to help us drive €“ to drive to get things done faster. Then you couple that with an organization the Family Dollar and Dollar Tree organization. I have never seen the willingness to accept change like I’m seeing here. The 207,000 people in this company are dying to be high performers, and they believe in what we’re doing. And they are seeing €“ are the investments we’ve made so far in price and wage, store investments we’ve made in terms of the quality of the facilities, the employees are seeing that they are seeing those changes. They are seeing them in sales and their viewing it as all positive.
Scot Ciccarelli: Got it. Thank you very much.
Operator: Thank you. We will now move to the next question from Krisztina Katai from Deutsche Bank. Please go ahead.
Krisztina Katai: Hi. Good morning. And thank you for taking the question. I wanted to just follow-up on the market share Family Dollar. I mean, certainly, it has been challenged over the years, but it does seem that with price and store investments that is actually starting to change. So a question on traffic, which remained negative on a year-over-year basis but also multiyear, so how important is it to inflect positive for the model to work here? And how do you envision arriving there? Like what are the most critical components of the strategy to actually unlock that?
Rick Dreiling: Yes. I mean I think as I reflect on what you are asking here, the most important thing we can do is maintain consistent store standards and execute against our operating model. We have €“ we know what to do and I think if you look what’s taking place, the consumer is responding to it and they are responding to it in terms of a bigger share of their wallet. They are responding in terms of market share. And all of the initiatives that we are putting in place, Krisztina, are all designed for that store experience. Even if you look at what we are doing with labor, we are not trying to take labor out of the store. We are trying to eliminate work so we could spend that on more customer-facing activities.
Krisztina Katai: That’s great. And just a quick follow-up, again, regarding Family Dollar, but can you just touch on in-stock levels, how is that improving since the new team has been in place and how far are we from optimal levels of in-stocks?
Rick Dreiling: Yes. I would say one of the key initiatives in this building is the in-stock level at Family Dollar. Several things are happening. A lot of the manufacturers have retailers on allocation. So, if you order 100 cases, you might get 65 cases. And that is affecting everybody right now. The other issue we are €“ we have discovered, we have had for a long period of time is we use a perpetual inventory system and if that system is not right, if it’s not showing the on-hand quantities properly, the system will order product. So, we are going through a process now of truing that up, but I will reiterate one of the €“ and people are tired of me talking about it around here, in-stock is one of our key initiatives.
Krisztina Katai: Right. Thank you so much and best of luck.
Rick Dreiling: Thank you.
Operator: Our next question comes from Anthony Chukumba from Loop Capital Markets. Please go ahead.
Anthony Chukumba: Thank you so much. Hey, good to hear you are recovering from the bid. So, I just wanted to clarify, you talked about those wage investments. Can you just walk through that again, because I wasn’t quite sure, I think you said $2 an hour, but I wasn’t sure on the sequencing of that, so I just wanted to better understand that? Thank you.
