I want to ensure profitability, right? And Sandeep said, we expect to be at least at $150,000 this year for our franchisees, which is up $11,000 versus last year. So, you want to see growing profits. The other thing you want to do is you want to look at the track record. And so let me tell you a little bit about the track record of Domino’s Pizza. And when I say track record, look, there are always going to be hiccups, right? But the one thing that I think is really special is if you look at our domestic business over the last 12 months, we’ve only closed 16 stores. And so, 16 stores, that’s 0.2% of our base. I think the QSR average is about 1.5% to 2%. And so, we closed only 16 stores. Actually, the last time we closed more than 20 stores was in 2016.
And so that, to me, is the reason to believe why we’re going to take a system that’s already opening up more stores than its competitors, and really lean in more because the profitability is better and the track record is fantastic.
Sandeep Reddy: I just wanted to add one thing to this, Chris, which I think is super important, because when we talked about the development outlook last quarter, we talked about is beginning to inflect in Q4, and then actually be very strong in 2024, this was before thinking about the Uber partnership. And I think when you think about the Uber partnership, this is a tremendous value to the franchisees. And the reason I say that is if you think about what Russell just talked about, all of our national promotions and all the special deals that we have will only be on our platform, which means that what is actually being sold on the aggregated platforms will be essentially menu price, which actually drives great profitability for the franchisees and great flow-through to them.
And those are all incremental transactions as we talked about going into ’24. So, the increase in profitability for the franchisees is going to be very material on top of what we already talked about in last call. And this, if anything, further accelerates the momentum in unit development in the U.S. going into ’24.
Chris Carril: Great. Thanks so much.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Brian Harbour from Morgan Stanley. Your question, please.
Brian Harbour: Yes. Thank you. Good morning. So, just on the aggregator partnership, could you remind us again, it sounded like the $1 billion number you’ve cited was over multiple years. And as you perhaps, at other partners, have you thought about any sort of incrementality internationally? And then related to that, you talked about kind of fighting for your fair share on those platforms. How else will you kind of do that besides just appearing? Do you intend to market that heavily? Do you intend to emphasize kind of service times relative to some of your peers? What are the other ways in which you actually compete against most of your peers who, of course, are already on those platforms?
Russell Weiner: Yes, Brian. On the international piece, we already got $1 billion business there. And so, we’re expecting the same type of incrementality as we take this from — to those 13 incremental Uber Eats markets. And I just want to remind everyone on the call that between the U.S. and international, we’ll be on 28 markets that we are overlapping with Uber Eats, and that means that — because of where these stores are located, the markets and where the stores are located, 70% of our stores will be getting this incremental volume that we talked about. The $1 billion number is a net number, just to be clear. I think you did a great job answering some of the questions about how we’re going to distinguish ourselves on the platform here in the U.S. One of the key pieces is service.
