And so while we’ll have our entire menu on Uber, we’ll have a slight premium to our menu price on that channel. Now, menu prices at Domino’s Pizza are still very competitive. And so I think within that platform, we’ll be competitive. The second thing that we do really well, and you see this in our digital media, the Uber marketplace is a digital platform for us. And so we’ve got our National Advertising Fund budget and all the expertise we have from being on Facebook and all the other social media platforms. We’re going to bring that into Uber, and we’re going to drive folks within that platform with our marketing money. If you’re in that platform, we’re going to drive you the Domino’s. And we have a lot of expertise on how to do that. And once you’re there relative to other menu prices that you’re going to see from the competition, we’ll be in a really good place.
So I think we’ll be a value player there, and we’ll have high awareness once you’re within that platform. And so absolutely, I think we can get to our fair share on that platform, as well as eventually the entire marketplace for aggregators.
Chris O’Cull: Thank you.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Joshua Long from Stephens Inc. Your question please.
Joshua Long: Great. Thank you for taking my question. When we think about loyalty and the opportunity for carryout to participate there, a lot of the conversation has been focused on third-party marketplace and some of the initiatives that have been put in place to unlock delivery. But can we circle back to other carryout initiatives and how you think about building that piece and that’s been a strategic point of focus in prior calls. And just so as we think back you think forward to 2024 and beyond. Can you talk a little bit more about how you’re building the awareness and scaling up the carryout side of your business as well, please?
Russell Weiner: Yes. Great. Carryout is one of my favorite topics, most recently, I’ll just point to the two-year 21.5% comp in the – on the carryout business there. It’s a really strong channel. Remember, last time, we talked about two really big incremental channels of growth for Domino’s Pizza, right? The first was getting our fair share of the aggregator business. That’s $1 billion net of incrementality. But the second is our fair share of carryout. What’s our fair share of carryout? And by the way, carryout has been our most aggressive growth over the last decade ago from a share perspective. It’s one in three just like we do one in three deliveries. And that’s like a $2 billion opportunity. And so we’re going to continue to lean in.
Now the nice thing is what we’re seeing is the stuff that we’re doing, really affects both parts of our business, the more we’re learning, I think we’ve talked about before that the customers are pretty separate customers. But at the end of the day, they’re pizza customers. So things like Pepperoni Stuffed Cheesy Bread, things like Emergency Pizza are going to work across both ends. And actually we’ve seen really nice redemption on Emergency Pizza from carryout customers, which is – it’s been surprising to me. You’ll also see us though continue to lean in on both the marketing and the operations piece of it, right? So, the marketing, you’ve seen carryout tips before. I’m sure that one’s going to come back. Phone ordering is really important, believe it or not.
We have a large number of our customers coming in on online ordering, but we still need to make sure that the phones are there so operationally, and we’re answering those calls right now, and about 3,000 of our stores have call centers as potential overflow. And so driving the top line, driving the marketing, driving the funnel there, but also having the operational support are both things that we need to do and we will be doing.
Joshua Long: Thank you.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Jim Sanderson from Northcoast Research. Your question, please. Jim Sanderson, your phone might be on mute.
Russell Weiner: Sounds like Jim is waiting for his Emergency Pizza, so we’ll make sure we get that to him.
Operator: All right. One moment, we’ll move on to our next question. Our next question comes from the line of Danilo Gargiulo from Bernstein. Your question, please.
Danilo Gargiulo: Thank you. Can you share any feedback your franchisees are giving regarding their access to credit? Because with rising interest rates, they’re seeing at their end, are there any incremental pressures outside of your control that might be slowing down the net unit growth expectations going forward? And if so, are you contemplating incremental incentive for franchisees to navigate these hard times?
Sandeep Reddy: Yes. Thanks for the question, Danilo. And I think that’s a really good question, and that’s a very fair point. But I think where we are with the franchisees, I’m going to start with the cash flows that the franchisees are generating because as you think about where we were last year, $139,000 per unit to now $155,000 and above. It is basically definitely a much significantly improved operating cash generation situation for the franchisees. In that backdrop, it is very fair to talk about the credit situation in the marketplace, which is definitely tighter and much more expensive. And so I think franchisees are cognizant of that, but I think as we talk to them, when they look at the trajectory of the business, when they look at the opportunity for growth in the business, they definitely have a very strong appetite for unit development as Russell talked about earlier and I talked about on the prepared remarks.
And from an incentive standpoint, as a company, we’ve always actually worked with franchisees on incentive programs and we’ll continue to do that. And so I think as we look at the opportunity for growth, it’s in both our interests to look at it and that’s something that we will continue to do.
Russell Weiner: And I’d just say as an early indicator, if I look at what we’ve got in the pipeline this time this year versus this time last year, it’s much more aggressive.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Greg Francfort from Guggenheim. Your question, please.
Greg Francfort: Hi. Thanks for the question. Sandeep, last quarter you talked about some of the supply chain efficiencies you’d seen in the first half of the year. I’m wondering how that’s looked in the third quarter and going forward. And then, can you just remind us the process of raising some of these fixed spreads on the supply chain cost. You’ve had mid-teens to high-teens inflation in the last couple of years on a cumulative basis. Obviously, there’s a process through which you could raise those spreads on the franchisees, the dollar spreads over time. And I’m curious how often you look at that or how that process goes in raising those. I’m just curious, any thoughts would be helpful. Thanks.
