Russell Weiner: Yes, sure. Look. I mean, I think part of the answer your question was in our question. The delivery pressures are a macroeconomic thing, and so like I said it, while it’s not a pretty way to grow share, when you’re growing share in a category that has got headwinds, that means you’re kind of outperforming the rest of the category. Now that’s not what we like to see in our overall numbers, but you’re really talking about macro pressures. And so the way I look at is all the things that we’re doing now to get better in delivery with hiring folks, with having a tighter circle of operations, with innovating, with technology, all of these things, so that what is now a share increase in a category that’s got headwinds, when those headwinds will subside €“ and look, I joined during the time during, during the last recession.
We boomed out of that recession, because I think as we said last time, we knew this, delivery because of delivery fee and because of tips, if they’re going to have extra headwinds during these economic times. So I like to look at how are we performing during these times? Are we getting better during these times, so when that pressure is gone you should see us to accelerate.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Andrew Strelzik from BMO. Your question, please.
Andrew Strelzik : Hey! Good morning. Thanks for taking the question. Mine is actually a follow up to your prior answer, and I guess my question is about balancing, kind of maybe being more aggressive and kind of creating a bridge through the macro challenges instead of maybe what sounds like a more incremental approach is kind of how I’m understanding what you’re talking about, it. Kind of incremental steps and then a real acceleration as the macro improves. So how do you think about potential opportunities to be more aggressive to smooth out that cadence rather than kind of the dip and the boom? Thanks.
Russell Weiner: Yeah Andrew, great question, and that’s kind of what I was talking to, you know really at the end, Look, during COVID we were clear during the pandemic that we had capacity issues. And so the type of delivery innovation, there you are seeing more on things like car side delivery or contactless delivery, and so I’m not going to talk to innovations moving forward, but that’s an important piece for us. If we want to break out of the category, then we need to break out of the category from an innovation standpoint, and that’s €“ you know we’ll talk product later, I could talk all day. But there are innovations that are going to help us in addition to EV fleet on the technology side. That should help us break away from the crowd.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Gregory Francfort from Guggenheim. Your question, please.
Gregory Francfort: Hey! Thanks for the question. Russell, you talked a little bit about broadening value from the national coupon offers to maybe the rest of the menu. Can you expand on what that looks like and maybe what customer feedback you’re getting that’s driving you to or franchisees to reassess that? Thanks.
