Andrew Wilson: Yes, great question. Thank you. First and foremost, I would go back to as a core entertainment company, it is always important that, we are developing and investing in new IP, to grow the future pipeline opportunity, that optionality that Stuart referred to earlier. And we have the strongest pipeline, I think we’ve had in many, many years as we go into those out years in terms of both our core IP and new IP. If we look at the trailing 12-months, both in terms of engagement and monetization, what we do see however, is that the biggest games are these games that really entertain and engage massive online communities. And these are existing franchises that either evolve on a month-by-month cadence, or evolve with annual releases plus live services.
And so, as we think about the foundation of growth for our business, we think about FC. Again, this was the first year of FC branding. What we’ve spoken about in the past few quarters, is having that FC branding and partnering more closely with the core leagues in territory gives us more growth opportunities, than we believe we ever had before. It is building around Madden NFL and expanding the broader college football base, but it’s also investing in the Sims and in Apex and in Battlefield. And ultimately some of those as we go down through the next coming years. And so, while we will continue to invest meaningfully behind new IP, and we will be thoughtful and focused on those investments, we see significant opportunity based on how communities are coming together in games, around our biggest franchises, FC, Madden, Sims, Battlefield, Apex.
And we will work meaningfully, to expand those over the coming years.
Stuart Canfield: And then on subscription, remember we have been early in subscription as a company. We have EA Play as a subscription that exists across platforms. It is part of the Game Pass Ultimate service on Xbox Live as well. I think that we believe, as we look forward that subscription will be a meaningful part of our industry, over the course of time. It hasn’t really translated in the same way that a linear television or movie subscription has or a music subscription, just because of the nature of engagement in our content relative to those other mediums. However, as we think about the future, we do believe there is an opportunity to fundamentally disrupt how households consume content broadly. As we look at leaders in a space like Netflix and them leaning into games, as we listen to the performance of Warner Brothers’ games division and their conversation around how that might feed into their broader subscription over time.
We think we are in an incredibly strong position to continue to lead on subscription, at least as it relates with interactive, because of both the depth and the breadth of our portfolio, which as we look at our portfolio, we believe it is unrivaled in the industry, and spans across many genres, including sport, which of course is a meaningful driver of entertainment value in the coming years.
Unidentified Analyst: That’s very helpful. Thank you.
Katie Burke: Thank you, Chris. Briana, next question, please.
Operator: Our next question comes from the line of Eric Handler with ROTH MKM.
Eric Handler: Good afternoon. Thank you for the question. Andrew, I wonder, if you have you ever thought about taking all of your essentially siloed sport communities and thinking about a way to bring them all together so that hockey fans, can talk to soccer fans, or football fans talk to UFC fans. And that way, you can build a huge community around that, where you could then layer in various highlight clips of real-world games and e-commerce, just sort of create, for lack of a better word, a metaverse, given how massive your community is?
Andrew Wilson: Incredible question, and also very insightful. And certainly, as you think about our network, which is well over 700 million right now, about half of that interact with our sports games. And so, as we think about our sports community, it is almost certainly one of the largest collective sports communities on the planet. As we think about EA SPORTS as a brand, we know from brand research around the world. It’s also one of the most recognizable and recognized sports brands. And as we think about emerging consumer generations, Gen Z and Gen Alpha, for many of them, their first relationship with sports comes through their relationship with the leagues and teams and sports they love, as a result of their interaction with their EA SPORTS products.
And so, what we know to be true is right now, as we think about our players. They spend on average about 90 minutes a session inside of one of our games. They then leave that game experience, where they’ve been deeply connected with their core friend unit, and they go and they talk about that experience on another platform. And then they go and create content about, that experience on yet another platform, and then finally, they go and watch that content on another platform. We do believe, we have a meaningful opportunity over the coming years to actually harness the power of that community, both inside and outside of our games, which is really the third pillar of our core strategy, and will be led by our EA SPORTS brand. So again, a super insightful question, nothing to announce today, but you should imagine that we see the very same thing.
We see an incredible opportunity by virtue of the breadth and depth of our sports portfolio, the breadth and depth of our sports relationships around the world, which I think are unmatched on a global basis, and certainly the size and magnitude of our sports gaming community, and the relationship they have with their favorite sports through us, but more importantly, the connections that they’re making with their friends, as a result of the time they spend with us. We think there’s a meaningful opportunity for us to expand on that, both inside the game, and we’re seeing that already, in our core products like FC and Madden, but also outside the game. And some of the starting points of that, are some of the deals that we’ve done with our licensed partners that do allow us to bring highlights, and other non-gaming content into the ecosystem broadly.
So, best I can say is watch this space.
Eric Handler: Thanks. And just as a quick follow-up, I wonder if you could just give a little bit of an update about sort of the state of the mobile industry, sort of what you’re seeing. Did mobile bookings were up modestly in the quarter. Do you think you’ve reached stabilization and you can expand from here? What are you seeing in the market?
Stuart Canfield: All right. I’ll – give a quick position on the financial framing that you just talked to. So yes, sort of in Q3, we actually tracked up 5% at constant currency when you exclude lapping of Apex from the prior year. We did see improvement sequentially. We saw double-digit improvement between Q2 and Q3. Our overall mobile portfolio, as you talked to, you saw the strength that we called out in particular around FC within that mix. We saw double-digit growth year-on-year, as we even entered a World Cup comp. In terms of how we think about mobile, as we move forward. I think we’ve been very clear on the strategy that, we’re focused on, which continues to lean into the success we’ve seen around FC and our broader ecosystems as both an entry point, and expansion for us in terms of players.
