Deanna Brady: Yes, Tom, thanks. This is Deanna. I’ll jump in there. So we still have wraparound pricing that’s flowing through. We took several price increases last year, and some of those are still flowing through. We have a chunk of the portfolio that is currently in price increases, roughly about 5%. We’ve taken a very mindful approach to our pricing and thinking about elasticities, volumes, where we’ve added capacity. Obviously, we want to make sure that we’re able to leverage that capacity. And so we’ve tried to be very mindful. So we’ve taken multiple price increases probably in smaller increments than some of our competitors have announced. And really, the increases we’re taking are justified for inflation. And so — and we’ll continue to monitor that. We’ve got the ones, as I mentioned, that are already in the quarter happening, and we’ve got a few other categories that we’re evaluating as we sit today.
Operator: The next question comes from Peter Galbo of Bank of America.
Peter Galbo: Maybe just a first question, more of a technical question around the resegmentation. And just to level set everybody on the call, have you disclosed at all, just what percentage of the new retail business will be captured in Scanner data so in Nielsen and IRI. And I think you had a helpful breakout for retail, particularly just on the different verticals. Is there anything you can do to help us on the foodservice side? I don’t think there was anything in the slide deck from Tuesday.
Jacinth Smiley: So in terms of the retail component, it will be somewhere around 80%. And then on the foodservice side, I mean, there wouldn’t be anything that you would actually see
Peter Galbo: Sorry, go ahead.
Jim Snee: No, that’s okay. Peter, we’re not going to have the same kind of vertical structure within foodservice just because it doesn’t — I mean the industry doesn’t even really think about it that way. What we will try to do over time is provide you more color. So for example, in this quarter as we integrated the JOTS business, and we’ve talked about how that is going to be a benefit to both the JOTS business and the Hormel business, a channel like K-12, our school business, had a really good quarter. So we’ll continue to try to provide that type of color but from, I’ll say, a typical reporting, it will all roll up just into foodservice.
Peter Galbo: Okay. And then again, just to go back to the inventory side and maybe just to think about it in a little bit of a different manner. If you are going to be selling through more of your inventory or trying to get it more rightsized, I guess why wasn’t there an adjustment to the sales line as well? Just thinking about if you’re going to sell into more discount channels or whatever you’re going to have to do? And then the second part of that question is just in your conversations with retailers, how should we think about what they’re asking you to do? Is it to carry more of the burden of working capital, carry more inventory for them because they want to have less in terms of their working capital needs and just the implications as how you’re thinking about it on cash flow. So I know that’s a lot, kind of as a two-part question, but I appreciate the thoughts.
