I’d be remiss if I didn’t say that we’re getting a significant lift in our overall number from our digital business. I want to make sure that everybody is clear that we believe our omni-channel approach is the absolute right way. I mean there’s no blood in the street with our approach. We continue to throw off extreme amounts of cash. We’re highly profitable, and we’re growing our digital business quite well. The recent views on our app is that it’s working quite well, and it’s amongst the best. We’re now making on an individual unit economic basis, money on wires on digital. Just still that acquisition of the customer is expensive, but we have this wonderful model at retail, where we spend only about 7% of our gross margin to acquire a customer for our total sales and marketing costs compared to some of the moves that are out there if you’re strictly digital and how expensive that is.
We really believe this model will prevail over time. The way to grow this business is to have that solid omni-channel approach with the beachhead of retail and to grow digital from that perspective, and it’s working perfectly for us.
Michael Grondahl: Great. Then just secondly any update on number of salespeople from, say, maybe July 1st to today to what you’re thinking about for next year?
Robert Lisy: Yes. I mean we have relooked at that. We have about three more salespeople than we had last time we spoke in the field, but we have put six folks in Guatemala, and we’re going to put another six people in Guatemala that are basically part of our telemarketing program. We have a much more extended reach because we can call a lot more people, as you can imagine that we can visit in person. Those six people that we’ve added are bringing us literally thousands of more customer contacts, meaning retailers on a monthly basis, and we’re going to double that. We think that’s the best way right now to extend our reach to more retailers on a daily basis, although we have grown our number of people actually on the ground at retail by three from second quarter.
Michael Grondahl: Great. Hey, thanks a lot, Bob and team.
Robert Lisy: You’re welcome
Operator: Next question is from Sam Salvas from Needham & Company. Please go ahead.
Sam Salvas: Great. Thanks, guys. Thanks for taking the questions here this morning and good to see the results. Just wanted to ask on competition. Are you guys seeing any changes in the competitive dynamics, whether it’s on the retail or digital business? Could you just talk about that a little bit and how that’s maybe evolved since last quarter?
Robert Lisy: I don’t believe there’s any real evolution. I think people that have been discounters continue to be discounters. I think it’s been our approach to it that’s really changed. I think we’ve gotten this plan that we put in place that has been very intricate and that we’re working every day related to preserving the base. It’s almost like redundant to keep saying, but preserving that base, which is a really solid base of wires at a really high margin and then going out aggressively where we’ve seen competitive infringement people coming after our wires. It’s working really well. I don’t think there’s a big change. I think discounters have always been there. They’re always going to be there. Over the years, we’ve held up really, really well consistently with our pricing.
Now I think we’re doing that even better than we have before because of how thinly we’re slicing it and the ability to really reverse the trend a bit, not anywhere near where we’re necessarily happy with but reversing the trend, bringing higher growth than we had projected for third quarter transactionally but doing that at a higher margin. To me, it says if we can apply ourselves properly on a zip code by zip code level with a right pushout approach, we can combat against the discounting at retail quite well. On the digital side, I’ll let Marcelo, would you like to comment on the pricing in digital?
