So people are living in these homes. And so that’s really the driver of that customer segment remaining healthy and busy. And look, we can’t predict the bottom. But what we can say is that we’re incredibly disciplined. Anytime you can deliver a 46 basis point improvement, operating margin on a negative 7.4% comp, it tells you that there are a lot of really things working from a productivity standpoint that drives margin rate improvement and basis point improvement in customer service that we’re really proud of. So we feel good about the execution of the team and we can’t predict kind of what’s going to happen when, but we can say whenever it happens, we’re well-positioned to take advantage of it. And I’ll pivot to Bill, just to talk about kind of what we’re trying to do to remain agile and to try to make sure that we are driving a business environment that’s attracting DIY customers and keeping these Pros coming back also.
William Boltz: Yeah. Thanks, Marvin. And Chris, just some of the things that we’ve talked about really over the last few quarters that I’m pleased with the work that the team has done is the continued acquiring of brands and making sure that we’ve got relevant assortments inside of our stores and online. And so we announced today, Toro as part of our outdoor power equipment. We’ve talked about Klein last quarter and we’re just starting to get that brand now into the electrical and the tool categories. So that’s excitement for us. We’ve talked about localized assortments and Marvin touched briefly on the rural strategy. That’s just one element of a localized opportunity. And then we continue to try to pivot to where the customer is.
So as we’ve seen some of the softening in appliances from an industry-wide standpoint, because we’re the industry leader here, we want to make sure that we can meet the customer where they want us to meet them and that’s adjusting. And so we feel like the adjustments the teams have made to make sure that we can go after the 100,000-plus appliances that break in the United States every single week, that we’re there when the consumer needs us both online and in store. We continue to enhance our fundamentals and our foundation online and so offering Apple Pay as a way to make it easier for the customer to transact online is just one element, same-day delivery, and then obviously being seasonally relevant. As we go into this Friday with Black Friday, it’s about making sure that we’ve got strong offers out there that gets the customer to the door and to the website.
And that’s the stuff that we’ll continue to do. And at the same time, we have to be competitively priced. We’ve got to be relevant every single day. And so that’s the kind of work that the team continues to stay focused on. And it takes time, obviously, to get that customer to know that these changes have happened inside of our store and online and we’re just going to stay — we’ll just stay focused on what we can control.
Christopher Horvers: And then my follow-up is again on the Pro side. As you think about the momentum in that business over the past — over this year or what you’re seeing in the basket in terms of the projects that they’re doing, whether its size or price point, price spectrum. Is there any change in momentum on the Pro side of the business?
Joseph McFarland: Chris, thanks for the question. And listen, we can tell you that with the Pro loyalty and CRM that we launched, we continue to view the basket, we continue to view the mix. We are very encouraged and continue to exceed expectations in the core metrics, and we continue to launch new capabilities, things like online quotes for the bulk pricing that Bill talked about. In my prepared remarks, I mentioned the integrated same-day gig delivery, a streamlined order tracking. And so there’s a lot going into that Pro from an effort standpoint. And so we continue to be pleased at the progress.
Christopher Horvers: Got it. Have a great Thanksgiving. Thanks very much.
Marvin Ellison: Thanks, Chris.
Operator: Our next question comes from the line of Seth Sigman with Barclays. Please proceed with your questions.
Seth Sigman: Hey. Good morning, everybody. Thanks for taking the questions. So I wanted to follow up on pricing and promotional activity. Obviously, you talked about elevated promotions in appliances and how that’s being funded by vendors. I realize that category is a little bit unique. But how would you categorize discounting activity across other categories? And maybe you could also just elaborate on what you have seen and what you’ve been doing with that low price guarantee. Thank you.
