Calvin McDonald: Omar, on pricing, as we’ve stated, we only increased around 10% of our assortment mix this year as we priced in and we continue to evaluate and look for opportunity. And we separate cost of goods and any pressure we’re seeing there with short-term cost of supply chain logistics. And what we don’t want to do is react to aggressively and create any impact on the demand of our product. And we’re going to continue to take that approach, comfortable on the inflationary pressures we’re seeing on cost of goods and how we’re priced in. And as I said, we’ll adjust on the other. And I think as we’ve seen through the three quarters of this year, the decision so far has been the right decision, where others that priced up are now heavily discounting and giving away any of that perceived gain and more so and having to mark goods down where we’re able to continue to sell our product at regular price, not react and our markdown performance has been in our guidance in line with what we indicated we would be from a 2019 perspective.
So I — we continue to monitor it, but our pricing decisions, I think, have helped to fuel our momentum this year, and we’ll continue to take a similar approach as we look out to next year. And on China, we remain very excited. Our new store openings, we opened nine stores in the quarter in Mainland China. We have 88 now in market. Their performance continues to exceed — beat expectations. In markets where we don’t have constraints related to COVID, the store performance and online performance is very strong. So we remain very excited about the market, committed to the market and know that it will play a strong role in our growth of quadrupling international through our Power of Three 2 growth strategy.
Omar Saad: Thank you, Calvin. Just to clarify, in terms of pricing, so it’s not that you don’t think the Lululemon brand has the pricing power, but you just don’t see the need given some of the transitional nature of some of the inflation going on there to chase pricing given the environment. Is that a fair characterization?
Calvin McDonald: It’s a fair characteristic, but I’d also indicate when we mentioned the 10% of assortment that we’ve moved pricing on, throughout this year, we’ve looked at our new innovation and priced it accordingly relative to where we see opportunity in the marketplace. So we absolutely know that this is a premium brand. We have pricing power. We’re able to launch and introduce exciting new innovation that is priced to support the technology and the innovation that is into the product. And we are being cautious in managing our regular pricing accordingly with the promotional nature of the market so that we’re able to continue to sort of drive the demand at regular price that we’re seeing, and we’ll manage accordingly. But absolutely, it’s not a reflection of what we believe the pricing power of the brand is.
In fact, I think the way the brand is performing in a heavily promoted environment actually supports the power of the pricing position that we have at Lululemon.
Howard Tubin: Operator, we’ll take one more question.
Operator: Certainly, the next question is from Jay Sole with UBS. Please go ahead.
Jay Sole: Great. Calvin, I’m just wondering if you could talk a little bit more about what you’ve seen from the footwear business when you think about the Strongfeel versus Blissfeel versus Chargefeel. Have you seen the consumer adopt one style versus the other? I mean, have you seen sort of colors or SKUs do better? And are you looking to expand the assortment as you get into next year?
