Jeff Gennette: Let me start with your first 2 points, Dana, and then I’ll have Adrian take the supply chain question. What I’d tell you on the urban versus suburban, we definitely — when you look at our downtown locations, as we talked about on the previous call, those definitely are some of our best-performing locations. Much of that is related to the return to office and just having just a lot of activity that is going around those particular buildings. We’re seeing that with kind of the return of customers that we’re basically avoiding those areas based on being during the pandemic. So that continues. We have a good year when you think about Herald Square, Union Square, 59th Street at Bloomingdale’s, you go downtown D.C., Philadelphia, State Street.
All those stores are having a very strong year. So now they are still well below where they were during pre-pandemic. So there is a lot that needs to come back, and that is how we’re looking at a potential tailwind, maybe not in ’23 of international tourism. We thought it was coming back in ’23, not certain with the exchange rates of where that’s going to come out, but we’re watching that one carefully to kind of get those buildings back to 2019 levels. So that’s how I would characterize that. When you think about backstage, backstage is equally doing well. I mean we now have it in 310 stores. We opened it just recently in Herald Square. It was already in our other kind of downtown flagships. It’s doing quite well. So there’s really no difference between the performance of it in an opening price mall versus one that is in a premium mall.
Backstage is just fantastic. And what I like about it is that it basically is adding to the basket of existing customers, and it’s attracting new and more diverse, younger new customers. So everything we’ve been talking about on the evolution of our backstage business since 2015 continues to pay dividends for us. So that’s how I’d characterize that. I’ll turn it to Adrian on supply chain.
Adrian Mitchell: So with regards to supply chain, as we think about next year, there are 2 realities that we view in our planning. Number one is that goods will be flowing. We’re certainly seeing the goods roll this year, which has positioned us very well for the holiday season. We’re set on our floors, we’re ready for holiday. But we believe the supply chain is going to continue to get healthier and healthier. But the key thing is that goods are flowing. I think what’s important for us for next year is really thinking about inventory control. Inventory control and inventory discipline is just going to be really critical. As Jeff highlighted earlier, we’re buying conservatively, and we built in the appropriate reserves going into next year to really be able to respond to any changing trends.
And that’s because we fundamentally changed the way we buy. We have a very integrated team end-to-end that’s looking at sourcing and allocation and planning all the way to fulfilling orders for the customer. The other thing that I think is important as we think about the spring season is that we’re not planning to do any packaway of inventory this year. We’re planning to get into the next year in a clean inventory position because the packaway is just not a favorable thing for us as a fashion retailer. So as we mentioned a bit earlier, we’re committed to the markdowns necessary to clear any aged inventory this season and make sure that strategically, we’re in a better position to drop self-use and drive healthy margins going through the fourth quarter and into next year.
Operator: We’ll take our next question from Bob Drbul from Guggenheim Securities. Your line is open. Please go ahead.
