But overall, our UK business is performing well. And I think each market has its own approach to value. But we’re seeing, I think, that probably being a little bit more of an orientation in those markets just to make sure that as we build our second half plan that we’ve got a strong value message as part of that. So overall, very pleased with how our IOM and, in particular, our European markets are performing. And I wouldn’t say there’s anything one in particular that — the reason for that is it’s the whole playbook of value. It’s a focus on core menu, they’ve had great chicken growth and then, of course, we’re seeing all the benefits for digital. And one of the things that is maybe not fully appreciated, but with 52 million people in our top six markets now in our loyalty program, we do typically see about a 15% increase in frequency when we get members into loyalty.
And we’re still seeing high single digit growth rates in our loyalty programs in terms of sign ups. So that continues to be a tailwind for us in the business.
Mike Cieplak: Our next question is from John Ivankoe with JPMorgan.
John Ivankoe: Actually, my question is in the context of value. It’s a perfect follow-up to that. So you discussed some of the success of the McSmart value menu, the Saver menu, and obviously, I’m hearing a lot about global solutions. As we kind of think about ways to drive traffic, drive sales, maybe to some extent, at the expense of margins. Does it make sense to consider the return of dollar style menu in the US, Canada, France, Australia, what have you? I mean, is a value menu, at least in some construct, part of what you see the big six or big seven offerings to consumers to be, is that something that is on the front burner?
Chris Kempczinski: So I think the starting point is to just emphasize, we’re winning on value. So the programs that we have in place are working and delivering for us, And it shows up not just in our overall performance, the fact that we’re driving both check and we’re driving guest counts, but it shows in our consumer sentiment scores where we are maintaining our leadership in affordability and in value for money. So there’s nothing broken from a value standpoint that from my vantage point you would need to change. I think we feel really good that the value programs that we have in place are actually driving the success. The probably only thing that teams would be looking at is as they think about marketing communication in the back half of the year, do they maybe emphasize a little bit more of driving awareness of the value programs that already exist in the market, that may be something that some markets consider doing.
But we feel great about the value programs that we have in place in each of our markets today and I wouldn’t expect to see any changes from the programs that we have.
Ian Borden: Maybe just a little — a build to Chris. I think just one of the things that we feel really good about in the business is just how our teams are continuing to be proactive and agile in kind of, obviously, a volatile set of external circumstances. And I think that’s — the example in both the UK and Germany of what the teams have introduced there is a great example of learning from each other because there’s a lot of consistency in those programs, but bringing them to life in ways that are relevant and doing that, while we’re in a position of strength as we are in both markets, Germany, as an example, in the second quarter had an all time sales record for their business. So I think this is us staying close to our consumers, making sure we’re leaning into the needs of our consumers as they work through the broader macroeconomic challenges and I think really continuing to make sure that such an important strategic element of our business continues to resonate in consumers in a way that’s relevant in the context of each individual market.
