Our long-term perspective is to open around 8,10 stores per year in North America, but this is not confirmed for 2024 because on what I mentioned before, because we need to do a budget, which is at least in the first part of the year, particularly cautious.
Steve Emerson: Okay. Did you say, eight to eight, or eight to 10?
Antonio Achille: Eight to 10. No, no. Eight to 10.
Steve Emerson: Got it. And to follow up Dave Kanen’s question, what percent of your revenue is living room and what’s your objective in terms of percent nonliving room?
Antonio Achille: For North America or more in general?
Steve Emerson: North America.
Antonio Achille: I’m doing a checking right now on our system to be more specific.
Jason Camp: I know the numbers for North America, if it’s something we’d like to share, Antonio.
Antonio Achille: For Natuzzi Italia for brand, I was looking actually by brand. You have it by brand?
Jason Camp: Yes.
Antonio Achille: If you have it, you go ahead. I also have it, but you go ahead. You go ahead, Jason.
Jason Camp: Okay. When we look at product that’s oriented towards the living spaces number for Natuzzi Italia, it’s about 80% of our total. And for Natuzzi Editions, it’s north of 90%.
Steve Emerson: And your objective.
Antonio Achille: I mean if I see — I mean we’re going to be always skewed to post trade because the market is skewed to post trade. In the market, 60% is opposed to normal sales. I believe for Natuzzi that it will be always stronger. I think a good analogy may be is China, where the team push harder, especially on and is more — so I think the long-term objective can be 60-40, 70%. I don’t know Pasquale, if you agree, you have been in this industry, but I believe the remaining 60 to 70 upholstery is how the market is done and also equivalent with our heritage. You don’t see a higher percentage of upholstery in our stores.
Steve Emerson: Thank you very much.
Antonio Achille: Pleasure. But interesting enough, just again, because we are — I’m looking on my phone, where our system allowed to look in real time, any possible cross data, which means my life, I must say, quite easy at least on this is really a dream to look at all the data. Let me tell you something just to answer specifically to that question. If I look at, let’s say, last year, which is, of course, a close year, so I don’t do any privileged information. And I look globally, global market, hold on a second.
Operator: [Operator Instructions]
Antonio Achille: So the non-upholstery has been growing three time more than the upholstery just to give you, of course, from a smaller base, but just to give you a sense of acceleration of the non-upholstery and as I said before, we are not yet satisfied with what we express or what we call global merchandising platform, which means the complete assortment, which includes upholstery, dining, bedroom and accessories. So I believe that is still an area of opportunity.
Operator: We do have a follow-up from David Kanen. David, your line is now live.
Dave Kanen: Hi, guys. Yeah, on — you guys used to give a backlog number, I know it was more relevant when we had the supply chain issues during COVID, but what was our backlog as of September 30? And how does that compare with June 30?
Antonio Achille: The backlog is at a physiological level. If you cover the data, you’re already — you’re free to disclose it, otherwise, we can do it as a follow-up. It is at the physiological level, of course, the backlog it was…
Carlo Silvestri: Sorry to interrupt, it is EUR54 million.
Dave Kanen: Backlog is EUR54 million as of September. And what was it as of June 30?
Carlo Silvestri: June 30, let — but it’s the same at the beginning of the year. But let me check it. Let me check it.
Antonio Achille: David, we can check it, but duration I’ll tell you won’t be different because we reach what we call physiological level of backlog, which means the amount of backlog we need to have to do a proper planning of our factory, which normally is done three, four weeks in advance because of all the different materials and the capacity we need to book. So we’re in the physiological level which if you want to see the positive side of it means that our time to delivery for even special order has come back to what we could be, which is more responsive to the demand of customer, apart from some geographies where like rest of Asia Pacific still the logistics is very much impacted.
Carlo Silvestri: June was EUR56 million by the way, so.
Antonio Achille: [indiscernible]
Dave Kanen: So it was — okay, so it was about EUR56 million in June, so it’s about the same?
Antonio Achille: Yeah.
Dave Kanen: Okay. Thanks, guys.
Operator: Thank you. We have reached end of our question-and-answer session. I’d like to turn the floor back over for any further or closing comments. And if there are no further comments, at this time. I’d like to conclude today’s teleconference, and thank you all for joining us today. You may now disconnect and enjoy the rest of your day. We do thank you for your participation today.
Carlo Silvestri: Thank you.
Antonio Achille: Thank you.
Jason Camp: Thank you.
