So, yes, unquestionably, it was the right strategic decision to make for our company. Now, we believe that we’ve got momentum back. We had to create momentum. The industry was on its knees. We hadn’t operated the full fleet in two years, zero revenue for 500 days. So, we had to stimulate the market. And you can do it one of two ways in my estimation, you can discount and you can give away the product or you can market and we choose to market. And now that we’ve done so and have regained momentum and bookings continue to be strong and we’re better booked today than we were a year ago over 2019 at the same period. We think we can now start paring back on that marketing spend. Now at the same time, we’re adding three new ships and those have to be filled.
So, on a per capacity day basis, I think marketing costs will come down. On a gross basis, I’m not sure the exact number, maybe Mark knows that number. But on a PCD basis, marketing costs will come down as a result of the dynamics that just laid out.
Harry Sommer: And this is Harry again. It’s not just a theoretical comment. When we look at in the metric that Frank described, marketing costs divided by capacity days sold, which I think is the right metric for marketing, we’ve seen decreases, material decreases in Q4 versus Q3. So, we’re already starting to realize that. But as Frank mentioned, we have more capacity days to sell with three new ships coming across the brands this year.
Harry Sommer: Great. Thank you.
Operator: And our next question comes from the line of James Hardiman with Citi. Please proceed with your question.
James Hardiman: Hey, good morning. Thanks for taking my call. So, I just wanted to make sure I understand sort of the trajectory on per diem. Really strong rebound here in the fourth quarter. I think we went from on a net basis from plus 5% to that 14% to 15% growth range versus 2019. I guess, as I think about the first quarter, it’s going to be up 6.5% and for the year in that 9.5% range. I guess, why the detail, I’m assuming there’s some mix involved here, but I know that you’re launching an Oceania ship and a region ship, which I would think would be accretive to per diem. So maybe just walk us through sort of the undulations of that per diem number?
Mark Kempa: James, it’s Mark. So, look, I wouldn’t classify anything as a deceleration. And I think when you look at our yield growth for the full year, you were spot on 9% to 10.5% pretty strong number given the value proposition of where the cruise industry vis-Ã -vis the broader vacation market. But when you look at Q1, you go from Q4 to Q1, it’s really a mix impact of where our fleet is operating. We have a much higher weighting of exotic itineraries in Q1, which were slightly impacted on the slower restart or the slower opening of the world. So, whether it was cruises in Japan or Australia or that area of the world, there was a little bit more hurdles than we anticipated getting those back to operation, and there was a little more hesitation on the consumer.
So Q1 was really just impacted by that. I would characterize it as the last normalization quarter, so to speak. But when you look beyond that and you look at our implied guidance for the remaining three quarters, I think you’re seeing very strong growth there of 9% to 10% based on our guidance. So, we’re feeling good where the pricing is today.
