So that leads us then to a product like, for example, the Cloudnova that is a running silhouette, is an all-day product, but still shows very, very strong growth rate. So from a product mix, including apparel, we’re very, very happy with what we’re seeing despite that environment. And there’s really nothing where we would need to say, hey, this is clearly lagging versus other products or where we would have expected to see different growth rates.
Operator: And your next question comes from a line of Sam Poser from Williams Trading. Your line is open.
Sam Poser: Thank you for taking my questions. Just a couple, lot of people have asked a lot of good ones. One, what is your forecasted — like what is an optimum inventory turn? And then secondly, how many stock [colorways] (ph) do you have sort of within like the entire assortment of product? And three, what is your wholesale door count now versus — globally versus last year? And what does that look like for the balance of the year?
David Allemann: Hi, Sam. Thanks for the question. So as I said, our near-term goal for managing our inventory is to finish in that range of year-end and Q1 number. So with the perspective of maintaining 30% working capital [indiscernible] of sales. We see many levers for improving that number going forward. So from better integrated business planning to managing our product life cycles even in a better way, working with more direct shipments towards our biggest retail partners. So a lot of opportunities to bring that number further down. And we have started to work on those. And we expect then over the course of the next years to improve our inventory situation. But at the moment, we need to balance basically our production commitments that we gave to our factory partners with the sales that we are having.
And as I said, we have the right inventory on hand, which is important for us. And of course, managing the number of SKUs and having that — seeing economies of scale there as well is a super important factor when we are planning our future product assortment.
Martin Hoffman: Just to add to – continue with the SKUs and the color options, I think for us, we’re not looking at an individual level. We’re really looking can we increase efficiency in our inventory? And are we reaching the right consumer in the right channel with the right variability? So basically, we would do certain color options with specific wholesale partners. And we’ve had product that was only available on e-commerce. And so how we are able to react to consumers and shape consumer perception is really what’s guiding us here, keeping overall efficiency in mind. And then apparel is growing strongly. It’s growing very strong in our own channel, as already mentioned. And with that comes more color options on the apparel side as well.
Apparel very naturally follows different cycles. You want to have more [Technical Difficulty] t-shirts and so on. So expect that also to drive some of the color options that you’ll see going forward. And then very quickly on wholesale. So by the end of Q2, we had roughly 9,800 wholesale doors. By the end of Q2 2022, it was 8,600 doors. Historically, we added roughly 400 doors to 500 doors, basically quarter-over-quarter. We’re expecting this to drop a bit as we continue to work with larger partners that are reaching broader consumer segments as well. So expect the additional door openings to go down to probably around plus minus 200 till net new doors that’s important until year end 2023.
Operator: Your next question comes from a line of Ashley Owens from KeyBank Capital Markets. Your line is open.
Ashley Owens: Great, thanks for taking the question. Just looking at APAC, it’s still a high single digit percentage of the business. But this is another quarter where it grew over 90%. Just curious on your thoughts for the sustainability of this moment in the near term. And then if there’s anything you do as being low hanging fruit you can capitalize on to help maintain the current strength in the region? Thanks.
