Barbara Rentler: And then, in terms of buying, Michael, I know you know there’s a lot of merchandise out in the marketplace. But the way we’re way we’re looking at that now is we are really highly focused on value and giving our customers the best value possible. And so that very much depends on our mix on the buys, what we’re doing and really driving broad-based across the company. I can’t emphasize this enough, the best value possible that we can. Because that really – our customer is under such inflationary pressures that it definitely is impacting our, spend and so her discretionary spend. And so that’s really how we’re thinking about that, making sure that our values are correct, and that we have a good, better, best strategy and that she really feels great about what she buys and that it’s compelling to come to the store.
And so those AUR since it would take us down the path of AUR is not a direct opening price point strategy. It really is good, better, best strategy, based on brands that we have out there so that she can really get the value that she’s come to expect from us.
Michael Binetti: Barb, could I chase that with a question on, how you think about what are the biggest opportunities that you see to go after some market share this year to help – if there is an opportunity to drive comp above flat, maybe it’s from the ability to compete better, anything that stands out to you early in the year?
Barbara Rentler: I think – well, I think there’s, a few things. Just internally, we had our own internal issues, obviously, last year within our assortments. So correcting those issues right now is important to us, just from a balance and mix perspective based off of the carrier issues and the things that went wrong last year. I think that’s probably first and foremost, getting that corrected. And then, really, rightsizing again, our values that we’re offering the customer and understanding what our pricing strategy really is in hitting all three customers. Then outside of that is, if we execute better, history would tell us and we chase, which is what we do best, in a time where there’s a lot of merchandise in the market, which there is, we should be able to drive sales and take market share.
And that market share, as you know, can come from any bucket of merchandising now since everyone is whether its big boxes or everyone is in the game now. So I think that’s kind of the formula for us to correct our issues from last year to get our value straight and so that the customer really is getting a great deal maximizing those closeouts, in the market. And listen, remember, we have a very large merchant team. We have 900 merchants and so – and strong relationships in the market. So now is the time for us to maximize on that and to really give the customer what she’s come to expect from us and to get ourselves set. And if we do those things, then I think we’ll get ourselves on the track we want to be on and continue to grow and gain market share.
Michael Binetti: Thanks, Barbara. I appreciate it.
Operator: Our next question comes from the line of Alex Straton with Morgan Stanley. Please proceed with your question.
Alex Straton: Great. Thanks so much for taking my question here. It sounds like sales recovery is key to returning to pre-COVID margin and the earnings algorithm. But are you exploring ways to kind of offset that while top line growth is underperforming that typical algorithm? Maybe put differently, what specific levers do you have in COGS or SG&A to offset some of the freight and wage headwinds you are seeing this year? I know you mentioned some efficiencies, but any examples there – levers broadly would be helpful to hear. Thank you.
