Mark Worden: Yes, we’re in great shape. The ShoeStation.com launch is in the final testing phase. Similarly, we’re making sure the supply chain is flawless before we turn it on. We need an outstanding experience and we think we’re very close. It will either launch just in time for this holiday or if we’re still fine-tuning the supply chain side of that, then it will launch in early Q1. But we’re thrilled with what we’re seeing and ready to ensure a flawless customer experience in the next couple months, if not the next couple weeks.
Jim Chartier: Okay, and then just–you know, your merchandise margins are holding up great. Any color you can provide on the industry promotional activity you’re seeing, have your competitors from your vantage returned to historical promotion levels?
Carl Scibetta: Hi Jim, it’s Carl. Depending on the retailer, we’re seeing some of that. We’re seeing it really done via global promotions, which is something that we have eliminated from our marketing strategy, with additional coupons and value total messages. Our direct competitors, we’re actually not seeing as much of it, but we’re seeing it with some of the big nationwide retailers that are trying to move inventory or stimulate traffic in the stores. But at this point, we’re comfortable where we are and we think our margin goals are well within reach for the quarter.
Mark Worden: This is Mark, let me add one more point. Historically Shoe Carnival has run well over 40 weeks a year of the buy one, get one half off promotion during the course of the year. This year, we’ve run none and have been pleased posting the seventh consecutive quarter of double-digit operating profits, and as we’ve shared, Q3, our most important quarter of the year, was our second strongest sales in history, so we’re confident the strategy is working. While other retailers in our space continue with that outdated buy one, get one half off year round and many other competitors punctuated it during back-to-school, we’ve stayed true to what we said – we’re going to sustain double-digit operating profits and we’re going to grow by targeted loyalty enhancements. Case in point, we’re now achieving 31.5 million people we can talk to about what they want, not just giving away our best product at a cheap price.
Carl Scibetta: One more thing, Jim, I’ll add there, fourth quarter we know in certain categories is a promotional quarter. We buy for that to run those promotions and make sure that the results of that promotions activity is not margin dilutive, so promotions you see from us in the fourth quarter are all planned and baked into the forecast.
Jim Chartier: Great. Kerry, what’s the capex requirement to fund new store growth next year, as well as the remodels, and what’s kind of your thoughts on buybacks in view of that higher capex requirement next year? Thanks.
Kerry Jackson: You know, we’re expecting to do a little over $70 million in capex this year, and that’s really being driven by the number of remodels, the modernization of our stores that we’re doing. We’re leaving ourselves some flexibility next year. We expect to have less capex between new store growth and the remodels. We should expect somewhere between $50 million and $60 million in capex between the two.
Jim Chartier: Okay, and then kind of your big picture thoughts on buybacks? You got back in the marketplace this quarter, but going forward, how are you thinking about that?
Kerry Jackson: You know, the same as we always have. Our first thought is how do we fund growth and are there any opportunities there, and then we fund our dividend, and if we have excess cash that we don’t think we’re going to need to deploy and we continue to build cash later, then we’ll do a buyback when we see the stock being unfavorably viewed by the street. We’ll still be opportunistic in the future, but we’re really focused more on the growth side of the business, and as we transition to store growth next year, that’s going to be our primary focus.
