Krisztina Katai: That’s great. Thank you for that, Jack. And I guess just on the unit growth, it’s nice to see you reiterate those 30 new doors for the year. You also talked about the model now that you’re using for real estate selection just being much more precise with forecasting these new openings. I guess, what can you share in terms of how these new stores are opening up. And as it relates to improving the unaided awareness, I guess, where are you on that journey to get that number up in these newer markets and what is the gap? Like how does it compare to established markets like in Arizona and California versus if we say Florida and Mid-Atlantic?
Jack Sinclair: Yes. You asked a lot of questions there. I’m trying to work them through in my mind. The first thing as we introduced and I’ll let Chip contribute as well to you. The first thing is the new model that Chip talked about in one of the answers a little while ago. We’re much more comfortable that it’s robust and it gives us more confidence. And we’ve identified a lot of what we call seed points right around the country. And as long as they’re within 250 miles of our distribution center, the real estate team are chasing that hard. And we know there’s plenty of opportunities for us to keep this 10% growth plan that we’re going to hit in 2024 and we’ll hit €“ we’ll be able to do that for a long period of time. And we’re feeling more confident about the model.
Why are we feeling more confident? It always takes a little time to €“ in a real estate change of strategy from a bigger store to a smaller store, there’s always a pipeline that you’re working your way through. And I’m kind of €“ we’re really €“ this year all of them will be in the size of stores that we want them to be. And the first four that we’ve opened, we’ve been very encouraged by and it’s a very early data point, but we’ve been encouraged by the first four. And those have opened in both established markets and non-established markets. We put a higher investment hurdle or non-established markets, and we’re pretty confident that this model that we’ve put in place is giving us more confidence going forward that we’ve got, we’re picking stores in the right place with the right mix of people who look like our target customers.
So that’s encouraging. And in terms of the specifics you’re asking about new markets and how we’re performing on it. I’ve been delighted and just shout out to the team in Tampa, where it is a market that we were pretty immature in a couple of years ago. We’ve now got decent critical massive stores in that market. And we’re seeing that what you should start to see in terms of two years and three years comes, I mean, it’s not a data point that you can extrapolate across the business, but there’s certain data points in our unestablished or less established markets in Florida, particularly that we’re feeling comfortable about. And in some elements of the Mid-Atlantic, we’ve seen some €“ when you get to the two, three-year plan on some of these stores, it’s encouraging.
And when you get critical mass, when you get enough stores all in the one place, we get a strength both in terms of being able to recruit, customer knows who we are. And from a marketing point of view, you can get efficient on your spend. We’ve got a lot of work to do to really make sure that people do know who we are in unestablished markets and the marketing team are working hard to that. Chip, do you want to say something?
