And again, that you’ll see the icon being launched in the fall, which will be incredible. I’m actually been wear-testing it. I love it. So, we see these opportunities. I know Joanne is going to say I’m not the timeless Gen Z customer, but internally, I am. But we really look at that, and the data is informing and it doesn’t just inform on the hind-sighting, it informs upfront. So as we get better, as we understand it, it informs our pricing. It informs our promotions. It informs our placement. It really informs everything we do. So I’m very excited by the platform. I’m very excited by the opportunity to continue to animate existing icons without constantly trying to create new icons every year, which would have been the historic norm.
Oliver Chen: Thanks, Todd. You’re timeless and congrats on .
Todd Kahn: Thank you.
Operator: Our next question is from Mark Altschwager of Baird.
Mark Altschwager: Good morning. Thanks for squeezing me in. So I guess along the same line as is what you were just discussing there, Coach North America, in line with your expectations, driving new customers, higher AUR. Kate, you did mention that, that customer appeared to be a bit more price sensitive. Why do you think Kate is showing more — the Kate customer is showing more price sensitivity versus Coach? Is this a function of a younger consumer on average? Are there data and analytics capabilities that you’re leveraging at Coach today that you’re not at Kate, so you can potentially close that gap over time? Just curious of any insights there and how it might impact durability of growth in Coach versus Kate? Should the macro backdrop moderate as the year unfolds?
And then just a real quick one for Scott, inventory tracking in line with your plans. With the bigger picture, can the business achieve inventory turns at levels that you saw pre-COVID? And how would we think about the time line and opportunity there? Thank you.
Joanne Crevoiserat: Thanks, Mark. We feel great about Kate and the progress that we are making. And I think some of the points that you made in terms of who the customer is. We acquired 1 million new customers at Kate over the quarter. We drove handbag AUR growth in the quarter. The environment was, I would say, more normalized from a promotional standpoint. And while the promotions were higher than last year. Last year, the Kate business was extremely supply constrained. So I would say that would be an anomalous year. The promotional levels were still lower than 2 years ago at Kate Spade. And we are applying the same tools across our platform between Coach and Kate. But one of the key differences is Coaches icon strategy has deep history and heritage.
And at Kate, we’ve been building out our core handbag platform with success, but we are still in building mode at Kate. Again, we called out really encouraging signs. We talk about the core platform, the Knott and the Katy as we’ve been developing a more solid core foundation there. Those continue to perform. We introduced a new leather program, Gramercy that’s off to a great start. Additionally, Kate has, in its history, never really had a signature platform, and we’ve really been leaning into the spade flower. We talked about Monogram platform that we had. And again, that’s another platform that we can continue to leverage at Kate to continue to build resilience into the model and durability into the model at Kate in addition to the novelty, et cetera, that is such an important part of the Kate DNA.
