Linda Rendle : Yes, Lauren, this is a fundamental thing we’re really focused on. And one of the trade-offs you do when you take the level of pricing that we’re taking in the categories is you trade off some household penetration in the short term in order to do that. And while we’re still in nine out of 10 households and have very strong household penetrations across our category and in most cases, are performing better than the category is in household penetration. This is one of the trade-offs that we’re making. And I think it’s the right trade-off given the fact that we need to both maintain top line momentum and rebuild margins. But that being said, household penetration is incredibly important to us and the health of our business over the long term, and we are committed to regrowing that over time.
And typically, what we see in price increases, you see some volume loss initially as consumers adjust their behavior. You begin to rebuild that over time. So our first focus on household penetration will be rebuilding volumes over the mid to long term. And we will do that by continuing to invest in innovation, having strong levels of investment in our brand as we’re going to have 10% spending in this year and continuing to make the right long-term digital investments to support brand building, et cetera. One note, we were really proud of. We had our highest ROI marketing in this last period due to the personalization efforts that we’ve taken out. So we haven’t talked a lot about that, but that’s working, and it’s allowing our money to work harder and will allow us to help us focus on growing household penetration over time.
So what I would — just again, to say this is a wide-eyed open trade-off that we are making in household penetration, but it’s something that as we rebuild volumes, we would expect to rebound over time. And what’s key to that is continuing to invest in our brands.
Operator: And our next question will come from Olivia Tong with Raymond James Financial.
Olivia Tong : I wanted to ask you about Glad and Burt, where things stand there? Particularly with Glad, given the particularly strong performance in household, how much that contributed, if Glad continues to be an issue. And then with Burt’s, where do we stand with respect to some of the supply chain challenges there?
Linda Rendle : Sure. Glad was a business we were up in sales this quarter. We actually grew share from a trash perspective. So we’re really pleased with the performance of Glad through multiple rounds of pricing we’re seeing strong performance in the market, and that’s really behind our innovation program that we’ve spent a lot of time talking about, whether it be the addition of colors and sense, our focus on value there. Our work on distribution across the retailer base is paying off, and we feel good about where that business is from a trash perspective. And then from a Burt’s perspective, we did share that we had a supply disruption that happened — and we believe we’ll be able to work through it through Q3, and that continues to be the case.
We made good progress on it in Q2 and we’re able to support some strong holiday promotions and sales that led to growth on that business, but we still have some work to do, and we intend to be through that by the end of this quarter.
