Joe Scalzo: No, actually even — it’s even simpler than that. When we — your bid — when you bid — you have to step back on Atkins, right. Atkins is a high consumption brand. So — and there are very few brands in the store like this, right. So if you’re a first year buyer, you’re buying about 35 servings. If you’re second, third year buyer, you’re buying close to 100 on average. So if you’re a heavy buyer, you’re at daily eater and then so. So how you innovate gives consumers the variety that they need given the buy-rate that they have, which are big buy rates in multiple years, heavier buyers, right. So how you innovate determines how people purchase. Last spring, we innovated on chips and cookies and shakes and our pipeline, in particular, on snack bars was not strong enough.
So, we saw significant distribution losses on snack bars, double digit distribution losses, we got to fix that. And the reason that affects buy rate is just think, I’ll do this simple — I’ll do the simple example. If I swap out a weak snack bar for a chip and the consumer comes to the shelf to buy a unit, I just traded them from a five-unit purchase or five items serving purchased to a one. That affects your buy rate, right. So it was — for us we — in allowing snack bars to lose distribution in favor of chips was a trade down and at buy rate issue. Something we completely control and something that we’re going to fix. Is that makes sense?
Rob Dickerson: Yes, that makes complete sense. And I mean also just asking the question because I feel like it does kind of all flow-through, right, just in terms of kind of the inventory, the inventory kind of de-load on bars from last year, kind of — what kind of reverses inflows this year. But then, in terms of, if you’re a retailer, you’re saying I am getting higher velocity on these products innovation, maybe I’ll take a little bit more inventory, like we’re not bringing as much on bars, maybe I’m not as quick to get that inventory than the buyer is not as good and therefore the costs don’t flow through as much, right, blah, blah, blah. So kind of was fully loaded question, is that — does that make sense?
Joe Scalzo: Well, I think clearly, if you don’t have bar innovation, you’re not going to have bar inventory and you’re going to be in that situation. Absolutely. But I mean, to be really clear, the fixed here on buy rate, again it’s small numbers of decline. So we’re not talking about big declines in buy rate. It is small. It’s mix driven. It’s innovation-driven and we will fix it.
Rob Dickerson: Perfect. That’s all I had. Thanks, guys.
Joe Scalzo: All right. Have a good day.
Operator: Thank you. We’ve reached the end of the question-and-answer session and I will turn the call over to Joe Scalzo for closing remarks.
Joe Scalzo: Thank you for your participation on the call. We look forward to talking to you at the end of our third quarter. We hope you all have a good day. Thank you.
Operator: This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.
