Richard Galanti : Well, good news is that’s your job to model it. Look, at the end of the day, I think that the comment I made about big-ticket discretionary, while we sell big-ticket discretionary includes furniture, which we sell lawn and garden, patio, too, that’s not right now at the holiday season necessarily. But that being said, there is a higher proportion of big ticket discretionary right now. And we’re blessed in the sense that a big chunk of our business is fresh foods and food and sundries, which people have to eat. And as I mentioned, that has been strong throughout this. So I think overall, we’ll probably still look at it in a positively relatively aggressive standpoint. Ultimately, when you talk about top line sales and if they’re a little lower, what do we need?
I think the question historically has always been asked, what do we need to have SG&A not go up as a percent of sales? And the view is — and this is pre-inflation. The view is always you need something — our best guess view is somewhere in the 4% to 5% comp range. If it falls below that, that will make SG&A a little bit of a challenge. That being said, we’re pretty pragmatic, and we know how to use our margin as well. So I think overall, we’ll continue to work entirely to drive top line sales and look at it for the long term. And we’re not in any big way cutting back orders at this juncture, where we see some challenges with big-ticket discretionary? Does it come down a little? I think the keyword there is a little. And we’re feeling very good about some of our business now despite what’s going on out there.
We’re blessed that we think, again, I think as evidenced by gas and any food and sundries business, we’re blessed by taking market share still. I think that’s evidenced in our memberships and…
Michael Lasser : Your answer was a lot better than my questions.
Operator: We go next now to Rupesh Parikh at Oppenheimer.
Rupesh Parikh : So just on the core-on-core decline of 31 basis points. I was hoping you provide more color just in terms of what’s driving that decline in non-foods category? And then just related to the pressure on fresh foods. I know I think you’ve now lapped some of the last year, I think, fresh foods is also a headwind. So when do we lap some of the — I guess, some of the efficiencies that you gained during the pandemic? Because I know you’ve given it back in recent quarters. So I’m trying to get a sense of when that pressure point could go away.
Richard Galanti : I don’t know exactly. I mean if we’re three quarters of a year into it. I think if I recall, over the last two or three quarters, we’ve talked about like fresh being that way and probably exacerbated a little right now with the fact that we’re trying to hold prices on some things that we think that, that’s driving our sales. Beyond that — I forgot the first part of the question now.
Rupesh Parikh : Just on non-foods, any more color on…
Richard Galanti : Oh, yes. I think that — yes, fundamentally — first of all, in terms of overall, it’s fundamentally fresh and then some non- foods. Some of that has to do with some of the big ticket things. If you’ve been online and saw some things we did during not just the week of Thanksgiving and Cyber Monday, but we did some — anywhere from $100 to $500 off on, I think, $500 cash card, if you bought $3,000 or more of these items. And so we’re getting rid of some of the reason that 26% year-over-year inventory increase went to 10% was we got rid of some of the stuff that we — some things that we had deep freeze and some things that we had delayed shipping during the supply chain challenge. So we did take some more markdowns than normal as you would expect, to help get rid of that.
