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Operator
Operator
Hello, and welcome to BJ's Restaurants, Inc. Q1 2020 Earnings Release and Conference Call. (Operator Instructions) Please note, this event is being recorded. I would now like to turn the conference over to Greg Levin, Chief Executive Officer and President. Please go ahead.
您好,歡迎來到 BJ's Restaurants, Inc. 2020 年第一季度收益發布和電話會議。 (操作員說明)請注意,正在記錄此事件。我現在想將會議轉交給首席執行官兼總裁 Greg Levin。請繼續。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Thank you, operator. Good afternoon, everyone, and welcome to BJ's Restaurants Fiscal 2023 First Quarter Investor Conference Call and Webcast. I'm Greg Levin, BJ's Chief Executive Officer and President. And joining me on the call today is Tom Houdek, our Chief Financial Officer. We also have Greg Lynds, our Chief Development Officer on hand for Q&A. After the market closed today, we released our financial results for the first quarter of 2023, and you can view the full text of our earnings release on our website at www.bjsrestaurants.com.
謝謝你,運營商。大家下午好,歡迎來到 BJ's Restaurants 2023 財年第一季度投資者電話會議和網絡直播。我是 BJ 的首席執行官兼總裁 Greg Levin。今天和我一起參加電話會議的是我們的首席財務官 Tom Houdek。我們的首席開發官 Greg Lynds 也在現場進行問答。今天收市後,我們發布了 2023 年第一季度的財務業績,您可以在我們的網站 www.bjsrestaurants.com 上查看我們的收益發布全文。
Our agenda today will start with Rana Schirmer, our Director of SEC Reporting, providing our standard cautionary disclosure with respect to forward-looking statements. I will then provide an update on our business and current initiatives, and then Tom Houdek will provide some commentary on the quarter and the current operating environment. After that, we will open it up to questions. So Rana, please go ahead.
我們今天的議程將從我們的 SEC 報告總監 Rana Schirmer 開始,提供我們關於前瞻性陳述的標準警示性披露。然後我將介紹我們的業務和當前計劃的最新情況,然後 Tom Houdek 將對本季度和當前的運營環境發表一些評論。之後,我們將公開提問。所以 Rana,請繼續。
Rana Schirmer - Director of SEC Reporting
Rana Schirmer - Director of SEC Reporting
Thanks, Greg. Our comments on the conference call today will contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of the company to be materially different from any future results, performance or achievements expressed or implied by forward-looking statements. Investors are cautioned that forward-looking statements are not guarantees of future performance and that undue reliance should not be placed on such statements.
謝謝,格雷格。我們對今天電話會議的評論將包含 1995 年《私人證券訴訟改革法案》含義內的前瞻性陳述。前瞻性陳述涉及已知和未知的風險、不確定性和其他可能導致實際結果、業績或成就的因素公司與前瞻性陳述明示或暗示的任何未來結果、業績或成就存在重大差異。投資者應注意,前瞻性陳述並非對未來業績的保證,不應過分依賴此類陳述。
Our forward-looking statements speak only as of today's date, April 27, 2023. We undertake no obligation to publicly update or revise any forward-looking statements or to make any other forward-looking statements, whether as a result of new information, future events or otherwise, unless required to do so by the securities laws. Investors are referred to the full discussion of risks and uncertainties associated with forward-looking statements contained in the company's filings with the Securities and Exchange Commission. Greg?
我們的前瞻性陳述僅截至今天,即 2023 年 4 月 27 日。我們沒有義務公開更新或修改任何前瞻性陳述或作出任何其他前瞻性陳述,無論是由於新信息、未來事件或其他情況,除非證券法要求這樣做。投資者應參考公司提交給美國證券交易委員會的文件中包含的與前瞻性陳述相關的風險和不確定性的完整討論。格雷格?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Thank you, Rana. BJ has delivered record first quarter revenue growing more than 14% compared to a year ago. Our Q1 results demonstrate the affinity guests have for the BJ's concept. We are unmatched in the industry given our polished casual positioning, broad varied menu with AUVs of more than $6 million and growing and our focus on delivering gold standard operational service and gracious hospitality to our guests each and every day.
謝謝你,拉納。與一年前相比,BJ 的第一季度收入增長超過 14%,創歷史新高。我們的第一季度結果表明客人對 BJ 的概念有親和力。我們在業內無與倫比,因為我們優雅的休閒定位、種類繁多的菜單(AUV 超過 600 萬美元並且還在不斷增長),以及我們專注於每天為客人提供黃金標準的運營服務和熱情款待。
Given these factors and our unwavering commitment to taking care of our guests, our first quarter comparable restaurant sales and guest traffic continued to beat the industry as measured by Black Box. Our first quarter comparable restaurant sales increased 9% with our average weekly sales for the quarter rising above $121,000. We also made meaningful progress on our restaurant level margins reaching 12.6% compared to 9.8% last year despite continued inflationary pressures.
鑑於這些因素以及我們對照顧客人的堅定承諾,根據 Black Box 衡量,我們第一季度的可比餐廳銷售額和客人流量繼續領先於行業。我們第一季度的可比餐廳銷售額增長了 9%,本季度平均每週銷售額超過 121,000 美元。儘管通脹壓力持續存在,我們在餐廳層面的利潤率也取得了顯著進步,從去年的 9.8% 上升至 12.6%。
Our ability to grow our top line and leverage the incremental sales is a testament to our restaurant management teams who are executing well against our sales driving and productivity initiatives while delivering gold standard service to our guests. The best way for us to continue improving our margins is by driving top line sales. Every additional sales dollar earned leverages the fixed elements of our restaurants cost structure and flows through to profit at a higher rate. To that end, we continue to focus on a variety of initiatives aimed at increasing top line sales.
我們增加收入和利用增量銷售的能力證明了我們的餐廳管理團隊在為我們的客人提供黃金標準服務的同時很好地執行了我們的銷售驅動和生產力計劃。我們繼續提高利潤率的最佳方式是推動營收。每多賺一美元的銷售額都會利用我們餐廳成本結構的固定要素,並以更高的速度流入利潤。為此,我們繼續專注於旨在提高頂線銷售額的各種舉措。
All of these sales initiatives must begin with a focus on the guest and how we can improve the guest dining experience at BJ's. We know from our consumer research that guests come to BJ's for an experiential dining experience that is rooted in our Brewhouse theater environment with a best-in-class bar statement, familiar foods made Brewhouse fabulous, served by our talented team members whose mission is to deliver gold standard service and hospitality every day.
所有這些銷售舉措都必須首先關注客人,以及我們如何改善 BJ's 的客人用餐體驗。我們從我們的消費者研究中得知,客人來到 BJ's 是為了獲得體驗式的用餐體驗,這種體驗植根於我們的 Brewhouse 劇院環境,一流的酒吧聲明,熟悉的食物讓 Brewhouse 變得美妙,由我們才華橫溢的團隊成員提供服務,他們的使命是每天提供黃金標準的服務和款待。
To that point, we continue to execute against our remodel plan so that we maintain our competitive differentiation around our high-energy, polished casual positioning and brewhouse theater environment. As you may recall, our remodel program includes a variety of potential improvements, including additional seating capacity and updated bar statement, new lighting, artwork, boots and tables to name just a few items. The new bar statement is amazing and includes a much lighter, more contemporary bar featuring a new 130-inch television that screens Brewhouse theater to all guests. As we noted last quarter, we plan to remodel at least 30 restaurants this year or approximately 15% of our base. To that date -- to date, we have completed nearly half of the 2023 planned remodels in addition to the 9 we completed last year, which all are driving incremental comp sales for these restaurants.
到那時,我們將繼續執行我們的改造計劃,以便我們圍繞我們高能量、優雅的休閒定位和釀酒廠劇院環境保持我們的競爭優勢。您可能還記得,我們的改造計劃包括各種潛在的改進,包括額外的座位容量和更新的酒吧聲明、新照明、藝術品、靴子和桌子等等。新的酒吧聲明令人驚嘆,包括一個更輕盈、更現代的酒吧,配備一台新的 130 英寸電視,可以向所有客人播放 Brewhouse 劇院。正如我們在上個季度指出的那樣,我們計劃今年改造至少 30 家餐廳或我們基地的大約 15%。到目前為止 - 迄今為止,除了我們去年完成的 9 個改造之外,我們已經完成了 2023 年計劃改造的近一半,所有這些都在推動這些餐廳的增量銷售。
Our culinary and menu strategy is rooted in the familiar items made Brewhouse fabulous based on our guest research. Last year, we began testing a smaller yet broad menu focused on these core familiar made brewhouse fabulous items. Based on the success of this test, we plan on introducing this new menu in July. This new menu will have approximately 10% fewer items, allowing us to improve daily execution while reducing inventory and prep hours in our kitchen. It will also allow us to introduce future menu innovation while keeping our overall menu tight.
我們的烹飪和菜單策略植根於我們熟悉的項目,這些項目根據我們的客人研究讓 Brewhouse 變得很棒。去年,我們開始測試一個更小但更廣泛的菜單,專注於這些核心熟悉的釀酒廠製作的精美物品。基於這次測試的成功,我們計劃在 7 月份推出這個新菜單。這份新菜單將減少大約 10% 的項目,使我們能夠改進日常執行,同時減少廚房的庫存和準備時間。它還將使我們能夠在保持整體菜單緊湊的同時引入未來的菜單創新。
Additionally, later this year, we are planning another test with removal of additional items while continuing to provide the guest variety BJ's is known for. From a menu pricing strategy, our goal is to maintain a good, better, best pricing strategy that allows for guests to receive excellent value across all price points and have the option to indulge with more premium items if they so choose. To that point, we have maintained our daily Brewhouse specials, lunch menu and happy hour prices to provide value options for all guests while maintaining a higher priced strategy with our craveable and differentiated proteins, including slow roast items like our double bone-in pork chop and Prime Rib and our fresh Atlantic salmon for guests looking for a more premium experience.
此外,今年晚些時候,我們計劃進行另一項測試,移除額外項目,同時繼續提供 BJ's 廣為人知的客人品種。從菜單定價策略來看,我們的目標是保持一個好的、更好的、最好的定價策略,讓客人在所有價位上都能獲得卓越的價值,並且如果他們願意,可以選擇盡情享受更多的優質商品。到那時,我們一直保持我們的每日 Brewhouse 特色菜、午餐菜單和歡樂時光價格,為所有客人提供超值選擇,同時通過我們令人垂涎的差異化蛋白質保持更高的價格策略,包括慢烤食品,如我們的雙骨豬排和 Prime Rib 以及我們為尋求更優質體驗的客人準備的新鮮大西洋鮭魚。
The execution of our sales-driving initiatives is not possible without the commitment and passion of our talented team members. Over the last couple of years, we have added a lot of new faces to the BJ family. Therefore, beginning next month, we are implementing a series of sales driving and optimization initiatives to enhance our dining room and kitchen execution, including updated gracious hospitality procedures and improved kitchen systems and prep procedures. These initiatives will uplift our already strong Net Promoter Scores, drive sales and optimize our efficiencies in our restaurants so that we can better leverage our increasing sales and continue taking care of our guests.
沒有我們才華橫溢的團隊成員的承諾和熱情,就不可能執行我們的銷售驅動計劃。在過去的幾年裡,我們為 BJ 家族增添了很多新面孔。因此,從下個月開始,我們將實施一系列銷售推動和優化舉措,以加強我們的餐廳和廚房執行力,包括更新盛情款待程序以及改進廚房系統和準備程序。這些舉措將提升我們本已強勁的淨推薦值,推動銷售並優化我們餐廳的效率,以便我們能夠更好地利用不斷增長的銷售額並繼續照顧我們的客人。
In addition to our sales-driving initiatives, we continue to execute against our cost savings programs to drive margin expansion. As we previously discussed, last year, we launched a cross-functional initiative to identify at least $25 million of 4-wall cost savings opportunities that will benefit our restaurant operating margins while maintaining our quality standards. Given the progress to date and the number of opportunities still being explored, we are confident that we will achieve our $25 million goal. Importantly, we won't stop there as we continue to vet additional opportunities to ensure we maximize savings across our business while, of course, still providing great quality and value to our guests.
除了我們的銷售驅動計劃外,我們還繼續執行我們的成本節約計劃以推動利潤率增長。正如我們之前討論的那樣,去年,我們啟動了一項跨職能計劃,以確定至少 2500 萬美元的 4 牆成本節約機會,這將有利於我們的餐廳運營利潤率,同時保持我們的質量標準。鑑於迄今為止取得的進展以及仍在探索的機會數量,我們有信心實現 2500 萬美元的目標。重要的是,我們不會就此止步,因為我們會繼續審查更多機會,以確保我們在整個業務中最大限度地節省成本,同時當然仍然為我們的客人提供優質和價值。
While driving top line sales and improving margins on top of our priority list this year, we continue to complement these initiatives with new restaurant openings. As we've said many times, we believe there is an opportunity to double the number of BJ's locations in the U.S. However, we will continue to execute our expansion strategy at a rate that provides high-quality sites and execution over growth for growth's sake. Our new restaurants continue to provide solid results as the BJ's restaurant concept remains in strong demand by guests across many regions throughout the U.S. To date, we have opened 2 new restaurants and expect to open 3 more restaurants this year for a total of 5 new restaurants in fiscal 2023. Our first new restaurant this year opened in Orland Park, Illinois, which is our first restaurant in Illinois after building many successful restaurants in the Midwest, including Ohio, Indiana and Michigan.
在今年我們優先考慮的首要任務是推動營收和提高利潤率的同時,我們繼續通過開設新餐廳來補充這些舉措。正如我們多次說過的那樣,我們相信有機會將 BJ 在美國的地點數量增加一倍。但是,我們將繼續執行我們的擴張戰略,以提供高質量的網站和為了增長而執行而不是增長.我們的新餐廳繼續取得穩健的業績,因為 BJ 的餐廳概念在美國許多地區仍然受到客人的強烈需求。迄今為止,我們已經開設了 2 家新餐廳,並預計今年將再開設 3 家餐廳,總共 5 家新餐廳在 2023 財年。我們今年的第一家新餐廳在伊利諾伊州奧蘭帕克開業,這是我們在中西部(包括俄亥俄州、印第安納州和密歇根州)建立了許多成功餐廳之後在伊利諾伊州的第一家餐廳。
We are very pleased with the strong sales performance of our new restaurant openings. In fact, our restaurant class from 2022 and 2023 to date has maintained average weekly sales approximately 20% higher than our other restaurants, and our 2 new restaurants opened this year are averaging approximately $150,000 in weekly sales.
我們對新開餐廳的強勁銷售業績感到非常滿意。事實上,從 2022 年到 2023 年至今,我們的餐廳類別一直保持著比我們其他餐廳高出約 20% 的平均每週銷售額,而我們今年新開的 2 家餐廳的平均每週銷售額約為 150,000 美元。
In summary, we are focused on a comprehensive set of initiatives aimed at significantly increasing our average weekly sales, growing our restaurant margins and continuing our national expansion driving towards a goal of growing BJ sales to $2 billion and beyond, while delivering meaningful earnings growth and shareholder returns. In the meantime, we are incredibly and increasingly confident that guest affinity for our brand and concept, coupled with the trajectory of our business and our current growth and margin-enhancing initiatives will enable us to achieve attractive near and midterm overall growth and margin objectives.
總之,我們專注於一套全面的舉措,旨在顯著提高我們的平均每週銷售額,提高我們的餐廳利潤率並繼續我們的全國擴張,以實現將 BJ 銷售額增長到 20 億美元及以上的目標,同時實現有意義的收益增長和股東回報。與此同時,我們越來越相信,客人對我們品牌和理念的親和力,加上我們的業務軌跡以及我們目前的增長和利潤率提升計劃,將使我們能夠實現有吸引力的近期和中期整體增長和利潤率目標。
Now let me turn it over to Tom to provide a more detailed update from the quarter and current trends. Tom?
現在讓我將其轉交給湯姆,以提供本季度和當前趨勢的更詳細更新。湯姆?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Thanks, Greg, and good afternoon, everyone. I will provide details of the quarter and some forward-looking views. Please remember this commentary is subject to the risks and uncertainties associated with forward-looking statements as discussed in our filings with the SEC.
謝謝,格雷格,大家下午好。我將提供該季度的詳細信息和一些前瞻性觀點。請記住,本評論受與我們在提交給美國證券交易委員會的文件中討論的前瞻性陳述相關的風險和不確定性的影響。
In the first quarter, total sales grew 14% to $341.3 million. Because of the 53rd week in 2022, our Q1 period ends on April 4 this year as compared to March 29 last year. On a comparable restaurant basis, sales increased by 9% over the same weeks as last year, calculated by shifting the 2022 period by 1 week to end on April 5. Without this shift and using our fiscal Q1 2022 weeks as the comparable restaurant base, our first quarter comparable restaurant sales rose 10.7%.
第一季度,總銷售額增長 14% 至 3.413 億美元。由於 2022 年是第 53 週,我們的第一季度於今年 4 月 4 日結束,而去年是 3 月 29 日。在可比餐廳的基礎上,銷售額比去年同期增長了 9%,計算方法是將 2022 年期間提前 1 周至 4 月 5 日結束。如果沒有這一轉變,並使用我們 2022 財年第一季度的周數作為可比餐廳基礎,我們第一季度的可比餐廳銷售額增長了 10.7%。
The comparable sales improvement in conjunction with improving operating efficiencies and further progress on our cost savings initiatives contributed to BJ's first quarter margin improvement. Our restaurant level cash flow margins was -- were 12.6%, an improvement of 280 basis points compared to the prior year. Adjusted EBITDA was $25 million and 7.3% of sales in the first quarter, which beat the prior year by $11.9 million with a margin that was 290 basis points higher. We reported net income of $3.5 million and diluted generating dine-in sales of more than $100,000.
可比的銷售增長、運營效率的提高以及我們成本節約計劃的進一步進展為 BJ 第一季度利潤率的提高做出了貢獻。我們餐廳層面的現金流量利潤率為 12.6%,與上一年相比提高了 280 個基點。調整後的 EBITDA 為 2500 萬美元,佔第一季度銷售額的 7.3%,比上年同期高出 1190 萬美元,利潤率高出 290 個基點。我們報告的淨收入為 350 萬美元,攤薄後堂食銷售額超過 100,000 美元。
California was our strongest market with comparable sales of 12% in the quarter, and it was encouraging to see similar strength across all markets in California, including the Bay Area. Notably, we also drove outsized growth in our late night and lunch dayparts, demonstrating that guests are returning to more normal consumption patterns.
加利福尼亞是我們最強勁的市場,本季度的可比銷售額為 12%,令人鼓舞的是,加利福尼亞所有市場(包括灣區)都出現了類似的增長。值得注意的是,我們還推動了深夜時段和午餐時段的大幅增長,表明客人正在回歸更正常的消費模式。
Moving to expenses. Our cost of sales was 26.6% in the quarter, which was 70 basis points favorable compared to Q1 of 2022 and 50 basis points favorable to Q4 of 2022 after removing the gift card breakage benefit to Q4 revenue as described in our fourth quarter earnings release. Inflation in the low to mid-single digits on a year-over-year and quarter-over-quarter basis was in line and even modestly favorable to our expectations. The inflation figure would have been approximately 2 percentage points higher if not for the cost savings benefits from the changes we implemented to date across our food basket as part of the cost savings initiatives.
轉向開支。我們的銷售成本在本季度為 26.6%,與 2022 年第一季度相比有利 70 個基點,與 2022 年第四季度相比有利 50 個基點(如我們第四季度財報中所述,剔除第四季度收入中的禮品卡破損收益)。同比和環比處於中低個位數的通脹符合我們的預期,甚至略微有利於我們的預期。作為成本節約計劃的一部分,我們迄今為止在食品籃子中實施的變革帶來的成本節約效益,如果不是因為成本節約效益,通脹數字會高出約 2 個百分點。
Taking into account our January pricing round, we carried pricing in the mid-7% area in Q1. To date, we have seen no guest pushback to our menu pricing rounds. Labor and benefits expenses were 37.6% of sales in the first quarter, which was 130 basis points favorable compared to the first quarter of last year. We made further strides improving our labor efficiency in the quarter, which was driven in part by increasing labor retention in our restaurants, which was at its best level in more than 2 years. Our overtime and training hours improved as well, which, as a percentage of sales, were 20 basis points better than Q1 of 2022 and within 30 basis points from pre-pandemic levels in Q1 of 2019.
考慮到我們 1 月份的定價回合,我們在第一季度將定價定在 7% 的中間區域。迄今為止,我們還沒有看到客人對我們的菜單定價回合提出任何反對意見。第一季度勞動力和福利費用佔銷售額的 37.6%,比去年第一季度有利 130 個基點。我們在本季度進一步提高了我們的勞動效率,部分原因是我們餐廳的勞動力保留率增加,達到 2 年多以來的最佳水平。我們的加班時間和培訓時間也有所改善,佔銷售額的百分比比 2022 年第一季度高 20 個基點,比 2019 年第一季度大流行前水平低 30 個基點以內。
The Operating and -- occupancy and operating expenses were 23.2% of sales in the quarter, which was 80 basis points favorable compared to the first quarter of last year as we leveraged higher sales. We continue to identify O&O savings opportunities as part of our cost savings initiatives, which with savings beginning to materialize in areas such as new left of our packaging containers and renegotiating and optimizing certain maintenance programs.
運營和 - 入住率和運營費用佔本季度銷售額的 23.2%,與去年第一季度相比有利 80 個基點,因為我們利用了更高的銷售額。作為我們成本節約計劃的一部分,我們繼續確定 O&O 節省機會,這些節省開始在我們的包裝容器的新左側以及重新談判和優化某些維護計劃等領域實現。
Additionally, in the quarter, we made the decision to invest in reinstituting third-party janitorial services as opposed to using our own team members. This move helps ensure guests consistently experience our restaurants in a like new first-class condition. G&A was $19.7 million in the first quarter, which was slightly less than our original estimates. Turning to the balance sheet. We ended the quarter with a debt balance of $60 million and net debt of about $31 million. We are very pleased with the strength of our balance sheet and will remain consistent in our approach of prioritizing growth-driving investments by return profile, including building new restaurants, improving our existing restaurants and funding sales-driving initiatives.
此外,在本季度,我們決定投資重建第三方清潔服務,而不是使用我們自己的團隊成員。此舉有助於確保客人始終如一地體驗我們餐廳的全新一流環境。第一季度的 G&A 為 1970 萬美元,略低於我們最初的估計。轉向資產負債表。本季度結束時,我們的債務餘額為 6000 萬美元,淨債務約為 3100 萬美元。我們對我們資產負債表的實力感到非常滿意,並將繼續按照我們通過回報率優先考慮增長驅動投資的方法,包括建設新餐廳、改善我們現有的餐廳和為銷售驅動計劃提供資金。
Looking to the second quarter of 2023. The industry has experienced some choppiness in comparable sales as the timing of Easter and spring breaks shifted. However, we are entering what is typically our strongest sales quarter propelled by Mother's Day, Father's Day and graduation celebrations. We tend to see our average weekly sales per restaurant grow modestly from the first quarter into the second quarter.
展望 2023 年第二季度。隨著復活節和春假時間的變化,該行業的可比銷售額出現了一些波動。然而,在母親節、父親節和畢業慶典的推動下,我們正在進入通常是我們最強勁的銷售季度。從第一季度到第二季度,我們傾向於看到每家餐廳的平均每週銷售額溫和增長。
Factoring in recent and historical trends, we expect to grow our average weekly restaurant sales in the second quarter by 4% to 5% over the 118,900 per week we generated in the same quarter last year. Factoring in our sales expectations and cost trends, I expect restaurant level cash flow margins to be in the low to mid 13% area in Q2 as we grow sales through strategic initiatives, make additional progress on our cost savings initiatives and benefit from menu pricing. Including in the margin expectations is our plan to increase our marketing spend as a percentage of sales by 70 basis points from 1.4% in Q1 to 2.1% in Q2 due to an awareness driving marketing media campaign in certain key markets in the second quarter.
考慮到近期和歷史趨勢,我們預計第二季度的平均每週餐廳銷售額將比去年同期的每週 118,900 家增長 4% 至 5%。考慮到我們的銷售預期和成本趨勢,我預計第二季度餐廳層面的現金流量利潤率將處於 13% 的中低水平,因為我們通過戰略計劃增加銷售額,在我們的成本節約計劃上取得更多進展並從菜單定價中受益。包括在利潤率預期中的是我們計劃將我們的營銷支出佔銷售額的百分比從第一季度的 1.4% 增加 70 個基點到第二季度的 2.1%,這是由於第二季度某些主要市場的營銷媒體活動的意識推動。
We expect marketing spend as a percentage of sales to return to the high 1% in the third and fourth quarters, which is more consistent with 2022 levels. We continue to target restaurant level margins in the low to mid-teens on a run rate basis as we exit the year. With G&A spend to date, we are trending toward the lower end of the $80 million to $82 million range we provided for the year. Also, we expect the tax benefit in the second quarter similar to the first quarter, which will again include the usual FICA tip credit and applying our estimated annual effective tax rate.
我們預計營銷支出佔銷售額的百分比將在第三和第四季度恢復到 1% 的高位,這與 2022 年的水平更為一致。在我們退出這一年時,我們將繼續以運行率為基礎,將餐廳級別的利潤率定在中低水平。根據迄今為止的 G&A 支出,我們正趨向於我們今年提供的 8000 萬至 8200 萬美元範圍的低端。此外,我們預計第二季度的稅收優惠與第一季度相似,這將再次包括通常的 FICA 小費抵免和應用我們估計的年度有效稅率。
We continue to expect CapEx spend in the $90 million to $95 million range this year, which includes the 5 restaurants we intend to open in 2023 and more than 30 restaurant remodels. 2 of our new restaurants are now open and the remaining 3 are under construction with expected opening dates in the second half, one of which will be a relocation. As previously discussed, we made the decision to close 2 underperforming restaurants, one of which was a small format legacy restaurant with 1 closing in Q1 and the other closing early in Q2.
我們繼續預計今年的資本支出將在 9000 萬至 9500 萬美元之間,其中包括我們打算在 2023 年開業的 5 家餐廳和 30 多家餐廳改造。我們的 2 家新餐廳現已開業,其餘 3 家正在建設中,預計將於下半年開業,其中一家將搬遷。如前所述,我們決定關閉 2 家表現不佳的餐廳,其中一家是小型傳統餐廳,其中一家在第一季度關閉,另一家在第二季度早些時候關閉。
We also continued to push ahead with various remodels depending on the specific restaurant, which rains from 150,000 to $750,000 per restaurant. We expect to spend approximately $450,000 per location on average this year. We have now completed 14 remodels to date and remain very encouraged by the extra traffic we have been able to generate with the remodel and the resulting return on investment. On average, restaurants adding more -- on average, restaurants are adding more than 1,500 per week in sales following the lower cost free models where we add 3 extra boots and enhance the lighting, artwork and other upgrades and adding multiple thousands of weekly sales after more costly remodels with broader scopes, including updating the bar statement along with many other upgrades.
我們還根據具體餐廳繼續推進各種改造,每家餐廳的降雨量從 150,000 美元到 750,000 美元不等。我們預計今年平均每個地點的支出約為 450,000 美元。迄今為止,我們已經完成了 14 次改建,並且對我們能夠通過改建產生的額外流量以及由此產生的投資回報感到非常鼓舞。平均而言,餐廳增加更多 - 平均而言,餐廳每週增加超過 1,500 個銷售額,採用成本較低的免費模型,我們增加 3 個額外的靴子並增強照明、藝術品和其他升級,並在之後增加數千個每週銷售額範圍更廣的更昂貴的改造,包括更新酒吧聲明以及許多其他升級。
In summary, we know the best way to grow margins and profit is to grow sales. Recent sales trends have been encouraging, and we remain committed to being sales drivers first and foremost. We intend to continue building sales into 2023 with demand for experiential dining remaining strong, especially at BJ's. At the same time, we have elevated productivity and cost savings through our margin improvement initiative with momentum continuing to build. We have a clear path to sales and margin growth and our long-term strategy remains intact. Thank you for your time today, and we'll now open the call to your questions. Operator?
總之,我們知道增加利潤率和利潤的最佳方式是增加銷售額。最近的銷售趨勢令人鼓舞,我們仍然致力於成為銷售推動者。我們打算在 2023 年繼續擴大銷售額,體驗式餐飲的需求依然強勁,尤其是在 BJ's。與此同時,我們通過提高利潤率的舉措提高了生產力並節省了成本,並且勢頭不斷增強。我們有明確的銷售和利潤增長途徑,我們的長期戰略保持不變。感謝您今天抽出寶貴時間,我們現在將開始回答您的問題。操作員?
Operator
Operator
Thank you. We will now begin the question-and-answer session. (Operator Instructions) Today's first question comes from Alex Slagle with Jefferies.
謝謝。我們現在開始問答環節。 (操作員說明)今天的第一個問題來自 Jefferies 的 Alex Slagle。
Alexander Russell Slagle - Equity Analyst
Alexander Russell Slagle - Equity Analyst
Congrats on the quarter. It looks like the -- you've been seeing some really strong non-comp sales trends in the recent couple of quarters, I guess, with the new stores performing really well. And trying to think about if we should expect those trends to continue that positive gap. And as you talk about the 4% to 5% average weekly sales growth in 2Q, should we be thinking about like a 2% to 3% same-store sales metric underlying that?
祝賀這個季度。看起來——你在最近幾個季度看到了一些非常強勁的非補償銷售趨勢,我猜,新店的表現非常好。並試圖思考我們是否應該期望這些趨勢繼續保持這種積極的差距。當你談到第二季度 4% 到 5% 的平均每週銷售額增長時,我們是否應該考慮作為其基礎的 2% 到 3% 的同店銷售額指標?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Alex, I think the 4% to 5% is probably the reasonable comp sales in there. This is a little bit of a reversal of Q1 in a way because it's an interesting question where in Q2, we actually end fiscal Q2 ends the week of July 4. And that's a low weekly sales average for us. So in a way, again, much like Q1 and then it evens out from there more or less. But we end up replacing a fairly high weekly sales into Q1 and put a low weekly sales into Q2.
亞歷克斯,我認為 4% 到 5% 可能是那里合理的銷售額。這在某種程度上有點逆轉第一季度,因為這是一個有趣的問題,在第二季度,我們實際上結束了第二季度財政年度,即 7 月 4 日那一周。這對我們來說是一個較低的每週銷售平均值。所以在某種程度上,再次,很像 Q1,然後它或多或少地從那裡趨於平緩。但我們最終將相當高的每週銷售額替換為第一季度,並將較低的每週銷售額放入第二季度。
It's one of the reasons that we try to give a little bit more color around what last year's comp sales was of $180,900 and the way to think about building your model would be 4% to 5% off of that number.
這是我們嘗試為去年的 comp 銷售額 180,900 美元提供更多顏色的原因之一,並且考慮構建模型的方式將比該數字低 4% 到 5%。
Alexander Russell Slagle - Equity Analyst
Alexander Russell Slagle - Equity Analyst
Okay. That makes sense. So the average weekly sales growth beyond that probably shouldn't be too significant beyond the comp for the balance of the year.
好的。這就說得通了。因此,除此之外的平均每週銷售額增長可能不會超過今年剩餘時間的銷售額。
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
That's right, Alex. In the second quarter, the weekly sales average growth will be right around the comp growth. We have seen about -- it could be 100 basis points extra that we're getting from the extra weekly sales from our non-comp restaurants. But because of the shift that Greg mentioned, it gets it about in line for Q2. So it's -- that 4% to 5% should be both weekly sales growth as well as comp growth in Q2.
沒錯,亞歷克斯。在第二季度,每週銷售平均增長將恰好在 comp 增長附近。我們已經看到 - 我們從非補償餐廳的每週額外銷售額中獲得的額外收入可能是 100 個基點。但由於格雷格提到的轉變,它與第二季度保持一致。所以它 - 4% 到 5% 應該是每週銷售增長以及第二季度的 comp 增長。
Alexander Russell Slagle - Equity Analyst
Alexander Russell Slagle - Equity Analyst
Great. And the expectations for the holidays and events coming up, Mother's Day, graduation, recall them being pretty strong last year. Was there anything different in terms of staffing or other year-over-year differences to consider as we roll over those?
偉大的。以及對即將到來的假期和活動、母親節、畢業典禮的期望,回想起去年它們非常強烈。當我們滾動這些時,在人員配置或其他同比差異方面有什麼不同需要考慮嗎?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
No. I think we're obviously well-staffed, I believe, based on everything we're seeing in our business that will be more efficient and more effective, taking care of our guests this year than last year because of the maturity in our team members and being staffed up. I think, at the same time, from a macro standpoint, there was a certain amount of excitement for guests to get back out and celebrate after 2 years of challenges around COVID. So I think from what we can control and execute, I think we'll do better. We continue to want to monitor the what I would call the macro side of it.
不,我認為我們顯然配備了充足的人員,我相信,基於我們在業務中看到的一切,由於我們的成熟度,今年將比去年更有效率和更有效地照顧我們的客人團隊成員和人員配備。我認為,與此同時,從宏觀角度來看,在經歷了 2 年圍繞 COVID 的挑戰後,客人們有一定的興奮感可以回來慶祝。所以我認為從我們可以控制和執行的方面來看,我認為我們會做得更好。我們繼續希望監控我所說的宏觀方面。
Alexander Russell Slagle - Equity Analyst
Alexander Russell Slagle - Equity Analyst
Okay. I'm not sure if you mentioned any changes in guest habits or anything with mix or appetizers, drinks, things like that, that you noticed over the last couple of months, but maybe just remind us if there were any changes you noted.
好的。我不確定您是否提到過客人習慣的任何變化,或者您在過去幾個月注意到的任何混合或開胃菜、飲料等類似的東西,但如果您注意到任何變化,也許只是提醒我們。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Yes. I think in Tom's comment, he mentioned that we're seeing some really strong sales coming in late night at lunch. And I think some of that has to do with, obviously, the BJ's concept. We've got great lunch specials. We updated our lunch specials this year in the first quarter, introduce some new items that are becoming best sellers for us. We have seen, I think, in general party side start to normalize a little bit, still a little bit better than where it was versus 2019, let's call it. And our incidents are up versus kind of the 2019 time frame. But as we look versus 2022 last year, we have seen a little bit of a slowdown in alcohol incidents. I think we mentioned that on the Q4 call. That's one area that we continue to watch. But generally, everything else seems very consistent in our business. I don't know, Tom, is there anything else to add?
是的。我認為在 Tom 的評論中,他提到我們在深夜午餐時看到一些非常強勁的銷售。我認為其中一些顯然與 BJ 的概念有關。我們有很棒的特價午餐。我們在第一季度更新了今年的特價午餐,推出了一些正在成為我們暢銷商品的新商品。我認為,我們已經看到,總的來說,政黨方面開始正常化一點,仍然比 2019 年好一點,我們稱之為。我們的事件與 2019 年的時間框架相比有所上升。但與去年 2022 年相比,我們發現酒精事件有所放緩。我想我們在第四季度的電話會議上提到了這一點。這是我們繼續關注的一個領域。但總的來說,我們業務中的其他一切似乎都非常一致。我不知道,湯姆,還有什麼要補充的嗎?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Yes. I think Greg covered it. And just to be clear, the outperformance we've seen in lunch and late night, those dayparts do have slightly lower check. So that's -- we think of the incidence levels that Greg mentioned, that's a cause of it. We do have these dayparts, and that's one great thing about BJ's we drive sales in our restaurants starting at lunch all the way through late night. So these areas that have been down more from pre-COVID levels are recovering. But when the traffic comes back, it's a little headwind on the check side. So that's the dynamics that play there.
是的。我認為格雷格涵蓋了它。需要明確的是,我們在午餐和深夜看到的出色表現,這些時段的支票確實略低。所以這就是 - 我們想到格雷格提到的發生率水平,這就是它的原因。我們確實有這些時段,這是 BJ's 的一大優點,我們從午餐開始一直到深夜推動我們餐廳的銷售。因此,這些比 COVID 前水平下降更多的地區正在恢復。但是當交通恢復時,檢查方面有點不利。這就是在那裡發揮作用的動力。
Operator
Operator
The next question comes from Jeffrey Bernstein with Barclays.
下一個問題來自巴克萊銀行的杰弗裡伯恩斯坦。
Jeffrey Andrew Bernstein - Director & Senior Equity Research Analyst
Jeffrey Andrew Bernstein - Director & Senior Equity Research Analyst
Two questions. One, just on the menu pricing. I think you said for the first quarter in its entirety, you were running in the mid-7% range. I believe you mentioned there was no resistance. I'm wondering if you could just walk us through maybe what was taken in the first quarter and maybe what your current outlook is for what you would take for the rest of the year or what the pricing would be if you didn't take anything for the rest of the year. There does seem to be some concern that new pricing is going to be harder to pass through with what seems like food at home now falling below food away from home after a nice 18-month period where restaurants had some perhaps protection. So just trying to get your sense on the pricing outlook and your confidence in what you plan on taking as we look to the rest of the year. And then I had one follow-up.
兩個問題。一,僅在菜單上定價。我想你說整個第一季度,你都在 7% 的中間範圍內運行。我相信你提到沒有抵抗。我想知道您是否可以向我們介紹一下第一季度採取的措施,也許您目前對今年剩餘時間採取的措施的展望是什麼,或者如果您不採取任何措施,定價會是多少在今年剩下的時間裡。似乎確實有人擔心新的定價將更難通過,因為在經歷了 18 個月的美好時期(餐廳可能有一些保護措施)之後,家裡的食物現在似乎低於外出的食物。因此,在我們展望今年剩餘時間時,只是想了解您對定價前景的看法以及您對計劃採取的措施的信心。然後我進行了一次跟進。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Jeff, we're looking at somewhere in that 7%, 8% for the rest of this year, where we sit right now. We don't plan at this current time any additional menu pricing with our June -- I guess it would be our June 29, menu. We'll determine after that, there's usually an October menu. And probably in the October menu will take pricing as we start to think about that pricing, trying to cover inflationary costs going into 2024.
傑夫,我們正在尋找今年剩餘時間裡 7%、8% 的某個地方,我們現在就坐在那裡。我們目前不打算對我們的 6 月菜單進行任何額外的定價——我想這將是我們 6 月 29 日的菜單。之後我們會確定,通常會有 10 月的菜單。並且可能在 10 月的菜單中將採用定價,因為我們開始考慮該定價,試圖彌補 2024 年的通貨膨脹成本。
At the same time, we continue to try and be I guess, as I mentioned in the call, strategic in the way we're trying to look at our pricing items that are more unique and differentiated where consumers that are coming out and looking at things like a prime rib that maybe you can't make at home that provide much more of an experiential dining. We feel that there could be room for pricing on those areas. But at the same time, we want to continue to balance it with that barbell approach, which is around the lunch specials, our daily brewhouse specials and so forth to make sure that, again, there's kind of a good, better, best pricing. But where we sit right now kind of in the 7%, I think it were a little bit higher than that right now. That's kind of how we're going to roll through this year even as we -- some pricing will roll off in June, probably bring us down into the kind of low 7s at that time or so.
與此同時,正如我在電話會議中提到的,我們繼續嘗試,我想,我們正在嘗試以戰略方式看待我們的定價項目,這些項目在消費者出來查看時更加獨特和差異化諸如可能無法在家製作的排骨之類的東西提供了更多的體驗式用餐。我們認為這些領域可能有定價空間。但與此同時,我們希望繼續通過槓鈴方法來平衡它,這種方法圍繞午餐特價、我們每天的啤酒廠特價等等,以再次確保有一種好的、更好的、最好的定價。但我們現在坐在 7% 的位置,我認為它比現在高一點。這就是我們今年將要經歷的方式,即使我們 - 一些定價將在 6 月推出,可能會在那個時候左右將我們帶到那種低 7s。
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
And Jeff, one piece to add on this, too. When we take our pricing, there's the post audit that we do looking through both incidents rates if we see any shifts down or looking at trading relationships. And we've seen very consistent ordering before and after the pricing round. So as we made the comments in the prepared remarks that we haven't seen any impact from the price around that have been accepted. That's really what's driving it. It's really no incident shift after pricing rounds as well as no trade downs, no not trading from something that's higher cost into lower cost. We're seeing very consistent ordering patterns before and after.
還有 Jeff,還有一件要補充的。當我們進行定價時,如果我們發現任何下降或查看交易關係,我們就會通過兩個事件率進行事後審計。我們在定價回合前後看到了非常一致的訂購。因此,當我們在準備好的評論中發表評論時,我們沒有看到已接受的價格產生任何影響。這才是真正的驅動力。這真的不是定價回合後的意外轉變,也沒有折價交易,也不是從成本較高的東西到成本較低的東西進行交易。我們看到前後的訂購模式非常一致。
Jeffrey Andrew Bernstein - Director & Senior Equity Research Analyst
Jeffrey Andrew Bernstein - Director & Senior Equity Research Analyst
My other question was just on the dollars you're spending. I know in 2023, you seem to be focused more on the remodels with 30 or more units whereas the new units, Greg, I know you often talk about quality over quantity and it's very understandable with the seemingly 5 units this year. Presumably, you'd like to do more, but you want to find quality. But the couple you already opened this year with $150,000 average weekly sales, I mean that's very impressive. I'm just wondering, what are the greatest issues you're finding in terms of finding sites more so than the 5. I think investors would love to see a reacceleration in the unit growth, which you guys used to deliver. So I'm just wondering what maybe are the challenges you're finding to find more than 5 sites in a particular year, whether it's real estate or the investment cost or anything along those lines would be helpful.
我的另一個問題是關於你花費的美元。我知道在 2023 年,你似乎更關注 30 個或更多單元的改造,而新單元,格雷格,我知道你經常談論質量而不是數量,今年看似 5 個單元是可以理解的。據推測,你想做更多,但你想找到質量。但是你今年已經開了這對夫婦,平均每週銷售額為 150,000 美元,我的意思是這非常令人印象深刻。我只是想知道,在尋找比 5 個網站更多的網站方面,您發現的最大問題是什麼。我認為投資者希望看到單位增長重新加速,你們過去常常這樣做。所以我只是想知道在特定年份找到超過 5 個站點可能會遇到哪些挑戰,無論是房地產還是投資成本或任何類似的東西都會有所幫助。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
It's actually your -- what you ended there with. One is the site cost to build. As much as we're at a 1:1 right now with the new restaurants doing $150,000 is obviously 50 weeks gets you about $7.5 million, and we mentioned this on another call. myself, our Board of Directors, our executive team, really don't want to be spending $7.5 million to build a restaurant. And we continue to look for ways to bring that down, but still maintain the elements of the Brewhouse Theater, which are so important to differentiate our concept. So Greg Lynn, who is here, is working with his team to work on ways to bring that down and work through a couple of different prototypes. So that's number one.
它實際上是你的——你在那裡結束的。一是網站建設成本。儘管我們現在以 1:1 的比例與新餐廳做 150,000 美元,顯然 50 周可以讓你獲得大約 750 萬美元,我們在另一個電話中提到了這一點。我自己,我們的董事會,我們的執行團隊,真的不想花費 750 萬美元來建造一家餐廳。我們繼續尋找降低這種情況的方法,但仍保留 Brewhouse 劇院的元素,這些元素對於區分我們的概念非常重要。因此,在場的格雷格·林恩 (Greg Lynn) 正在與他的團隊合作,研究降低這種情況的方法,並研究幾個不同的原型。所以這是第一。
Number two is as the people get better, but we want to make sure as we continue to build restaurants, we have the right quality of individuals to run these restaurants that are doing $7 million as we just talked about. And those are the 2 governors to growth. I don't think this puts any change in our view of where we can go. And ultimately, we want to get back to growing our new restaurants at a 5% plus clip, which would get you 10-plus new restaurants. We're continuing to line up the new restaurant growth for next year and what that pipeline is going to look like. I don't think we're going to get to the 5% next year, meaning 10 plus. Some of it is, again, building up the infrastructure and doing it the right way for quality over quantity. But that is our target, and I fully believe we'll get back to that target here shortly.
第二是隨著人們變得更好,但我們希望確保在我們繼續建造餐廳的同時,我們擁有合適的個人素質來經營這些餐廳,正如我們剛才談到的那樣,這些餐廳的收入為 700 萬美元。這些是增長的 2 位州長。我認為這不會改變我們對去向的看法。最終,我們希望以 5% 以上的速度重新增長我們的新餐廳,這將為您帶來 10 多家新餐廳。我們將繼續為明年的新餐廳增長以及這條管道的樣子排隊。我不認為我們明年會達到 5%,也就是 10% 以上。同樣,其中一些是建立基礎設施,並以質量高於數量的正確方式進行。但這是我們的目標,我完全相信我們很快就會回到這個目標。
Operator
Operator
The next question comes from David Tarantino with Baird.
下一個問題來自 David Tarantino 和 Baird。
David E. Tarantino - Director of Research & Senior Research Analyst
David E. Tarantino - Director of Research & Senior Research Analyst
The first question is just -- I was wondering if you could help to break down the composition of the comp a bit better for Q1. Can you talk -- I know you gave us a pricing mid-7%. But was there a mix impact? Or is traffic essentially the plug there?
第一個問題只是 - 我想知道你是否可以幫助更好地分解 Q1 的 comp 組成。你能談談——我知道你給了我們 7% 的定價。但是有混合影響嗎?還是交通本質上是那裡的插頭?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Sure, David. The -- when we said that the lunch and late night increase, that did weigh on check a little bit. So I think of traffic was low single-digit positive, but then yes, then check was up in that 6% to 7% range.
當然,大衛。 - 當我們說午餐和深夜增加時,這確實有點影響檢查。所以我認為流量是低個位數的正數,但是是的,然後檢查在 6% 到 7% 的範圍內上升。
David E. Tarantino - Director of Research & Senior Research Analyst
David E. Tarantino - Director of Research & Senior Research Analyst
Got it. And then what is your guidance for the second quarter, assume on those metrics? It sounds like you might be running a bit higher pricing. So I wanted to understand kind of what the underlying traffic assumption is for the second quarter.
知道了。然後你對第二季度的指導是什麼,假設這些指標?聽起來你的定價可能有點高。所以我想了解第二季度的基本流量假設是什麼。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Yes. It's more in the kind of flattish to negative low single digits based on the -- where the average check is trending.
是的。根據平均支票的趨勢,它更像是一種持平到負的低個位數。
David E. Tarantino - Director of Research & Senior Research Analyst
David E. Tarantino - Director of Research & Senior Research Analyst
Okay. So maybe you could clarify what the pricing is. I thought you said it was a little bit higher.
好的。所以也許你可以澄清定價是多少。我以為你說它有點高。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
I think the way to think about it, David, if we talked about the fact that we're going to try and grow average weekly sales in the 4% to 5% range and pricing being in that kind of upper single digits. We talked about trying to be similar 7% for the entire year. It starts to -- depending on where you look at it how you piece it together, it looks like kind of low single digits negative traffic. Generally, the difference there would be we're not getting the full 7% or 8% on our menu pricing. It's down, as Tom just mentioned, somewhere in the 100 to 200 bps. So that's why the difference is going to be traffic of 0 to negative 2-ish, let's call it, negative 3-ish.
我認為思考它的方式,大衛,如果我們談論這樣一個事實,即我們將嘗試將每周平均銷售額增長 4% 至 5%,並將定價保持在那種較高的個位數。我們談到要在全年保持類似的 7%。它開始 - 取決於你在哪裡看它如何將它拼湊在一起,它看起來像是一種低個位數的負流量。一般來說,不同之處在於我們沒有在菜單定價上獲得全部 7% 或 8% 的折扣。正如湯姆剛才提到的那樣,它下降了 100 到 200 個基點。所以這就是為什麼差異將是 0 到負 2-ish 的流量,我們稱之為負 3-ish。
David E. Tarantino - Director of Research & Senior Research Analyst
David E. Tarantino - Director of Research & Senior Research Analyst
And then is that -- I guess is that how you're running right now? Or you mentioned some choppiness at the start of the quarter and optimism about what's to come. So is the message here that the traffic needs to improve? Or is that kind of how you're running right now or quarter-to-date?
然後是——我想這就是你現在的跑步方式嗎?或者你提到了本季度開始時的一些波動和對未來的樂觀情緒。那麼這裡的信息是交通需要改善嗎?還是您現在或本季度至今的運行方式?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Yes, it's been all over the place. I would say, more recent trends as we get away from Easter have been closer to the kind of mid-single-digit comps, I would say.
是的,到處都是。我想說的是,隨著我們遠離復活節,最近的趨勢更接近那種中個位數的組合,我會說。
David E. Tarantino - Director of Research & Senior Research Analyst
David E. Tarantino - Director of Research & Senior Research Analyst
And then the last question I had is just in general, I know you've given us a lot of detail on the price increases that affecting kind of mix impacts or what consumers are buying. But I'm wondering if you could maybe opine on whether you think there's any traffic degradation related to the price increases, either for you or the industry, I know you're not alone in having to take pricing, but I wonder just as you lean in on pricing to protect margins, are you seeing any sort of information in your traffic data that would suggest there's a pullback?
然後我的最後一個問題只是一般性的,我知道你已經向我們提供了很多關於影響混合影響或消費者購買的價格上漲的細節。但我想知道您是否可以就您是否認為與價格上漲相關的任何流量下降發表意見,無論是對您還是對整個行業,我知道您並不是唯一一個不得不接受定價的人,但我想知道就像您一樣依靠定價來保護利潤率,您是否在您的流量數據中看到任何類型的信息表明存在回調?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
It's interesting, David, because when we look at last year, so I'm using last year and kind of going into this year, there was really no change in our traffic as we took different pricing last year. And last year, I think we ended up more in the mid-6s or so for the full year. So you don't necessarily think 6 and 7 on top because it's how it blends at different times. And we didn't really see much change in there. This year, it was harder to tell because of the January going over against Omicron and seeing how things have kind of like settled in right now. What I would tell you, which when we play -- which kind of plays into our numbers overall is we're continuing to see better growth in the dining room, which makes sense even here into the April time frame.
大衛,這很有趣,因為當我們回顧去年時,所以我使用去年並進入今年,我們的流量確實沒有變化,因為我們去年採用了不同的定價。去年,我認為我們全年在 6 年代中期左右的成績更多。所以你不一定認為 6 和 7 在上面,因為它是在不同時間混合的方式。我們並沒有真正看到那裡有太多變化。今年,由於 1 月份與 Omicron 的比賽,並且看到事情現在有點像安頓下來,所以很難說。我要告訴你的是,當我們玩遊戲時 - 哪種類型會影響我們的整體數字,我們將繼續看到餐廳的更好增長,即使在 4 月份的時間框架內也是如此。
And we're seeing more of the flattening out of the delivery -- say delivery and takeout, meaning total off-premise. So that number is kind of flattening even though there's pricing there and that becomes for lack of a better term, maybe a little bit negative on the traffic where you're seeing better in the dining room. And it's a little bit to be expected as our dining rooms get better and more efficient. That's what we're seeing consumers to go. I don't know how much of that, though, is really pricing or when we've taken pricing, seeing a real change in our business.
而且我們看到更多的交付趨於平緩——比如交付和外賣,這意味著完全在場外。因此,即使那裡有定價,這個數字也有點趨於平緩,而且由於缺乏更好的術語,這可能對您在餐廳看到更好的交通情況有點負面影響。隨著我們的餐廳變得更好、更有效率,這有點在意料之中。這就是我們看到消費者要去的地方。不過,我不知道其中有多少是真正的定價,或者我們什麼時候開始定價,看到我們的業務發生了真正的變化。
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
I'll add on that as well. The -- one metric we also watch after the pricing rounds is just how we're trending versus Black Box. So we get weekly both sales and traffic data from Black Box. And through last year through this year, we've been beating the industry and that margin hasn't changed. We track it right after we take pricing, and usually, it's not that visit that will impact, it will impact the next visit. So we watch it in the coming weeks and months. And it's been very consistent with the -- our trends versus the industry and how much we're ahead. So it's -- at least it's not impacting us any more than the industry. It seems like it's being accepted.
我也會補充一點。我們在定價回合後也關注的一個指標就是我們與 Black Box 相比的趨勢。所以我們每週都會從 Black Box 獲得銷售和流量數據。從去年到今年,我們一直在擊敗這個行業,而且這個利潤率沒有改變。我們在定價後立即對其進行跟踪,通常,影響的不是那次訪問,而是會影響下一次訪問。因此,我們將在接下來的幾周和幾個月內關注它。這與我們與行業的趨勢以及我們領先的程度非常一致。所以它——至少它對我們的影響不比對行業的影響大。好像是被採納了。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
And my last comment on this one, and I know this facility becomes a little bit more challenging because it's a little bit more qualitative and quantitative. But it's the reason that on our drive and optimize conference is coming up, we're spending time on really making sure we're taking care of our guests within our restaurants. At the end of the day, we have to deliver that gold standard execution. We have to deliver gracious hospitality. So our guests know that if they are spending more, they are getting a better dining experience at BJ's and are willing to pay for it. And that's key for us going forward. It's one of the things that we will always invest back into our people and make sure that they're taking care of our guests every day.
我對這個的最後評論,我知道這個設施變得更具挑戰性,因為它更具定性和定量性。但這就是我們的驅動和優化會議即將召開的原因,我們正在花時間真正確保我們在餐廳內照顧好客人。歸根結底,我們必須交付黃金標準執行。我們必須提供盛情款待。所以我們的客人知道,如果他們花更多的錢,他們就會在 BJ's 獲得更好的用餐體驗,並且願意為此付出代價。這是我們前進的關鍵。這是我們將始終投資於我們的員工並確保他們每天都在照顧我們的客人的事情之一。
Operator
Operator
The next question comes from Nick Setyan with Wedbush Securities.
下一個問題來自 Wedbush Securities 的 Nick Setyan。
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
I do want to focus on margins a little bit more here. COGS in Q1, obviously, in the sort of 26.6% range. We took a little bit more pricing here in early Q2. It sounds like inflation is running a little bit better than what we thought even a couple of months ago. I mean, how are we thinking about the cadence of COGS this year and could you exit Q4 under 26%?
我確實想在這裡更多地關注利潤率。顯然,第一季度的銷貨成本在 26.6% 左右。我們在第二季度初在這裡採取了更多定價。聽起來通貨膨脹比我們幾個月前想像的要好一點。我的意思是,我們如何考慮今年 COGS 的節奏,您能否在 26% 以下退出第四季度?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Sure, Nick. Yes, very possible there. So the -- going into the year, we did have some inflation. So we're not modeling in deflation right now, but the percentage of increases has been modestly under what we were expecting even a short time ago. The back half of the year, it really depends on what happens with beef. That's a big input into our business. So if we have some inflation baked in there, and that was part of the full year forecast. But that's really the determinant if it's a little higher, a little lower. But yes, we certainly expect it to -- given some pricing and how that flows through, it could certainly be in the 25s.
當然,尼克。是的,那裡很有可能。所以 - 進入這一年,我們確實有一些通貨膨脹。所以我們現在不是在通貨緊縮中建模,但增長的百分比已經略低於我們不久前的預期。下半年,這真的取決於牛肉的情況。這對我們的業務來說是一個很大的投入。因此,如果我們在那裡烘烤了一些通貨膨脹,那是全年預測的一部分。但是,如果它高一點,低一點,那真的是決定因素。但是,是的,我們當然希望它——考慮到一些定價以及它是如何流動的,它肯定會在 25 歲左右。
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
Is there anything in terms of mix shifts or anything else that we should think about that might derail sort of the sequential downtick in COGS from Q1 to Q2 to Q3 to Q4.
在混合轉變或我們應該考慮的任何其他方面,是否有任何事情可能會破壞 COGS 從第一季度到第二季度到第三季度到第四季度的順序下降。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Nick, I think, as Tom said, it's really going to be around beef. One of the things that we've seen in our business really coming out of COVID, I almost argue maybe a little bit into COVID is consumers like their kind of indulgent comfort foods. And at times, there are things that are a little bit more unique than what they can make at their home easily. And we've seen over the years, especially coming out of COVID, just things like Ribeye and our Tri-Tip really start to come up our chain of commodities versus maybe people thinking of BJ's from 15, 20 years ago where it was kind of a pizza and beer joint. That varied menu has really moved that mix around a lot on us. And because we use a fresh product in regards to Ribeye and Prime Rib as well as our Tri-Tip, -- it's not locked in for the full year. So we continue to watch that. We've got some initiatives against that in regards to how we can be more efficient and continue to manage that. But I think it's a real wild card out there, as Tom said.
尼克,我認為,正如湯姆所說,它真的會圍繞牛肉。我們在我們的業務中看到的一件事真的來自 COVID,我幾乎可以說可能有點進入 COVID 是消費者喜歡他們那種放縱的舒適食品。有時,有些東西比他們在家裡輕鬆製作的東西更獨特。多年來,我們已經看到,尤其是在 COVID 之後,像 Ribeye 和我們的 Tri-Tip 這樣的東西真的開始出現在我們的商品鏈中,而不是人們從 15 年、20 年前開始想到 BJ's,當時它有點像披薩和啤酒店多樣化的菜單確實讓我們深受感動。因為我們在 Ribeye 和 Prime Rib 以及我們的 Tri-Tip 方面使用了新鮮產品,所以它不會鎖定一整年。所以我們繼續觀察。關於如何提高效率並繼續管理它,我們已經採取了一些舉措來反對這一點。但正如湯姆所說,我認為這是一個真正的外卡。
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
Nerses Setyan - Senior VP of Equity Research & Senior Equity Analyst
And just relative to sort of that $25 million cost takeout number, where are we now relative to that $25 million.
相對於那 2500 萬美元的成本外賣數字,我們現在相對於那 2500 萬美元在哪裡。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
We're probably in the middle innings of it. We put through some things like we've talked about before, such as the wings. A couple of ways that we've changed our cutting of our fresh salmon that have come through on the commodities. Right now, it's -- I think we're a big efforts going after the operating occupancy line. That's an area that just has shifted on us as well as the rest of the casual dining industry. Some of it's to off-premise. Some of it was those challenges with off-premise in regards to takeout packages and other costs that now we can competitively bid and get those in.
我們可能正處於中局。我們完成了一些我們之前討論過的事情,比如機翼。我們改變了通過商品切割新鮮鮭魚的幾種方式。現在,它 - 我認為我們正在努力追求運營佔用線。這是我們以及其他休閒餐飲業剛剛發生變化的領域。其中一些是在場外進行的。其中一些是在外賣包裹和其他成本方面面臨的挑戰,現在我們可以通過競標獲得這些。
As Tom mentioned, we've got takeout packaging coming in later this year. That will give us some savings there. We're looking at some also less, I think actually left over packaging is coming in this year. We going to have some changes in take-out packaging that's actually higher quality to go after. We've got to offset that with some changes in janitorial -- we're starting to see a good momentum on there in regards to labor. And then we'll see another round here as we go through it with the new menu coming in, in June, or basically July with less menu items, that allows us to readjust our staffing labor lines as well as adjusting our prep as well as other efficiencies in there.
正如 Tom 提到的,我們將在今年晚些時候推出外賣包裝。那將使我們在那裡節省一些錢。我們正在尋找一些也更少,我認為實際上剩餘的包裝將在今年到來。我們將對外賣包裝進行一些更改,以追求更高的質量。我們必須通過清潔方面的一些變化來抵消這一點——我們開始看到勞動力方面的良好勢頭。然後我們會在這裡看到另一輪,因為我們會在 6 月或基本上 7 月推出新菜單,菜單項目較少,這使我們能夠重新調整我們的員工隊伍以及調整我們的準備工作以及那裡的其他效率。
So there's really another level that's going to start to come here in Q3. Unfortunately, Q3 is a little bit lower weekly sales average. So some of it will get masked by that. But I think going into Q4, we'll start to see that real benefit coming from the efficiencies driven from the lower -- from the little bit smaller menu. And then on top of that, the other efficiencies around the cost savings.
所以真的有另一個級別將在第三季度開始出現。不幸的是,第三季度的每周平均銷售額略低。所以其中一些會被它掩蓋。但我認為進入第四季度,我們將開始看到真正的好處來自較低的效率——來自較小的菜單。然後最重要的是,圍繞成本節約的其他效率。
Operator
Operator
The next question is from Andrew Wolf with CL King.
下一個問題來自 Andrew Wolf 和 CL King。
Andrew Paul Wolf - Senior VP & Senior Research Analyst
Andrew Paul Wolf - Senior VP & Senior Research Analyst
I just wanted to focus on labor. With regards to wage rate inflation, which I think you said was about running, I think last quarter, you said it was 7%. And have you seen any changes in that rate? Or is it kind of too soon and the economic slowdown for their standard relief on the labor side?
我只想專注於勞動。關於工資率通脹,我想你說的是關於跑步,我想上個季度,你說是 7%。您是否看到該比率有任何變化?或者對於他們在勞動力方面的標準救濟來說,經濟放緩是否為時過早?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
The year-over-year number did decelerate a little bit more. It's more in the mid-5% range now for -- if you look sequentially more the quarter-over-quarter, it was more in the mid-1% range. So yes, it continues to -- it's still inflation. It's still we're paying more per hour, but it's nothing like the increases we were seeing a year or 2 ago.
同比數字確實有所下降。它現在更多地處於 5% 的中間範圍內——如果你按季度環比來看,它更多地處於 1% 的中間範圍內。所以是的,它繼續——它仍然是通貨膨脹。我們仍然在每小時支付更多費用,但這與我們在一兩年前看到的增長完全不同。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Andrew, I think the other comment on that as well is Q1 is generally going to be some of our highest inflation periods because of minimum wage increases start to hit in January 1. So to Tom's point, we're not necessarily saying what we've seen a year ago, and we'll see how that continues through the year. The other side, and Tom mentioned this in his formal remarks is our retention levels are the best they've been in a couple of years. And that really helps us. They're not as good as they were back in 2019. And that's where we need to get back to. That's really important for us to make sure that we're bringing on the right people at BJ's. We're onboarding them correctly and basically reducing turnover. That drives efficiencies within our restaurant. It helps manage the overtime, helps manage the training costs. And ultimately, that is a buttress against inflation. And that's a big initiative of ours.
安德魯,我認為關於這一點的另一個評論是,由於最低工資在 1 月 1 日開始上漲,因此第一季度通常會成為我們通脹最高的時期。所以就湯姆的觀點而言,我們不一定要說我們的意思一年前就看過了,我們將看看這種情況如何持續到今年。另一方面,湯姆在他的正式發言中提到這一點是我們的保留水平是幾年來最好的。這真的對我們有幫助。他們不如 2019 年時好。這就是我們需要回到的地方。這對我們來說非常重要,可以確保我們在 BJ's 招到合適的人。我們正確地讓他們入職並基本上減少了營業額。這提高了我們餐廳的效率。它有助於管理加班,幫助管理培訓成本。最終,這是對抗通貨膨脹的支柱。這是我們的一項重大舉措。
Andrew Paul Wolf - Senior VP & Senior Research Analyst
Andrew Paul Wolf - Senior VP & Senior Research Analyst
I was actually going to ask about the metrics Getting back to, I think, the last question, a follow-on on the $25 million cost savings goal. It looks like the run rate in COGS is around $8 million, just based on the color you gave in your earlier. So is it fair to think that -- and based on the commentary you just gave as well, that more of that is going to be skewed to labor and packaging and some of the other costs in the P&L -- to get from whatever you're running at now to the full realized amount?
我實際上是要問指標 回到我想的最後一個問題,即 2500 萬美元成本節約目標的後續問題。看起來 COGS 的運行率大約是 800 萬美元,僅基於您之前提供的顏色。因此,是否可以公平地認為——並且根據你剛才給出的評論,更多的成本將偏向於勞動力和包裝以及損益表中的其他一些成本——從你的任何東西中獲得”現在正在運行到全部實現的金額?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
We'll be looking still across the board. If I think of everything that's being vetted right now, there's still plenty in the food cost line as well. So it really still is a full core press against -- if you want to put it into 3 buckets, the labor, the food cost and the O&O, the operating expenses. So it's great that we've found some of these great wins on the food cost side, but there's other items being tested right now that still have some decent impact. So -- but yes, there's certainly -- I mean, we did highlight a number of things that we'll be helping on the labor front as well. So yes, it won't be -- I wouldn't say it's more skewed in one way area versus another.
我們將繼續全面觀察。如果我想到現在正在審查的所有內容,食品成本線中也有很多。所以它真的仍然是一個完整的核心壓力——如果你想把它分成 3 個桶,勞動力、食品成本和 O&O,運營費用。因此,很高興我們在食品成本方面取得了一些巨大的勝利,但目前正在測試的其他項目仍然具有一定的影響。所以——但是,是的,當然有——我的意思是,我們確實強調了一些我們也會在勞工方面提供幫助的事情。所以是的,它不會 - 我不會說它在一個方面比另一個方面更偏斜。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Andrew, the best thing that's happening -- I don't know if it's the best thing, but I think that's happening really well as we are getting back to what I would call kind of just normal operating cadence -- and what that means as well, and I think it's a little bit to Tom's point on the commodity side, we have the luxury now or the ability now to go out and bid certain products that you just couldn't do last year. Some of it worked out better for us. So for example, as we talked about it, wings. We couldn't go out and bid our wings last year. So we had to figure out something better, and that really helped us. But now that we can bid certain things, maybe we don't need to look at it differently, we could just get better pricing that we couldn't get a year ago as suppliers are coming back online. So I think to the point, as we look for our $25 million and the reason we're pretty bullish that we'll get above that is there's areas that we couldn't go after last year. Some of them, by the way, are take-out packaging that we talked about or to-go packaging, but you're also seeing it in the commodities line and other things, which I think will continue to help benefit us as well as the rest of the industry.
安德魯,發生的最好的事情——我不知道這是否是最好的事情,但我認為這發生得很好,因為我們正在回到我所說的正常運行節奏——這意味著什麼好吧,我認為這有點符合湯姆在商品方面的觀點,我們現在有奢侈品或現在有能力出去競標去年你無法做到的某些產品。其中一些對我們來說效果更好。例如,正如我們所說的,翅膀。去年我們不能出去競拍我們的翅膀。所以我們必須想出更好的辦法,這確實幫助了我們。但現在我們可以對某些東西進行投標,也許我們不需要以不同的方式看待它,我們可以獲得更好的價格,這是一年前供應商重新上線時我們無法獲得的。所以我認為,當我們尋找我們的 2500 萬美元時,我們非常樂觀地認為我們會超過它的原因是去年我們無法追求的領域。順便說一句,其中一些是我們談到的外賣包裝或外帶包裝,但你也在商品系列和其他東西中看到它,我認為這將繼續幫助我們以及其餘的行業。
Operator
Operator
The next question is from Joshua Long with Stephens Inc.
下一個問題來自 Stephens Inc. 的 Joshua Long。
Joshua C. Long - Analyst
Joshua C. Long - Analyst
I want to see if you could circle back to the commodity conversation. And how much of your basket is locked right now? I appreciate the comments around beef and how that can kind of shape up or drive the trend for what happens in the second half of the year. But what kind of visibility do you have on the remainder of your basket here over the next quarter or 2?
我想看看你是否可以回到商品對話。你的籃子裡現在有多少是鎖著的?我很欣賞關於牛肉的評論,以及它如何塑造或推動下半年發生的趨勢。但是在接下來的一個或兩個季度中,您對這裡剩餘的籃子有什麼樣的可見性?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Sure, Josh. About 1/3 is locked on annual contracts right now. So it's a little less than we would have been kind of in the pre-COVID way that we would approach across the board here. But there's areas of our business like Wings, for example, where it was a kind of a process product before, and we would lock it in for the year. We could have locked wings prices in for the raw product for the whole year, but it was very favorable to not do that to flow to market. there's other areas of our business that just strategically or we think of the premium that was being charged a lot, it just made more sense and the direction of where the commodity markets were headed. It just made more sense to float. So a little bit less than usual, but not by any wide margin.
當然,喬希。現在大約有 1/3 鎖定在年度合同上。因此,這比我們在這裡全面採用的 COVID 之前的方式要少一些。但是我們的某些業務領域,例如 Wings,以前是一種流程產品,我們會將其鎖定一年。我們本可以全年鎖定原料產品的翅膀價格,但不這樣做以流入市場是非常有利的。我們業務的其他領域只是戰略性的,或者我們認為收取了很多溢價,這更有意義,也是商品市場走向的方向。漂浮更有意義。所以比平時少一點,但幅度不大。
Joshua C. Long - Analyst
Joshua C. Long - Analyst
And then on your comments around ticking marketing back up, especially as we go through the back half of the year, can you talk about what channels have been working particularly well for you? And just how you're thinking about that messaging as we get into a more normalized environment. I mean there's obviously conversations around potentially softening macro. And just remind us, is it going to be awareness, brand building? Is it going to be a little bit of more targeted price points? What's working in the current environment from a messaging and awareness perspective for the BJ's brand?
然後關於您對營銷回升的評論,尤其是在我們經歷了今年下半年的時候,您能談談哪些渠道對您來說特別有效嗎?以及當我們進入一個更加規範化的環境時,您是如何考慮這種消息傳遞的。我的意思是,顯然有關於可能軟化宏觀經濟的對話。只是提醒我們,這會是意識、品牌建設嗎?它會是更有針對性的價格點嗎?從 BJ 品牌的信息傳遞和知名度角度來看,在當前環境中有什麼作用?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Yes. Great question, Josh. Right now, it's a little bit more brand building. The reason it's a little bit higher this quarter has really more due to the fact that we did new creative. And so we've got to expense that creative and it's going to get expensed in Q2. To some degree, the amount of, see, what you would call it media spend or being on TV or doing digital TV, linear versus connected, et cetera, is somewhat similar with last year, but it's really the more creative that's coming through from the expense side of things.
是的。好問題,喬希。現在,更多的是品牌建設。本季度略高的原因實際上更多是因為我們做了新的創意。所以我們必須把那個創意費用化,它會在第二季度被費用化。在某種程度上,看,你所謂的媒體支出或在電視上或在做數字電視,線性與連接等的數量與去年有些相似,但它確實更有創意來自事物的費用方面。
As we look at our business, we want to build the brand. Even though with our brand building, we do have usually some tagline, it might not necessarily be price specific, but it might be more of a limited time offering. So like right now, our tagline is around our confetti Pizookie. Our Pizookie one of those drivers for us that is unique and differentiated. And we'll continue to use that both from a connected and linear TV as well as social and digital.
當我們審視我們的業務時,我們希望打造品牌。儘管在我們的品牌建設中,我們通常會有一些標語,但不一定是特定價格,但可能更像是限時供應。所以就像現在一樣,我們的標語圍繞著我們的五彩紙屑 Pizookie。我們的 Pizookie 是我們獨特且與眾不同的驅動因素之一。我們將繼續在聯網和線性電視以及社交和數字電視中使用它。
Operator
Operator
The next question is from Sharon Zackfia with William Blair.
下一個問題來自 Sharon Zackfia 和 William Blair。
Sharon Zackfia - Partner & Group Head of Consumer
Sharon Zackfia - Partner & Group Head of Consumer
I was hoping to talk some more about the menu rationalization. Can you talk about whether -- I believe it's been in test, whether you've seen any kind of lost sales or consumer pushback and kind of the order of magnitude of margin benefit that, that provides? And then second question, just the loss on disposal of assets running a couple of million dollars a quarter the last few quarters. Is that related to the remodels? And is that something we should kind of expect for the foreseeable future?
我希望多談談菜單合理化。你能談談是否 - 我相信它已經過測試,你是否看到過任何形式的銷售損失或消費者阻力以及提供的利潤率數量級?然後是第二個問題,過去幾個季度每季度資產處置損失達幾百萬美元。跟裝修有關係嗎?在可預見的未來,這是我們應該期待的事情嗎?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Let me -- I'll handle the second question first. So this quarter, the majority of that expense was related to these glass dividers that we put up in our restaurants during the COVID era. Just it was a high-quality glass that we put up as dividers to really give folks the ability to come to the restaurants where we can expand capacity at the time. But with where we are today, and it does break down the sight lines to our TVs. And so we're going through and removing those dividers. So there's some write-down associated with those. But yes, otherwise, for the remodels, we did write off -- we did have a plan coming into the year. So you saw an increased amount that was -- of the expense in the majority of the remodels should have been captured in that -- in the Q4 window.
讓我——我會先處理第二個問題。因此,本季度,大部分費用與 COVID 時代我們在餐廳放置的這些玻璃隔板有關。只是我們把它作為隔板放置的高質量玻璃,真正讓人們能夠來到我們當時可以擴大容量的餐廳。但就我們今天所處的位置而言,它確實打破了我們看電視的視線。因此,我們正在經歷並移除這些分隔線。所以有一些與這些相關的減記。但是,是的,否則,對於改造,我們確實註銷了——我們確實有一個進入這一年的計劃。所以你看到了增加的金額——大部分改造的費用應該在第四季度的窗口中被捕獲。
Sharon Zackfia - Partner & Group Head of Consumer
Sharon Zackfia - Partner & Group Head of Consumer
Rationalization?
合理化?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
First of all, a great question on the menu rationalization because it is sub we've been testing for a while. And you're right in the sense that it's very difficult to rationalize the menu and grow sales. It takes a little bit of time, and it's probably one of the reasons we've been testing this for a while and have gone through different iterations to get it to where we believe we've got it right. And I will tell you, as we work through this, and I'm going to be -- get you into a little bit of the sausage making, I guess, for lack of a better term. Certain things didn't work for us. And as we took off some certain appetizers and we saw our -- what I would call our add-on sales go down. So we've had to add those back and continue to work through some of that where we feel that the changes should be more or less net neutral within our business. And it is -- we try to look at reach and frequency. There are a couple of just interesting ones. We took off. This one was our internal debate, you're going to laugh. We took off the side veg salad. And guess what, people that want a veg salad will not switch to a house salad or to a side Caesar salad. So all of a sudden, we lost side salads. And we went ahead as we go through and do this testing. And therefore, when it rolls out in the July time frame, it will still have a side veg salad. So bottom line, as we've gone through and we've worked this a lot and try to make sure that we know it the best we can.
首先,關於菜單合理化的一個很好的問題,因為我們已經測試了一段時間。你是對的,因為要使菜單合理化和增加銷售額非常困難。這需要一點時間,這可能是我們已經測試了一段時間並經歷了不同的迭代以使其達到我們認為正確的地方的原因之一。我會告訴你,當我們解決這個問題時,我會 - 讓你了解一下香腸製作,我想,因為沒有更好的術語。某些事情對我們不起作用。當我們取消一些開胃菜時,我們看到我們的 - 我稱之為我們的附加銷售下降。因此,我們不得不將這些添加回來,並繼續努力解決我們認為這些變化應該或多或少在我們的業務中保持淨中性的一些變化。它是 - 我們試圖查看覆蓋面和頻率。有幾個只是有趣的。我們起飛了。這是我們的內部辯論,你會笑的。我們去掉了蔬菜沙拉。你猜怎麼著,想要蔬菜沙拉的人不會改吃自製沙拉或凱撒沙拉。所以突然之間,我們失去了配菜沙拉。我們繼續進行並進行此測試。因此,當它在 7 月的時間框架內推出時,它仍然會有蔬菜沙拉。所以最重要的是,正如我們所經歷的那樣,我們已經做了很多工作,並努力確保我們盡我們所能了解它。
That being said, every restaurant is a little bit different. But we feel comfortable in the fact that we've taken the right amount of testing that we, for lack of a better term, measure twice and we'll be cutting once in regards to this menu. And hopefully, there's another round that we can take off some other items as we continue to create new, more craveable items for BJ's.
話雖如此,每家餐廳都有點不同。但我們感到滿意的是,我們已經進行了適量的測試,由於沒有更好的術語,我們測量了兩次,我們將在這個菜單上削減一次。希望在我們繼續為 BJ's 創造新的、更令人渴望的物品時,還有另一輪我們可以取消一些其他物品。
Sharon Zackfia - Partner & Group Head of Consumer
Sharon Zackfia - Partner & Group Head of Consumer
And Greg, I know you mentioned you're taking off 10% of the menu items. I mean what percent of ingredients are things that come in the back door are going away?
格雷格,我知道你提到你要取消 10% 的菜單項。我的意思是從後門進來的東西有多少成分會消失?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
I wanted to say -- I want to say it's like 21 SKUs. I don't have -- sorry, I think I mentioned on one of the other calls. It's a decent amount in SKUs. It's a decent amount of changes in the way we're doing some prep to your point there on some of the single source items that weren't high sellers that will come through that will have us adjust our prep hours on that going forward. But it is -- there are more SKUs that are disappearing than there are menu items, I believe.
我想說——我想說它就像 21 個 SKU。我沒有——抱歉,我想我在其他電話中提到過。這在 SKU 中是一個不錯的數量。我們正在為您的觀點做一些準備的方式發生了相當大的變化,一些單一來源的商品不是暢銷品,這些商品將會通過,這將使我們調整我們未來的準備時間。但它是——我相信消失的 SKU 比菜單項還多。
Operator
Operator
The next question is from Todd Brooks with the Benchmark Company.
下一個問題來自 Benchmark 公司的 Todd Brooks。
Todd Morrison Brooks - Senior Equity Analyst
Todd Morrison Brooks - Senior Equity Analyst
Just wondering if we could -- and I don't know which way is easier to snapshot the difference of where you are from a staffing standpoint year-over-year going into your seasonally strongest quarter, Greg. But can we either dimensionalize maybe what we think we lost in Q2 last year from having, I think, 25% of the workforce at that point have been higher in the last 3 months, and we were coming off of limited menus and getting back to full menus and some restricted hours. Do you have a sense of maybe what it cost you last year? Or if you want to talk about from the prospective standpoint, how excited are you to be going into this seasonally strong period with staffing, where you wanted retention improving, so you're getting bodies that have stayed in the role longer and gotten more efficient?
只是想知道我們是否可以——而且我不知道哪種方式更容易從人員配置的角度來描述你在進入季節性最強季度時所處的位置的差異,格雷格。但是,我們是否可以將我們認為去年第二季度損失的東西維度化,我認為,在過去 3 個月中,那時 25% 的勞動力已經增加,我們正在擺脫有限的菜單,回到完整的菜單和一些限制時間。你知道去年你花了多少錢嗎?或者,如果您想從前瞻性的角度來談談,進入這個人員配備旺盛的季節性時期,您有多興奮,您希望在這個時期提高保留率,這樣您就會得到在這個職位上待得更久、效率更高的機構?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Yes. I think it's easier to talk prospectively. And we are, as an organization, excited, I think, going into this year's graduation, Mother's Day and Father's Day seasons, not only fully staffed from a body standpoint, but it's really about the staff getting their sea legs under them and getting used to doing the volumes we've done at BJ's. I think we learned a lot, obviously, last year, we learned a lot, believe it or not, it's going to sound again, a little of a little different. And that is even like around Veterans Day weekend, some of the Veterans Day specials, it's a lot of volume that comes into our restaurants, and our team members did a great job handling it. So we're excited to be fully staffed. So I think we can give better execution to our guests so they can have even a better dining experience at BJ's. And I think overall, it should be a strong period for us. At the same time though, as we did talk, I guess I'm tempered a little bit with there is a lot of buildup of people wanting to come out last year. And it's one of the reasons I think we see it in maybe alcohol incidents kind of slowing down a little bit. So I temper it a little bit with that. But I think we're excited to be fully staffed. We're excited to be executing at the level that we're executing at. And therefore, we're excited to be able to take care of even more guests I want to come to BJ's.
是的。我認為前瞻性地交談更容易。我認為,作為一個組織,我們很興奮,進入今年的畢業季、母親節和父親節季節,不僅從身體的角度來看人員配備齊全,而且這實際上是關於員工讓他們的海腿在他們下面並習慣完成我們在 BJ's 所做的工作。我認為我們學到了很多,顯然,去年,我們學到了很多,不管你信不信,它會再次聽起來,有點不同。這甚至就像退伍軍人節週末前後一樣,一些退伍軍人節特價商品,我們餐廳的客流量很大,我們的團隊成員處理得很好。所以我們很高興能配備齊全的人員。所以我認為我們可以更好地執行我們的客人,這樣他們就可以在 BJ's 獲得更好的用餐體驗。我認為總的來說,這對我們來說應該是一個強勁的時期。但與此同時,正如我們所說的那樣,我想我對去年有很多人想要出來感到有點脾氣。這也是我認為我們在酒精事件中看到它的原因之一,可能會有所放緩。所以我對此有所緩和。但我認為我們很高興能配備齊全的人員。我們很高興能夠在我們正在執行的級別上執行。因此,我們很高興能夠接待更多我想來 BJ's 的客人。
Todd Morrison Brooks - Senior Equity Analyst
Todd Morrison Brooks - Senior Equity Analyst
If you look at something like Valentine's Day in Q1 though, do you see evidence that the demand was tempered on that occasion because that probably the most recent rate, right?
但是,如果你看看第一季度的情人節之類的事情,你是否看到有證據表明當時的需求有所緩和,因為這可能是最近的利率,對吧?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
No. We had a really good Valentine's Day. It was executed well by our team. They did a tremendous Valentine's Day, and they did a great overall Valentine Day weekend. So you can feel it in our restaurants. I get my hats off to Chris Pinsak, and our Vice President of Operations team that are really doing a great job making sure our teams are delivering on the gold standard and gracious hospitality. You just see it today versus a year ago. We see our restaurant managers out on the floor. We see our team members taking care of our guests. And I hadn't really thought about Valentine's Day, I guess, maybe because we're so much in April. But I think your point is a good one in the sense that we really had a strong Valentine's Day, and we executed well against it in regards to our operational cadence.
不,我們度過了一個非常愉快的情人節。我們的團隊執行得很好。他們度過了一個美妙的情人節,他們度過了一個很棒的情人節週末。所以您可以在我們的餐廳感受到它。我向 Chris Pinsak 和我們的運營團隊副總裁致敬,他們確實做得很好,確保我們的團隊提供黃金標準和熱情款待。你只是今天看到它與一年前相比。我們看到我們的餐廳經理在地板上。我們看到我們的團隊成員照顧我們的客人。我並沒有真正想過情人節,我想,也許是因為我們在四月。但我認為你的觀點是一個很好的觀點,因為我們真的有一個強大的情人節,並且我們在我們的運營節奏方面執行得很好。
Todd Morrison Brooks - Senior Equity Analyst
Todd Morrison Brooks - Senior Equity Analyst
And then just 2 quick ones for wrap-up. One, when you're talking about capital allocation, the one piece that you didn't mention was share repurchase Obviously, the stock in the group have been weak here based on kind of the reality of the results that you put up. I think you could almost argue that highest and best use of some capital may be share repurchase at these levels. Where does that fit into the overall plan given the other claims on CapEx that you have?
然後只是 2 個快速的總結。第一,當你談論資本配置時,你沒有提到的一個部分是股票回購顯然,根據你提出的結果的現實,該集團的股票在這裡一直很弱。我認為你幾乎可以爭辯說,一些資本的最高和最佳使用可能是在這些水平上的股票回購。考慮到您對資本支出的其他要求,這在整體計劃中的位置如何?
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
I think as we continue to grow our business, share repurchase and other capital allocations to benefit shareholders is an important part of the BJ story. I think even if we were saying we were growing our business at 5-plus percent in regards to new restaurants, we would have extra cash in our business, assuming we move our margins the right way, which we fully expect to be able to use that cash to buy back shares. And as we continue to look and execute against our plan, I think share repurchases will be part of our business going forward.
我認為,隨著我們業務的不斷發展,股票回購和其他有利於股東的資本配置是 BJ 故事的重要組成部分。我認為,即使我們說我們的業務在新餐廳方面的增長率超過 5%,我們的業務也會有額外的現金,前提是我們以正確的方式移動利潤,我們完全希望能夠使用這些現金現金回購股票。隨著我們繼續研究和執行我們的計劃,我認為股票回購將成為我們未來業務的一部分。
Todd Morrison Brooks - Senior Equity Analyst
Todd Morrison Brooks - Senior Equity Analyst
Okay. And then a final one. You guys talked on the last call about an AI scheduling tool. I think it was being tested in 20 restaurants. Is there any update you can give us on maybe labor efficiencies that the tool is providing kind of in that control group of restaurants? And is it something where you know you want to proceed through the rest of the chain and maybe what the cost save opportunity might be?
好的。然後是最後一個。你們在上次電話會議上談到了 AI 調度工具。我認為它正在 20 家餐廳進行測試。您是否可以向我們提供有關該工具在該控制組餐廳中提供的勞動效率的任何更新?您是否知道您希望通過鏈的其餘部分繼續進行,並且可能節省成本的機會是什麼?
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
We're still very encouraged by what we're seeing. We're testing still on those 20 restaurants. And I would say on average weeks, there -- it's a good tool to get the sales forecast right, so we can schedule more accurately as well as prep more accurately. Some of these weeks, if you go into like the Easter it still needs some training there. But we're encouraged. We're still testing, but yes, -- this is something that I think is something we're certainly excited about and thinking about how it could benefit us.
我們仍然對我們所看到的感到非常鼓舞。我們仍在對那 20 家餐廳進行測試。我會說平均數週,那裡 - 這是一個很好的工具來獲得正確的銷售預測,因此我們可以更準確地安排時間並更準確地準備。這些周中的某些時候,如果你像復活節那樣進入,它仍然需要在那裡進行一些訓練。但我們受到鼓舞。我們仍在測試,但是,是的——我認為這是我們當然感到興奮的事情,並考慮它如何使我們受益。
Operator
Operator
Today's last question comes from Jon Tower with Citigroup.
今天的最後一個問題來自花旗集團的 Jon Tower。
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Jon Michael Tower - Research Analyst
Jon Michael Tower - Research Analyst
Most of my questions have been answered. So I guess 2 quick ones. Any impact of weather in the quarter or quarter-to-date that you want to call out because I know California obviously had some fairly big swings. Rest of the country have got some benefits to start the first quarter. But anything noteworthy to call out.
我的大部分問題都已得到解答。所以我想 2 個快速的。您想指出的本季度或本季度至今天氣的任何影響,因為我知道加利福尼亞顯然有一些相當大的波動。該國其他地區在第一季度開始時獲得了一些好處。但有什麼值得注意的地方。
Thomas A. Houdek - Senior VP & CFO
Thomas A. Houdek - Senior VP & CFO
Yes, John. It's -- we did see some impact in California, especially earlier in the quarter, especially when you think of the rain that came through. So it was a headwind, certainly for some of those days and weeks. But like I said, California was our best-performing markets. So nothing that held us back. But it was a modest headwind.
是的,約翰。這是 - 我們確實在加利福尼亞看到了一些影響,特別是在本季度早些時候,特別是當你想到下雨時。所以這是一個逆風,當然是在那些日子和幾周里。但正如我所說,加利福尼亞是我們表現最好的市場。所以沒有什麼能阻止我們。但這是一個適度的逆風。
Jon Michael Tower - Research Analyst
Jon Michael Tower - Research Analyst
And then just real quick flipping to the menu reduction that you're talking about. It sounds like there's going to be some labor savings and prep improvement. You didn't mention anything about table turns. And I'm assuming that's part of the equation here, but I just want to verify that, that's the case. It's part of the work here is getting faster table turns.
然後真正快速地翻到您正在談論的菜單縮減。聽起來會節省一些勞動力並改進準備工作。你沒有提到任何關於轉牌的事情。我假設這是等式的一部分,但我只是想驗證一下,情況確實如此。這裡的部分工作是加快轉台速度。
Gregory S. Levin - CEO, President & Director
Gregory S. Levin - CEO, President & Director
Jon, it should be a byproduct. If we're able to be more effective in our kitchen and get menu items out sooner and quicker to our guests than essentially our tables would turn faster. But we have other opportunities there. We have mobile pay in our restaurants. In fact, people that use mobile pay, end up with, I want to say, about a 7-minute to 10-minute quicker table turn than people that traditionally pay the way they currently are. So we're continuing to work through some of those other aspects to be faster.
喬恩,它應該是副產品。如果我們能夠在我們的廚房中更有效地為我們的客人更快地提供菜單項,那麼我們的餐桌就會變得更快。但我們在那裡還有其他機會。我們的餐廳提供移動支付。事實上,我想說,使用移動支付的人最終會比傳統支付方式的人快 7 到 10 分鐘。因此,我們將繼續努力通過其他一些方面來提高速度。
We're making some changes to our server handheld tablets where they can actually take the payment there to speed up the process. The interesting thing about this, and I'm going to go a little bit longer is we've done a lot of testing with our innovation team in regards to how we can be faster in our restaurants. We've even set up in a test in a couple in a restaurant to kind of do a quick service for our guests where they can order right when they walk in and they get seated. And guests come to BJ's, as I said, for that kind of experiential dining experience.
我們正在對我們的服務器手持平板電腦進行一些更改,他們可以在那裡實際付款以加快流程。有趣的是,我要多說一點,我們已經與我們的創新團隊進行了大量測試,以了解我們如何才能在我們的餐廳更快。我們甚至在一家餐廳對一對夫婦進行了測試,為我們的客人提供快速服務,他們可以在走進來就座時立即點餐。正如我所說,客人來到 BJ's 是為了獲得那種體驗式的用餐體驗。
And even the ones that kind of ordered at the counter during our test, they end up ordering another beer, they end up ordering a physicist the end, and they still spent basically about an hour at BJ's. So we know the reason that a consumer comes to BJ, they made their decision based at their house, not necessarily driving down the street on -- is it QSR or is it BJs. Now that being said, we want to be as efficient as we can with our table turns and give the guest that wants to be faster, the ability to be faster. So we'll continue to work that. But at the same time, we understand that we are there for an experiential dining for our guests. And therefore, we want to make sure that we're doing everything we can and make sure that they have a great experience.
即使是那些在我們測試期間在櫃檯點的人,他們最終還是點了另一種啤酒,最後他們點了一位物理學家,他們基本上仍然在 BJ's 呆了大約一個小時。所以我們知道消費者來到 BJ 的原因,他們根據自己的房子做出決定,不一定是在街上開車——是 QSR 還是 BJ。話雖這麼說,我們希望在輪流時盡可能高效,並為想要更快的客人提供更快的能力。所以我們會繼續努力。但與此同時,我們知道我們在那里為客人提供體驗式用餐。因此,我們希望確保我們正在盡我們所能,並確保他們擁有良好的體驗。
Operator
Operator
Thank you. Ladies and gentlemen, this concludes our question-and-answer session, and the call has now concluded. Thank you for attending today's presentation. You may now disconnect.
謝謝。女士們,先生們,我們的問答環節到此結束,電話會議現已結束。感謝您參加今天的演講。您現在可以斷開連接。