Brinker International Inc (EAT) 2025 Q2 法說會逐字稿

Good day, and welcome to Brinker International's Q2 F25 earnings call. (Operator Instructions). It is now my pleasure to turn the floor over to your host, Kim Sanders, Vice President of Investor Relations. Ma'am, the floor is yours.

大家好，歡迎參加 Brinker International 的第二季 F25 收益電話會議。（操作員指令）。現在我很高興將發言權交給主持人、投資者關係副總裁金桑德斯 (Kim Sanders)。女士，現在請您發言。

Thank you, Holly, and good morning, everyone, and thank you for joining us on today's call. Here with me today are Kevin Hochman, President and Chief Officer and President of Chili's; and Mika Ware, Chief Financial Officer. Results for our second quarter were released earlier this morning and are available on our website at brinker.com. As usual, Kevin and Mika will first make prepared comments related to our strategic initiatives and operating performance. Then we will open the call for your questions.

謝謝你，霍莉，大家早安，謝謝你們參加我們今天的電話會議。今天和我一起在場的還有 Chili’s 總裁兼執行長兼總裁 Kevin Hochman；以及財務長 Mika Ware。我們第二季的業績已於今天早上公佈，可在我們的網站 brinker.com 上查閱。像往常一樣，Kevin 和 Mika 將首先就我們的策略舉措和營運績效發表準備好的評論。然後我們將開始回答你們的提問。

Before beginning our comments, I would like to remind everyone of our safe harbor regarding forward-looking statements. During our call, management may discuss certain items which are not entirely based on historical facts. Any such items should be considered forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995.

在開始我們的評論之前，我想提醒大家注意我們關於前瞻性陳述的安全港。在我們的電話會議中，管理階層可能會討論某些並非完全基於歷史事實的事項。任何此類項目都應被視為 1995 年私人證券訴訟改革法案所定義的前瞻性陳述。

All such statements are subject to risks and uncertainties, and which could cause actual results to differ materially from those anticipated. Such risks and uncertainties include factors more completely described in this morning's press release and the company's filings with the SEC.

所有此類聲明都受風險和不確定性的影響，可能會導致實際結果與預期結果有重大差異。這些風險和不確定性包括今天早上的新聞稿和公司向美國證券交易委員會提交的文件中更完整描述的因素。

And of course, on the call, we may refer to certain non-GAAP financial measures that management uses in its review of the business and believes will provide insight into the company's ongoing operations. And with that said, I will turn the call over to Kevin.

當然，在電話會議上，我們可能會參考管理層在審查業務時使用的某些非 GAAP 財務指標，並相信這些指標將為公司持續營運提供見解。說完這些，我會把電話轉給凱文。

Thank you, Kim, and good morning, everyone. Thank you for joining us as we discuss our financial and operating performance for the second quarter as well as our outlook on the remainder of fiscal '25.

謝謝你，金，大家早安。感謝您加入我們，討論第二季的財務和營運表現以及 25 財年剩餘時間的展望。

Before I start, I want to share that our thoughts are those that are impacted by the Los Angeles area of wildfires. And I want to thank the first responders on the ground there. I also want to recognize our Chili's VP of Operations, Dale Balada and its restaurant teams in California, who are working hard to support the first responders with meals as well as taking care of our team members who have been impacted by the wildfires. I'm proud of how our Chili's had show up for each other and our communities during times like these.

在我開始之前，我想先分享我們對那些受到洛杉磯地區野火影響的人們的心聲。我還要感謝當地的第一批救援人員。我還要感謝 Chili's 的營運副總裁 Dale Balada 及其位於加州的餐廳團隊，他們正在努力為急救人員提供餐食，並照顧受到野火影響的團隊成員。我為我們智利人在這樣的時刻為彼此和我們的社區所做的努力感到自豪。

Now let's give an update on the business. Chili's delivered another positive quarter in our turnaround and significantly outperformed the industry with same-restaurant sales up 31% versus a year ago. We're pleased with our sustained momentum, the strength of the operational muscle we've built and our significantly improved Chili's guest experience. Throughout Q2, increased competitive promotional activity, pressure trying to undercut our value, tested our guest experience improvements, and the results are clear. Chili's turnaround has taken hold, and it is sustainable.

現在我們來介紹一下業務的最新進展。Chili's 在扭轉經營狀況的另一個季度中表現出色，其同店銷售額較去年同期增長了 31%，遠超行業平均水平。我們對持續的發展勢頭、已構建的營運實力以及顯著改善的 Chili 賓客體驗感到非常滿意。在整個第二季度，競爭性促銷活動的增加、試圖削弱我們價值的壓力、測試了我們的客戶體驗改進，結果是顯而易見的。智利的轉型已初見成效，且可持續。

Our growth continues to be well balanced, driven by the introduction of a new generation to the Chili's brand and by existing guests coming more often. The investments we have been making over the last three years are working. Marketing is doing a great job of bringing guests in and putting Chili's back in culture again, operation simplification, investments in labor and facility improvements are working to get guests to return.

我們的成長持續保持均衡，這得益於 Chili’s 品牌新一代顧客的加入以及現有顧客更頻繁光顧的推動。我們過去三年來所做的投資正在產生效果。行銷在吸引客人和讓 Chili's 重回文化方面發揮了重要作用，簡化營運、投資勞動力和改善設施等措施都有助於吸引客人回頭。

In short, Chili's is broadly relevant again in delivering a guest experience that is restoring its leadership position in casual dining, the most recent (inaudible) traffic share data shows Chili's is now the number one casual dining chain in the industry for 2024, and we don't plan to give that title up.

簡而言之，Chili's 在提供客戶體驗方面再次具有廣泛的相關性，正在恢復其在休閒餐飲領域的領導地位，最新的（聽不清楚）客流量份額數據顯示，Chili's 現在是2024 年行業排名第一的休閒餐飲連鎖店，我們不打算放棄這個頭銜。

Congratulations to Doug Cummings is Vice President of Operations; and their restaurant team has selected traffic as their obsession metric for this fiscal and to George Felix's marketing team who has supported them with literally world-class marketing. These sustained results have been driven by continued operational improvements, which have guests coming back. So I'd like to start with an update on operations.

恭喜 Doug Cummings 擔任營運副總裁；他們的餐廳團隊選擇客流量作為本財年的關注指標，並感謝喬治·菲利克斯 (George Felix) 的行銷團隊為他們提供世界一流的行銷支援。這些持續的業績得益於持續的營運改進，也吸引了眾多客人的回頭。因此，我想先介紹一下營運的最新情況。

We are encouraged with our ability to accelerate sales results while we also continue to trim the menu. Fiscal year-to-date, we've been able to remove 13 menu items, 12 pantry SKUs and several prep sets, and we've reinvested time in doing fewer things a whole lot better.

我們對自己在繼續精簡菜單的同時加速銷售業績的能力感到鼓舞。財政年度迄今為止，我們已經能夠刪除 13 個菜單項目、12 個食品儲藏室 SKU 和幾個準備套件，並且我們重新投入時間去做更少的事情，做得更好。

From a (inaudible) food standpoint, we successfully moved to a higher quality chicken breast on every entre as well as guacamole make fresh in-house every day. We also upgraded our recipes for bone-in chicken wings and bacon to make them crispier. These recipe improvements continue to make a positive impact on guest satisfaction scores. Fewer things to prepare, more care executing our core menu and continually upgrading ingredients is resulting in better tasting food, which is a key piece in accelerating our results.

從（聽不清楚）食物的角度來看，我們成功地轉向在每道主菜上使用更高品質的雞胸肉，並且每天在店內製作新鮮的酪梨醬。我們還升級了帶有骨雞翅和培根的食譜，使其更加酥脆。這些食譜的改進繼續對客人滿意度分數產生積極的影響。需要準備的東西更少，更用心地執行我們的核心菜單，並且不斷升級食材，從而做出味道更好的食物，這是加速我們取得成果的關鍵因素。

Next on the upgrade list is the units in Q4 and rigs in Q1. We also continue to challenge our processes to simplify and make the job easier for our team members. The installation of our new kitchen display systems is now complete, which has not only eliminated hundreds of pages of reference binders in the kitchen and made it easier to find recipes. It also has enabled slightly faster ticket times even with the dramatic increases in traffic. And we have just completed the KDS first upgrade adding all encounters across all three cook zones, which will be a game changer for clips to get better visibility on what they need to prepare during the busiest of shifts.

升級清單中的下一個是第四季的單位和第一季的鑽孔機。我們也將繼續挑戰我們的流程，以簡化流程並使我們團隊成員的工作更輕鬆。我們的新廚房展示系統安裝現已完成，這不僅消除了廚房中數百頁的參考活頁夾，而且使查找食譜變得更加容易。即使在交通量急劇增加的情況下，它也能夠稍微縮短售票時間。我們剛剛完成了 KDS 的首次升級，添加了三個烹飪區的所有遭遇戰，這將徹底改變烹飪規則，讓烹飪人員在最繁忙的輪班期間更好地了解需要準備什麼。

The other impactful operational changes we made recently include the use of steak weights to trim cook time up to 40%, the elimination of chicken porting and the removal of the It's Just Wings station tower in the fry area Zone 1 which frees up space and time cleaning for the Zone 1 cooks. While we still offer the It's Just Wings virtual brand, we have removed enough complexity that allowed us to dismantle the specific station that was simply too much space allocated for what is now just 1% of the business.

我們最近進行的其他有影響力的營運變革包括使用牛排重量將烹飪時間縮短 40%、取消雞肉搬運以及拆除油炸區 1 區的 It's Just Wings 站塔，從而釋放空間和時間為1 區廚師進行清潔。雖然我們仍然提供 It's Just Wings 虛擬品牌，但我們已經消除了足夠的複雜性，使我們能夠拆除特定的站點，因為該站點分配了太多空間，而現在僅佔業務的 1％。

Removing the wing station seems small, but it has a big impact that is important to our operation. Less items to prep, less equipment to clean and more free space up in Zone 1, where much of the incremental volume driving our business is hitting the kitchen with growth items with high growth items like Triple Dipper and Crispers.

拆除機翼站看似小事，但影響卻很大，對我們的行動至關重要。需要準備的物品更少，需要清潔的設備更少，在 1 區有更多的可用空間，在這裡推動我們業務增長的大部分增量都來自廚房，其中包括 Triple Dipper 和 Crispers 等高增長物品。

To wrap up our operations, I did want to share news that investor we have decided to accelerate to convert the balance of our restaurants to turbo shifts which are ovens that use a combination of modern cooking methods to rapidly accelerate cooking versus conventional ovens. Today, the majority of our system uses conveyor belt ovens that cook a variety of menu items like ribs, chicken and quesadillas.

為了總結我們的運營，我確實想與投資者分享一個消息，我們決定加速將我們餐廳的平衡轉變為渦輪增壓爐，渦輪增壓爐結合了現代烹飪方法，與傳統烤箱相比，可以快速加速烹飪速度。如今，我們的系統主要使用傳送帶烤箱來烹調各種菜單上的食物，例如排骨、雞肉和玉米餅。

We've been testing TurboChef restaurants and slowly expanding them for the past three years with very positive feedback from the operators. They cook food much faster and much more evenly, they put out less heat making the kitchen more comfortable for our team members that create superior tasting products like crispier quesadillas and ribs with a delicious crust. They save a lot of kitchen space, which helped with kitchen capacity in the future.

過去三年來，我們一直在測試 TurboChef 餐廳並慢慢擴大規模，並得到了經營者的非常積極的回饋。它們烹飪食物更快、更均勻，產生的熱量更少，讓我們的團隊成員在廚房裡感覺更舒適，可以製作出味道更佳的產品，例如外皮酥脆的玉米餅和排骨。它們節省了大量的廚房空間，這有助於增加未來的廚房容量。

They are much easier clean, and they are much more reliable than the current conveyor-belt ovens. We've been slowly replacing end-of-line conveyor ovens when they need repairs. And now this is with the sustained traffic increases, the time is right to upgrade the balance of our system to a piece of equipment that can properly handle our new increased volumes.

它們比現有的傳送帶烤箱更容易清潔，而且更可靠。當生產線末端傳送帶烤箱需要維修時，我們會慢慢地進行更換。現在，隨著流量的持續增加，是時候將我們的系統平衡升級為可以正確處理新增加的流量的設備了。

Now let's switch gears and talk about marketing and menu innovation. We saw traffic and guest counts accelerate behind the continuation of our better than fast food TV campaign and the Triple Dipper social media campaign. As the operation gets stronger and stronger, it amplifies the return on our marketing investments through more frequent guest visitation.

現在讓我們換個話題，談談行銷和菜單創新。隨著我們持續進行「比快餐更好」的電視宣傳活動和「Triple Dipper」社群媒體宣傳活動，我們看到客流量和客人數量都在加速成長。隨著營運實力越來越強，透過更頻繁的客人訪問，我們的行銷投資回報也隨之增加。

So while competitors can certainly price the lower fee per meal offer, it is very difficult for them to replicate the total value proposition given the amount of time and investment we have put into improving the experience.

因此，儘管競爭對手可以提供較低的每餐費用，但考慮到我們為改善體驗所投入的時間和投資，他們很難複製整體價值主張。

We have a multi-year head start in the industry. our accelerated Q2 results in the face of higher competitive offers are a solid proof point that replicating our Chili's success will be difficult for competitors to do in the near term. We also have a food innovation news coming in Q4, to bring excitement to the 3 For Me platform within our better than Flip Fast-food campaign. Like a tremendously successful [expansure], the Q4 launch will feature a famous very familiar taste profile. But with the high quality, great taste and hot price point, you can only get from Chili's.

我們在該行業已領先多年。面對更高的競爭報價，我們第二季的業績加速成長，這充分證明競爭對手短期內難以複製我們 Chili 的成功。我們在第四季還會有食品創新消息，為我們比 Flip Fast-food 活動更出色的 3 For Me 平台帶來新鮮感。就像一次極為成功的 [擴張] 一樣，Q4 推出的產品將具有非常熟悉的口味。但只有 Chili's 才能提供如此高品質、絕佳口味和實惠的價格。

I can't wait to be able to talk about it at our next earnings call as we expect the new menu item to help us grow traffic versus year ago as we lapped the big smasher launch from Q4 last year. In addition to our industry-leading value for 3 For Me platform, the marketing team has done an excellent job driving the Triple Dipper social media campaign that started in April 2024.

我迫不及待地想在下次財報電話會議上談論它，因為我們預計新菜單項目將幫助我們增加流量，而去年第四季我們已經完成了重磅發布。除了我們為 3 For Me 平台帶來的業界領先價值之外，行銷團隊在推動 2024 年 4 月啟動的 Triple Dipper 社群媒體活動方面做得非常出色。

In Q2, they brought news to the campaign by partnering with social media personalities, Dude Perfect, who challenge fans to create the perfect Triple Dipper trick shot. And later in Q2, the marketing team launched a Triple Dipper holiday bedspread collection that sold out in less than a week. Through UCP data, we could now see how these efforts positively impact buzz with younger guests and are introducing the next generation to Chili's.

在第二季度，他們透過與社群媒體名人 Dude Perfect 合作為活動帶來了新動態，Dude Perfect 向粉絲們挑戰，讓他們創造出完美的 Triple Dipper 特技鏡頭。在第二季後期，行銷團隊推出了 Triple Dipper 假日床罩系列，不到一周就銷售一空。透過 UCP 數據，我們現在可以看到這些努力如何對年輕客人產生積極影響，並向下一代介紹 Chili's。

We also brought food innovation to Triple Dipper in Q2 to keep the momentum going as a follow-up to the wildly successful (inaudible) version of our famous mozzarella sticks, the food team launched Honey Chipotle Mozz Sticks may have also driven social media excitement around the Triple Dipper. The results by the campaign are exceptional and Triple Dipper now representing 14% of total sales in Q2, a 3-point acceleration versus Q1 and an important driver of the total business results.

我們還在第二季度為Triple Dipper 帶來了食品創新，以保持這一勢頭，作為我們著名的馬蘇里拉奶酪條大獲成功（聽不清）的後續產品，食品團隊推出的Honey Chipotle Mozz Sticks可能也引起了社群媒體的轟動三斗星。活動的效果非常出色，Triple Dipper 目前佔第二季總銷售額的 14%，比第一季加速了 3 個百分點，成為整體業務成果的重要動力。

The campaign is bringing in a younger guest is driving a higher check average and guests who purchase a Triple Dipper are coming back more frequently than those who don't. New gas, higher ticket and more frequency I called out a Triple Dipper win for the business.

這次活動吸引了更年輕的客人，從而提高了平均消費金額，而且購買 Triple Dipper 的客人比沒有購買的客人回頭的頻率更高。新的汽油、更高的票價和更多的頻率，我認為這項業務獲得了三重勝利。

Now I want to give an update on Maggiano's. We've got an established playbook with the successful Chili's turnaround, and we started deploying elements of Maggiano's with the bring the magic back plan. and it focuses on simplifying operations while accelerating improvements to the guest and team member experience.

現在我想介紹一下馬賈諾的最新情況。我們已經為 Chili 的成功轉型製定了成熟的策略，並且開始運用 Maggiano 的元素來重現魔力。它致力於簡化運營，同時加速改善客人和團隊成員的體驗。

Maggiano's President, Dominique Bardeloni, has built a strong leadership team to lead the transformation. We previously announced Anthony Amoroso as Vice President of Innovation and Growth, a Michelin star chef and Iron Chef winner who knows food and he knows how to elevate experience.

Maggiano 總裁 Dominique Bardeloni 已建立一支強大的領導團隊來領導轉型。我們先前宣布任命安東尼·阿莫羅索 (Anthony Amoroso) 為創新與成長副總裁，他是米其林星級廚師和鐵人廚師冠軍，他了解食物，也知道如何提升體驗。

Now I'm pleased to announce two additional strong leaders to round out the Maggiano's leadership team. Ernest Perez is our new Vice President of Maggiano's Operations. Ernest was a Chili's operations leader for 13 years before transitioning to Maggiano's in 2020, and I couldn't be more pleased to announce his promotion. He's a true servant leader who is working closely with the team to simplify operations and drive business growth.

現在，我很高興地宣布另外兩位強而有力的領導人加入馬賈諾的領導團隊。埃內斯特·佩雷斯 (Ernest Perez) 是我們新任的馬賈諾營運副總裁。在 2020 年轉到 Maggiano's 之前，Ernest 曾擔任 Chili's 的營運主管 13 年，我非常高興地宣布他的晉升。他是一位真正的僕人式領導者，與團隊密切合作，簡化營運並推動業務成長。

I'm also pleased to announce Mike Wesley has joined the team as Vice President of Maggiano's marketing. Mike spent the last 14 years as a marketing executive at Yum! Brands, and I have the pleasure of working with him the entire time I spend at Yum!. Before that, Mike learned leadership and brand management back the Procter & Gamble Company, he has a strong track record delivering on the fundamentals of restaurant marketing and innovation as well as bringing big teams along for the journey. He loves the Maggiano's brand and he's excited department to bring Don's vision to life.

我也很高興地宣布 Mike Wesley 已加入團隊，擔任 Maggiano 行銷副總裁。過去 14 年來，麥克一直在百勝餐飲集團擔任行銷主管。品牌，我在百勝餐飲集團任職期間，非常榮幸能與他共事。在此之前，Mike 在寶潔公司學習了領導力和品牌管理，他在餐廳行銷和創新的基本方面以及帶領大型團隊共同發展方面有著豐富的經驗。他熱愛 Maggiano 品牌並且很高興能夠將 Don 的願景變成現實。

The Maggiano's team has started the journey of simplification. We eliminated $6 take-home positive, seven other menu items, which was 13% of the menu. We also eliminated 17 prep steps that don't improve the guest experience, such as pounding chicken and pre-portioning pasta, this has enabled us to reallocate around 80 hours of labor every week from the heart of house to our executive chefs and their teams can focus on executing the core menu with excellence. And Chef Amoroso is beginning to put a stamp on elevating the menu, starting with core items that represent over one-third of the business to make the biggest impact.

Maggiano 的團隊已經開始了簡化之旅。我們取消了價值 6 美元的帶回家餐點和 7 種其他菜單品，佔菜單的 13%。我們還取消了 17 個無法改善客人體驗的準備步驟，例如捶打雞肉和預先分好麵食，這使我們能夠每週將大約 80 小時的勞動力從餐廳中心重新分配給我們的行政總廚及其團隊可以集中精力出色地執行核心選單。主廚阿莫羅索 (Amoroso) 開始著力提升菜單的檔次，從佔營業額三分之一以上的核心菜餚開始，以產生最大的影響。

Two recent upgrades are our Maggiano's caesar salad that now features scratch bay dressing, fresh (inaudible) tods and freshly cut romaine as well as our meat sauce, which has been upgraded to a far more delicious beef and sausage (inaudible) served with a superior cost to noodle.

最近的兩個升級是我們的Maggiano 凱撒沙拉，現在配有刮擦海灣醬、新鮮（聽不清）的tods 和新鮮切割的羅馬菜，以及我們的肉醬，它已升級為更美味的牛肉和香腸（聽不清楚），配上上等麵的成本。

Next on our upgrade list is what we think is the most delicious fettuccine alfredo our guests will have ever tasted, an elevated crispier chicken parmigiano, top with mozzarella, a 30 layer meat and sausage lasagna and our new meat ball recipe that is made with American Wagyu Beef to elevate spaghetti and meatballs as well as other dishes.

我們升級清單上的下一個菜餚是我們認為客人嚐過的最美味的阿爾弗雷多寬麵，一種更香脆的帕爾馬乾酪雞肉，上面撒上馬蘇里拉奶酪，30 層的肉和香腸千層面，以及我們用美國肉製成的新肉丸配方和牛可以提升​​義大利麵、肉丸和其他菜餚的品質。

In addition to operations and food innovation, the Maggiano's leadership team is working on big initiatives to improve speed of service and reimaging their estate, both of which I look forward to updating you on in the future.

除了營運和食品創新之外，Maggiano 的領導團隊還在致力於提高服務速度和重塑其莊園的重大舉措，我期待在未來向您通報這兩項進展。

I do want to remind everyone that while we started growing sales immediately during the Chili's turnaround, it did take five quarters to start turning traffic trend and it took 7 quarters that turn positive on traffic. So that should give you some type of guide on what we're expecting from Ageas.

我確實想提醒大家，雖然我們在 Chili 扭虧為盈期間銷售額立即開始增長，但確實花了五個季度的時間才開始扭轉流量趨勢，並且花了 7 個季度的時間才實現流量轉正。這應該能為你提供一些有關我們對 Ageas 的期望的指導。

In closing, I continue to be encouraged by our business momentum. Our Q2 results demonstrate we're working on the right things, the right way to drive long-term growth. What's even more encouraging about our turnaround is there's still so much more runway ahead of us for improvements in growth.

最後，我仍然對我們的業務發展勢頭感到鼓舞。我們的第二季業績表明，我們正在做正確的事情，以正確的方式推動長期成長。我們的扭轉局面更令人鼓舞的是，我們仍然有巨大的成長改善空間。

My executive leadership team just finished our annual strategy planning meetings, and we have a clear line of sight into our future growth plans. While we made big strides in areas such as food grade scores and service, we still have a lot more opportunity.

我的執行領導團隊剛結束了年度策略規劃會議，我們對未來的成長計畫有了清晰的認識。雖然我們在食品等級評分和服務等方面取得了巨大進步，但我們仍有很大的機會。

Our ultimate goal is best-in-class capital dining guest experience. We see a lot more upside by staying focused on improving the business fundamentals, which includes continued upgrades to menu service and atmosphere, while also continuing to make our team members job easier, more fun and more rewarding. I look forward to sharing even bigger initiatives entered on improving the fundamentals in quarters to come. Now I'll hand the call over to Mika to walk you through our second quarter numbers and our updated guidance. Go ahead, Mika.

我們的最終目標是為首都的餐飲賓客提供一流的體驗。透過持續專注於改善業務基礎，我們看到了更多的優勢，其中包括持續升級菜單服務和氛圍，同時也繼續讓我們的團隊成員的工作更輕鬆、更有趣、更有價值。我期待在未來幾季分享改善基本面的更大舉措。現在我將把電話交給米卡，讓她向大家介紹我們第二季的數據和最新指引。繼續吧，米卡。

Thank you, Kevin, and good morning, everyone. We're pleased with Brinker's second quarter results as we delivered record same-store sales and 600 basis points of margin expansion. Our strong performance is a direct result of staying focused on the fundamentals of food, service and atmosphere.

謝謝你，凱文，大家早安。我們對 Brinker 的第二季業績感到滿意，因為我們實現了創紀錄的同店銷售額和 600 個基點的利潤率成長。我們的強勁表現直接源自於我們始終專注於食品、服務和氛圍的基本面。

Our investor growth strategy combined with our industry-leading value proposition, continues to drive sustained growth in our business. It's exciting to see our cross-functional efforts deliver results in such a big way and I'm encouraged that we have more opportunity for growth ahead of us than behind us.

我們的投資者成長策略與我們行業領先的價值主張相結合，繼續推動我們業務的持續成長。看到我們的跨職能努力取得如此巨大的成果，我感到非常興奮，而且我很高興看到我們未來的成長機會比過去更多。

For the second quarter, Brinker reported total revenues of $1.358 billion with consolidated comp sales of positive 27.4%. Our adjusted diluted EPS for the quarter was $2.80, up from $0.99 last year. Both brands reported top line sales growth with Chili's comps coming in at positive 31.4%, driven by positive traffic of 19.9%. Positive mix of 6.6% and price of 4.9%.

Brinker 報告第二季總營收為 13.58 億美元，綜合銷售額成長 27.4%。本季調整後的稀釋每股收益為 2.80 美元，高於去年的 0.99 美元。兩個品牌都報告了營收成長，其中 Chili 的同店銷售額成長了 31.4%，這得益於客流量成長了 19.9%。正向組合為 6.6%，價格為 4.9%。

Chili's sales are a direct result of the investments we've made into marketing to drive the guest in and operations to bring guests back. We are back at the top of the consideration set, and we're committed to continuing to improve both the guest and team member experience. Turning to Maggiano's, the brand reported comp sales for the quarter up positive 1.8% driven by 6.4% price, positive 0.3% mix partially offset by negative 4.9% traffic.

Chili 的銷售直接歸功於我們在行銷方面所做的投資，我們透過行銷吸引顧客，並透過營運讓顧客回頭。我們重新回到了考慮的首要位置，並致力於繼續改善客人和團隊成員的體驗。談到 Maggiano's，該品牌報告本季同店銷售額上漲 1.8%，其中，價格上漲 6.4%，商品組合上漲 0.3%，但被客流量下跌 4.9% 部分抵銷。

As Kevin mentioned, Maggiano's has started to implement its turnaround strategy. Tom and the team are closely following the Chili's playbook by eliminating discounting and improving the core menu and the service model. I'm excited about the brand's plans and the progress the team is already making.

正如 Kevin 所說，Maggiano's 已經開始實施其扭虧為盈策略。湯姆和他的團隊正密切遵循 Chili 的策略，取消折扣並改善核心菜單和服務模式。我對該品牌的計劃以及團隊已取得的進展感到非常興奮。

At the breaker level, we made considerable progress on flow-through this quarter with restaurant operating margin coming in at 19.1%, a 600 basis point improvement year-over-year, primarily driven by sales leverage from top line growth. This resulted in favorability in all categories of food and beverage costs, labor and restaurant expense. Food and beverage costs for the quarter was favorable 20 basis points year-over-year with price offsetting 1.5% commodity inflation.

從突破層面來看，本季我們在流通方面取得了長足的進步，餐廳營業利潤率達到 19.1%，比去年同期提高了 600 個基點，這主要得益於營收成長帶來的銷售槓桿。這使得食品和飲料成本、勞動力和餐廳費用等所有類別呈現有利趨勢。本季食品和飲料成本較去年同期下降了 20 個基點，價格抵銷了 1.5% 的商品通膨影響。

Labor for the quarter was favorable to 220 basis points year-over-year. top line sales growth and favorable productivity offset wage rate inflation of approximately 3.5%. Advertising spend for the second quarter was flat year-over-year as we move some of our incremental spend into the back half of the year.

本季的勞動成本比去年同期高出 220 個基點。營業額成長和良好的生產力抵消了約3.5%的工資率通膨。由於我們將部分增量支出轉移到下半年，第二季的廣告支出與去年同期持平。

Our marketing team continues to do an excellent job, bringing Chili's back into the cultural conversation and making the brand relevant again. G&A for the quarter came in at 3.9% of total revenues, with the year-over-year decrease due to sales leverage, partially offset by increases in performance-based compensation and ERP system costs.

我們的行銷團隊繼續出色地完成工作，讓 Chili's 重新成為文化話題並再次引起人們的注意。本季的一般及行政費用佔總收入的 3.9%，年減是由於銷售槓桿，但績效薪酬和 ERP 系統成本的增加部分抵消了這一影響。

Q2 is our first quarter to report from our new ERP platform. So far, while we have experienced the normal bumps expected from an implementation of this scale, operations are running smoothly, and we haven't had any material disruptions to the business. Second quarter adjusted EBITDA was approximately $216 million, a 102% increase from prior year.

第二季是我們從新 ERP 平台發布報告的第一個季度。到目前為止，雖然我們遇到了這種規模的實施所預期的正常障礙，但營運運作順利，並且我們的業務沒有受到任何重大干擾。第二季調整後 EBITDA 約 2.16 億美元，較上年同期成長 102%。

Capital expenditures for the quarter were approximately $49 million, driven by capital maintenance spend. During the quarter, we repaid approximately $164 million in debt, almost half the amount we put on the revolver when our $350 million notes matured in October, bringing our overall lease adjusted leverage ratio to 2.3 times.

本季的資本支出約為 4,900 萬美元，主要用於資本維護支出。在本季度，我們償還了約 1.64 億美元的債務，幾乎是 10 月份 3.5 億美元票據到期時我們投入循環信貸金額的一半，使我們的整體租賃調整後槓桿率達到 2.3 倍。

We will continue to execute our capital allocation strategy, which is to invest in the business pay down our debt and return excess cash to the shareholders. While it's still early in the quarter, we're excited to see our strong sales momentum continue as we finish our first month of Q3.

我們將繼續執行我們的資本配置策略，即投資於業務、償還債務並將多餘的現金回饋給股東。雖然現在還處於本季初期，但我們很高興看到在第三季第一個月結束時我們強勁的銷售勢頭仍在繼續。

In terms of our expectations for the balance of the year, as noted in this morning's press release, we're raising our fiscal 2025 full year guidance to include the following: annual revenues in the range of $5.15 billion to $5.25 billion. Adjusted diluted EPS in the range of $7.50 to $8 a capital expenditures in the range of $240 million to $260 million.

就我們對今年剩餘時間的預期而言，正如今天上午的新聞稿中所述，我們上調了 2025 財年全年預期，包括以下內容：年收入在 51.5 億美元至 52.5 億美元之間。調整後攤薄每股收益在 7.50 美元至 8 美元之間，資本支出在 2.4 億美元至 2.6 億美元之間。

Our existing guidance for weighted average shares was also reiterated. Assumptions underlying this guidance include planned commodity inflation in the low single digits, wage rate inflation in the mid-single digits and a tax rate in the mid-double digits.

我們也重申了現有的加權平均股份指引。此指引所基於的假設包括計畫商品通膨率處於低個位數，工資率通膨率處於中等個位數，稅率處於中等兩位數。

To stay in this level of performance takes continued focus and discipline, and we remain committed to the fundamentals, continuing to improve our food, service and atmosphere. We're proud of how far we've come. We know there's more work to do, and that's what (inaudible), by sticking to our strategy and making smart investments, we're confident in our ability to drive long-term success. And with our comments now complete, I will turn the call back over to Holly to moderate questions.

要維持這樣的表現水平，需要持續的專注和紀律，我們將繼續致力於基本原則，並不斷改善我們的食物、服務和氛圍。我們為已經取得的進步感到自豪。我們知道還有更多工作要做，這就是（聽不清楚），透過堅持我們的策略並進行明智的投資，我們對推動長期成功的能力充滿信心。現在我們的評論已經結束，我將把電話轉回給 Holly 來主持提問。

(Operator Instructions).

（操作員指令）。

David Palmer, Evercore ISI.

大衛·帕爾默（David Palmer），Evercore ISI。

First of all, just a wow and congratulations to you guys on this brand turnaround, which probably is the best one of all time in the space. And that would be true if the comps were 15%, but they were over 30%. I know there's a lot of wonder about this level of same-store sales and the reasons for it as you sort of separate the different levers.

首先，我要對你們的品牌轉型表示驚嘆和祝賀，這可能是該領域有史以來最好的一次。如果可比銷售額為 15%，那麼這是正確的，但是可比銷售額卻超過了 30%。我知道很多人對這種同店銷售水準感到疑惑，當你將不同的槓桿分開時，他們想知道原因是什麼。

One of those levers, I think people wonder about is just a magical social media buzz lift that you've had, particularly with triple dipper and people wonder and worry about that being lightning in a bottle that's difficult to replicate or repeat as you have to lap these. So could you talk about that and how you sort of try to sustain the lift that you're getting with some of this effective social media marketing and other?

我認為人們想知道的其中一個槓桿就是你擁有的神奇社交媒體熱度提升，特別是三重浸漬劑，人們想知道並擔心這是難以複製或重複的瓶子中的閃電，因為你必須圈住這些。那麼您能否談談這一點，以及您如何嘗試透過一些有效的社群媒體行銷和其他方式來維持您所獲得的提升？

Hey, David, thanks for the kind comments. It's Kevin. We ask ourselves the same question. We obviously go deep on our analytics to understand the drivers of the business. And I know last quarter, we talked about -- we got to a pretty precise measurement of what was Triple Dipper social media versus what was 3 For Me.

嘿，大衛，謝謝你的善意評論。是凱文。我們也問自己同樣的問題。我們顯然會深入分析以了解業務的驅動因素。我知道上個季度我們討論過——我們對 Triple Dipper 社交媒體與 3 For Me 進行了相當精確的衡量。

In Q2, we saw really everything continue to accelerate. So it was kind of hard to see the part what was social media versus what was 3 For Me. What I will say is to maybe help dimensionalize it is if you look at the comp, which is over 30% and then you look at like, well, what was the sales of Triple Dipper versus a year ago? We basically doubled that business, so it's about 7 points.

在第二季度，我們確實看到一切繼續加速。因此，很難區分什麼是社群媒體，什麼是 3 For Me。我要說的是，如果您看一下同類產品，也許有助於將其具體化，該同類產品超過30％，然後您再看看，那麼，與一年前相比，Triple Dipper 的銷售額如何？我們的業務基本上翻了一番，所以大約是 7 個點。

So you can start dimensionalizing what the percentage of the total is it probably leads you to the same numbers that we gave you last quarter. But quite frankly, it's not -- it's harder for us to make a more finite comment about that. So that's kind of point one.

因此，您可以開始對總數的百分比進行維度化，它可能會讓您獲得我們上個季度給您的相同數字。但坦白說，事實並非如此——我們很難對此做出更明確的評論。這是第一點。

And then point two is what we believe is going on in the business is that without the operational improvements that Doug and his team have led and the simplification efforts that we made we don't think that the virality and the impact on the business went up lasted as long. So quite frankly, this stuff really started in April of 2024.

第二點是，我們認為業務中正在發生的事情是，如果沒有道格和他的團隊領導的營運改進和我們所做的簡化努力，我們認為病毒式傳播和對業務的影響不會上升持續了一樣長的時間。坦白說，這些事情實際上是從 2024 年 4 月開始的。

Typically, when you see something go viral, especially in food, it's probably no more than two to 4our weeks before you kind of see it snap back. Like I remember seeing QSR competitor had done a promotion with a cartoon company, and they saw like big double-digit comp at first week. And then by week four, it was kind of back to where they were.

通常情況下，當你看到某種東西迅速走紅，尤其是在食品領域，可能最多需要兩到四周的時間，你會看到它迅速回暖。就像我記得看到 QSR 的競爭對手與一家卡通公司合作做過促銷，他們在第一週就看到了兩位數的巨額收入。到第四周時，情況又回到了原來的狀態。

And I think that's what you would normally expect if you get the reality of something without some of the improvements that we've made, what's happening as young people are coming in as they see this on TikTok, and they're like, wow, this experience is really good. And it becomes a part of the rotation, I think that's why you've seen the longevity of the results. an acceleration of the results, not just kind of a boom slack that I think you typically would see without the operational investment that we've made in the business.

我認為，如果你了解現實情況，而沒有我們所做的一些改進，你通常會想到這種情況，當年輕人在 TikTok 上看到這些內容時，他們會說，哇，這次的體驗確實很好。它成為了輪換的一部分，我認為這就是你看到結果持久的原因。我認為，如果我們沒有對業務進行營運投資，您通常會看到業績加速成長，而不僅僅是繁榮衰退。

So I wish I could give you more finite answer on that because I think that's what everybody is earning for including us. But we do believe that our strategy is working and the frequency and the repeat rates are in a place where this is a sustainable long-term business build for us.

所以我希望我能給你更明確的答案，因為我認為這是包括我們在內的每個人的收入。但我們確實相信我們的策略是有效的，而且頻率和重複率對我們來說是一個可持續的長期業務建設。

Thanks. I'll pass it on.

謝謝。我會傳達的。

Dennis Geiger, UBS.

瑞銀的丹尼斯·蓋格。

Great. Thanks, guys and congratulations to the team. I wanted to ask on value and kind of the latest maybe -- I'm not sure if I missed it, but as far as that 3 For Me, mix goes maybe the $10.99 within that and if there's anything to share? And specifically, sort of those value scores, it sounds like everything is trending in the right direction. And Kevin, just kind of curious if those value scores are sort of trending as strong as the sales results? And maybe if there's anything additional on your thoughts on value and opportunities from here from a value perspective?

偉大的。謝謝大家，並恭喜團隊。我想問一下價值和最新情況——我不確定我是否錯過了，但就 3 For Me 而言，混合價格可能在 10.99 美元之內，有什麼可以分享的嗎？具體來說，這些價值分數聽起來好像一切都朝著正確的方向發展。凱文，我只是有點好奇這些價值得分的趨勢是否與銷售結果一樣強勁？從價值角度來看，您對價值和機會還有其他看法嗎？

So I'll start with just the trends on 3 For Me. So the $10.99 bucket, it's up a little bit, our overall 3 For Me. it's really it was about 19% last quarter, and it's just a little bit above 19% this quarter. So it's pretty similar. So we still feel really great about just the menu management and the ability for that platform to drive traffic into our restaurants. Kevin, if you want to talk a little bit more about just the whole value proposition I think our value scores are definitely hanging in there.

因此我將從 3 For Me 上的趨勢開始。因此，10.99 美元的價格區間略有上漲，這是我們整體的 3 For Me 價格。上個季度的實際成長率約為 19%，本季則略高於 19%。因此非常相似。因此，我們仍然對菜單管理以及該平台為我們的餐廳帶來客流的能力感到非常滿意。凱文，如果你想再多談談整個價值主張，我認為我們的價值分數肯定保持不變。

Yes. From a value score standpoint, we are very, very strong. And it's very clear that it's not about the lowest price point because we actually had a lower price point 3 years ago. We used to have three for $10, not three for $10.99 with the trade-up. And -- what's the difference in the business today than three years ago was you're getting a much more consistent experience, you're getting much more delicious food and you're getting it in a much better atmosphere with friendlier service.

是的。從價值分數的角度來看，我們非常非常強大。很明顯，這與最低價格點無關，因為三年前我們的價格點實際上就更低了。以前，我們的售價是 3 美元 10 元，而現在，以舊換新後，3 美元售價不再是 10.99 元。而且—今天的業務與三年前相比有什麼不同？

And I think that is a huge part of the value equation that I think people underestimate. And we were getting a lot of questions I don't know, 13 weeks ago when our competitor came out with a -- I don't know, maybe 8 weeks ago, competitors coming out with a lower price point. And I mean, I'll tell you the story, I'm talking with my Vice President of operations. We had a meeting with them a few weeks ago. And I said, are you guys worried about that number, the $9.99, and they all just start laughing.

我認為這是價值方程式的很大一部分，但人們卻低估了它。我們收到了很多問題，我不知道，13 週前，我們的競爭對手推出了——我不知道，也許是 8 週前，競爭對手推出了更低的價格點。我的意思是，我會告訴你這個故事，我正在與我的營運副總裁交談。幾週前我們和他們舉行了一次會議。我說，你們是否擔心那個數字，9.99 美元，然後他們都開始大笑。

And I'm like, why are you guys laughing? And tey are like, because we know how strong. We've been in the gym, we've been working out, and we are not afraid of competitors undercutting us. And I think that's what you're seeing in these results. I think everybody on this call were asking questions about how is this sustainable? Why can't someone go beneath you on price point? And the answer is they can, but they can deliver the overall value equation that we're delivering right now, I think that's going to be difficult to do in the short term.

我很好奇，你們為什麼笑？他們就像，因為我們知道有多強大。我們一直在健身房，一直在鍛煉，我們不怕競爭對手搶先機。我想這就是您在這些結果中看到的。我想電話會議中的每個人都在問，這種做法如何可持續？為什麼別人不能在價格上低於你呢？答案是可以，但他們能否實現我們現在所實現的整體價值等式，我認為在短期內會很難做到。

Got it. Great. I appreciate that. One quick follow-up, if I could. Just on the traffic success, and it sounds like there's new customers as well as increased frequency from the existing.

知道了。偉大的。我很感激。如果可以的話，我想快速跟進一下。僅從流量成功來看，聽起來就像有新客戶出現，而且現有客戶的頻率也有所增加。

Is there any more color you can give on that? Maybe how that's changed over there the last many -- several quarters, you've had this level of success where it's more the increased frequency versus the newer customers? Any sense on a breakdown or any kind of other positive behavior shifts from your customer that you've observed over the last several quarters?

您能對此提供更多詳細資訊嗎？也許過去很多季度裡情況發生了變化，您已經取得了這種程度的成功，更多的是增加了頻率而不是新客戶？在過去幾個季度中，您是否觀察到客戶的行為出現任何異常或任何其他積極的變化？

The only thing we can share with you in the last couple of quarters, Dennis, is that the frequency is getting better and there's more new guests coming to the business. We can't give you any other granularity on it. It's just -- it's a new discipline for us, and we're using tokenized data, and we just want to be careful about giving anything that's exact without really fully understanding how all the data works.

丹尼斯，在過去幾個季度中，我們唯一可以與您分享的事情是，頻率越來越好，並且有更多的新客人來到這裡。我們無法向您提供任何其他詳細資訊。這對我們來說只是一門新學科，我們使用標記化數據，我們只是想小心地提供任何精確的信息，而不需要真正完全理解所有數據的工作原理。

So we're very hesitant to give versus like when we give you the traffic numbers and sales numbers. These are tools that we've had for a very long time, are very confident in. So we can say directionally, frequency is up, new guests are up. But to give you that kind of detail, it's just going to be difficult to do right now.

因此，當我們向您提供流量數字和銷售數字時，我們非常猶豫。我們已經擁有這些工具很長時間了，並且非常有信心。因此，從方向上看，我們可以說，頻率增加了，新客人也增加了。但要提供您這種細節，現在還很困難。

Makes sense. Thanks, guys. Congrats.

有道理。謝謝大家。恭喜。

Chris O'Cull, Stifel.

克里斯·奧卡爾（Chris O'Cull），斯蒂費爾（Stifel）。

Thanks. Congratulations, guys. Kevin, you mentioned a couple of product innovations coming in the fourth quarter, one being a big 3 For Me innovation. Just given the results you're seeing, why is the fourth quarter the right time to bring a new product to the platform? And then what gives you the confidence you can maximize the impact of really two new items, right, the 3 For Me formation and then the Fajita up break in the same quarter?

謝謝。恭喜你們，大家。凱文，您提到了第四季即將推出的幾項產品創新，其中之一就是 3 For Me 重大創新。從您看到的結果來看，為什麼第四季是向該平台推出新產品的最佳時機？那麼，什麼讓您有信心可以最大限度地發揮兩個新項目的影響力呢？

Yeah. Hey, Chris, thanks for the question. So from a 3 For Me standpoint, we'll have been running basically that advertising for a full year. And we feel like the time is right to bring some new fresh news to 3 For Me. Obviously, we see a change in business trend we were trying to advertising.

是的。嘿，克里斯，謝謝你的提問。因此從 3 For Me 的角度來看，我們基本上已經投放了整整一年的廣告。我們覺得現在是時候為 3 For Me 帶來一些新鮮的消息了。顯然，我們看到我們試圖宣傳的商業趨勢發生了變化。

We'll go back to the other advertising. But it's going to be in a similar vein of better than fast food campaign, familiar taste profile that people know I love but with the great taste and the hot price point of Chili's. So we're pretty confident that it's going to be sufficient to roll over the results. So -- but obviously, we're not going to be myopic about that. We're going to watch the results closely and we can always flip back if we need to.

我們再回顧一下其他廣告。但它將與快餐運動的風格類似，人們知道我喜歡熟悉的口味，但又具有 Chili's 的美味和實惠的價格。因此，我們非常有信心，這足以扭轉結果。所以——但顯然，我們不會對此目光短淺。我們將密切關注結果，如果需要，我們隨時可以回頭。

So that's kind of point one. And then how can we support both. So the Fajita launch is really going to be focused on the operational improvements, food improvements and through menu merchandising only. So think about that as a thing that could really help our mix in the short term. And obviously, if the business takes off on Fajita, we can then potentially advertise it in the long term.

這是第一點。那我們要如何同時支持這兩者呢？因此，Fajita 的推出實際上將專注於營運改善、食品改進以及菜單行銷。因此，請考慮一下這是一件可以在短期內真正幫助我們組合的事情。顯然，如果 Fajita 業務順利開展，我們就可以進行長期宣傳。

So we're not -- we don't think our advertising budgets right now are big enough to have two mouths to feed, so they have two things on TV. And we know that value is continuing to work. So we are not willing to move off of that right now, even if we are refreshing the message. So think about Fajita as kind of a ground war with menu merchandising, operational improvements and food improvements, and then our new 3 For Me innovation will be the air work where we use advertising to drive traffic inside the building.

因此，我們認為我們目前的廣告預算不足以養活兩個人，所以他們在電視上播放兩件事。我們知道，這種價值仍在繼續發揮作用。因此，即使我們正在更新訊息，我們現在也不願意放棄這一點。因此，可以將 Fajita 想像成一場地面戰，其中包括菜單行銷、營運改進和食品改進，而我們新的 3 For Me 創新將是空中工作，我們利用廣告來推動建築物內的客流量。

That's great. That's very helpful. And then just one other one. wanted to ask about Chili's longer-term margin potential. I'm curious if you know what a sustainable store level margin could be once the chain gets to, let's say, above $4 million in AUVs?

那太棒了。這非常有幫助。然後就剩下一個了。想詢問 Chili 的長期利潤潛力。我很好奇，您是否知道，一旦連鎖店的 AUV 達到 400 萬美元以上，可持續的商店層面利潤率會是多少？

Chris, it's Mika. So a really good question about margins. So I want to take the opportunity to talk a little bit about Q2 expectations for this year and then the longer-term expectations. So I will say the [19.1%] for Brinker margins was excellent in Q2. I think it is a little bit of an outsized earnings just for this quarter.

克里斯，我是米卡。所以這是一個關於利潤率的好問題。因此，我想藉此機會談談今年第二季的預期以及長期預期。因此，我想說，Brinker 利潤率在第二季 [19.1%] 非常出色。我認為本季的獲利有點過高。

There are a couple of things I wanted to point out, we had a really big change in our sales from Q1 to Q2 and the trajectory. And we did -- it did take us a little bit of time to really ramp up our labor spend in that quarter. So we were a little light in the beginning. We exited where we wanted to, and we felt really good about the labor then coming out of the quarter. So that, in turn, caused us to have some really favorable labor that I still think we will definitely leverage labor as we move forward but not at that magnitude.

我想指出幾點，我們的銷售情況從第一季到第二季以及發展軌跡都發生了很大變化。我們確實花了一點時間來真正增加該季度的勞動力支出。因此，我們一開始的精力比較少。我們在自己想要的領域退出了，並且對於本季的勞動市場表現感到非常滿意。因此，這反過來又使我們擁有了一些真正有利的勞動力，我仍然認為，隨著我們前進，我們肯定會利用勞動力，但不會那麼大。

. The second thing is the advertising. We were flat year-over-year. We did reallocate some of those dollars to the back half of the year. So I do think, again, the '19 will be the peak.

。第二件事是廣告。與去年同期相比，我們的業績持平。我們確實將其中一部分資金重新分配到了今年下半年。因此我確實認為，19 年將會達到頂峰。

And then I think we will moderate a little bit on ROM in the last two quarters, probably coming in for the year at that mid-teens to even upper teens on for full year expectations. So really pleased with all the progress we've made over the last few years. You mentioned the AUVs, just a few years ago, AUVs were at $2.9 million. Last year, they were at $3.6 billion, and now we are over $4 million at $4.2 million. The great news is we think we can continue to grow these AUVs.

然後我認為我們將在最後兩個季度對 ROM 進行一些調整，可能全年預期會達到 15% 左右甚至 16% 左右。我對過去幾年取得的進展感到非常高興。您提到了 AUV，就在幾年前，AUV 的價格為 290 萬美元。去年，這一數字為 36 億美元，而現在則超過了 400 萬美元，達到 420 萬美元。好消息是我們認為我們可以繼續發展這些 AUV。

So we actually have Chili's out there that $8 million, $9 million volume restaurants. So these are all basically in the same box. We also watch our guest counts, our dine-in guest count really closely and we know we still have a lot of upside there to continue to grow these AUVs. So the point of that is, if we continue to grow the AUVs, we know we still have upside in the margins. So really pleased with this year, the progress we're making back to historical high ROM, probably even better if you adjust for some of the historical changes and still think there's upside from here if we continue to grow the AUVs.

所以實際上我們擁有營業額達 800 萬到 900 萬美元的 Chili’s 餐廳。所以這些基本上都在同一個盒子裡。我們也密切關注客人數量、用餐客人數量，我們知道我們仍然有很大的上升空間來繼續增加這些平均營業收入 (AUV)。所以關鍵在於，如果我們繼續增加 AUV，我們知道我們的利潤率仍然有上升空間。所以對今年我們真的很高興，我們取得了進展，回到了歷史最高的ROM，如果你調整一些歷史變化，情況可能會更好，並且仍然認為如果我們繼續增加AUV，那麼從現在開始就會有上行空間。

Great. Thanks, guys.

偉大的。謝謝大家。

Jeff Farmer, Gordon Haskett.

傑夫法默、戈登哈斯凱特。

Thank you. Incredible quarter to say the least. I want to focus a little bit on the free cash flow. Obviously, you guys paid down some debt. CapEx is going up a little bit. But assuming that your operating sort of cash flow run rates at a higher level moving forward. How are you thinking about using cash moving forward? .

謝謝。至少可以說這是一個令人難以置信的季度。我想稍微關心一下自由現金流。顯然，你們已經償還了一些債務。資本支出略有上升。但假設您的經營現金流運行率在未來將達到更高的水平。您今後打算如何使用現金？。

Jeff, that's a great question. So really, we're going to do more of the same. Because for us, the most important thing is we continue to invest in the business and have the base business grow. So we're not going to take our eye off the ball there. We're going to continue to pay down our debt, especially into the third quarter, I think we'll continue to do that.

傑夫，這個問題問得很好。所以實際上我們將會做更多同樣的事情。因為對我們來說，最重要的是繼續投資業務並發展基礎業務。所以我們不會分散注意力。我們將繼續償還債務，特別是在第三季度，我認為我們會繼續這樣做。

And then any excess cash from there will be used to return the cash to the shareholders. We did some share repurchase to offset dilution. We'll continue to evaluate that and do that as we move forward. So -- the priorities haven't changed. It's going to be invested in the business, continue to pay down that debt and then we'll return some cash to the shareholders after that.

然後，任何多餘的現金將用於返還給股東。我們進行了一些股票回購來抵消稀釋。我們將繼續評估這一點，並在前進的過程中做到這一點。所以——優先事項沒有改變。這些錢將用於投資業務，繼續償還債務，然後我們將向股東返還一些現金。

Okay. That's helpful. And then on the follow-up, you touched on it earlier, but as it relates to the increase in new guests that you're seeing, in Chili's, I'm curious how you monitor that? And sort of what are some of the data points that you've seen over the last nine months with -- or from new guests, I should say?

好的。這很有幫助。然後關於後續問題，您之前提到過，但由於這與您在 Chili’s 看到的新客人數量的增加有關，我很好奇您是如何監控這一點的？在過去的九個月中，您從新客人那裡獲得了哪些數據？

Yes. So the way we monitor -- we put those -- we were talking about it for 1.5 years about getting the tokens into our business. So we tokenize the [announce window], so we know for a given period, how many guests are new and how many guys have come back within the last 12 months or even goes further back to 24 months? And then we just -- it's just a math equation, right? So we can tell you what the number of guests that show up new, at least the ones that we have tokens, which is a good representation of the total population.

是的。因此，我們監控的方式——我們把這些——我們討論了 1.5 年的時間，關於將代幣納入我們的業務。因此，我們將[公告窗口] 標記化，這樣我們就知道在給定的時間段內，有多少位嘉賓是新來的，有多少位嘉賓在過去12 個月內回來過，甚至還可以追溯到24 個月前？然後我們只是——這只是一個數學方程式，對吧？因此，我們可以告訴您新來的客人的數量，至少是那些我們有代幣的客人，這可以很好地代表總人口數。

And that gives us the confidence that we know that we're bringing in more new guests as well as existing guests are coming back more frequently. So that's probably the amount of detail I can give you on that, but that's how we're confident knowing that it's both drivers not one or the other.

這讓我們充滿信心，我們知道我們正在吸引更多的新客人，同時現有的客人也會更頻繁地回頭。這可能是我能給你提供的細節，但我們有信心知道這是兩個驅動因素，而不是其中任何一個。

Great. Thank you.

偉大的。謝謝。

Jeffrey Bernstein, Barclays.

巴克萊銀行的傑弗裡·伯恩斯坦。

Great. Thank you very much. Two questions. The first one, just following up on the very strong comps. It seems like your revenue guidance for the full year assumes a sustained elevated level of comp with the recent trend. I know last quarter, when you gave guidance, it seemed like you took perhaps a more conservative view on the forward comps.

偉大的。非常感謝。兩個問題。第一個，只是跟進非常強勁的公司。看起來您對全年收入的預期是假設近期收入水準將持續保持在較高水準。我知道上個季度，當您給予指導時，似乎您對遠期比較持更保守的看法。

So I'm just wondering your confidence I wouldn't think you could imagine sustaining a 30%-plus comp, but just trying to get a sense for what your assumption is for comp through the back half of the year. And just so we can gauge maybe the momentum. Can you share the monthly comp trend for October, November, December and now January, especially with the weather impact? And then I had one follow-up.

所以我只是想知道您的信心，我認為您無法想像維持 30％ 以上的薪酬增長，只是想了解一下您對今年下半年薪酬增長的假設。這樣我們就能判斷出其發展勢頭。您能否分享 10 月、11 月、12 月以及現在 1 月的月度綜合趨勢，尤其是考慮到天氣的影響？然後我進行了一次後續行動。

All right. So I can share this. So we had a big step change in the business. We had it, but starting in October and the second quarter. Obviously, we had a big increase.

好的。所以我可以分享這個。因此我們的業務發生了巨大的變化。我們有，但是從十月和第二季開始。顯然，我們有了很大的成長。

What I will tell you is to happen and it is sustained. And so really, there was a little noise in the quarter just because of holiday flips, but our sales have increased and they're staying at those levels and that momentum has continued into the third quarter. really, out of the assumption of change, we know we've talked to you guys what our price assumptions are. Mix has been elevated, now Triple Dipper and the mozzarella sticks, we've added those to the appetizer menu. Those are highly incremental.

我要告訴你的是，它將會發生，而且會持續下去。因此，確實，由於假期的影響，本季度出現了一些噪音，但我們的銷售額有所增加，並且保持在這一水平，這種勢頭一直持續到第三季度。實際上，出於對變化的假設，我們知道我們已經與你們談過我們的價格假設是什麼。混合物已經升級，現在是 Triple Dipper 和馬蘇里拉起司條，我們已將它們添加到開胃菜菜單中。這些都是高度增量的。

We've been selling more of those. So our mix now will be in the mid-single digits as well throughout the balance of the year. And then we feel like the business has moved, and it's sustaining. So we're seeing that consistently every day and as we move...

我們一直在銷售更多這樣的產品。因此，我們現在的投資組合在全年餘額中也將保持在個位數的中間水準。然後我們感覺業務已經開始了，而且正在持續發展。因此，我們每天都在不斷看到這種情況，並且隨著我們的前進...

Great. And then, Kevin, just following up. You mentioned the TurboChef. It sounds like you've already had it in some units. I'm just wondering how many more units are in need of the conversion? And any color you can provide in terms of how you would quantify the potential benefits? I know you gave a lot of soft metrics around better quality and consistency and whatnot. But anything else you can share, maybe the cost to convert or any other any quantifiable benefits you anticipate from that full rollout. Thank you.

偉大的。然後，凱文，繼續跟進。您提到了 TurboChef。聽起來你已經在一些單位裡擁有它了。我只是想知道還有多少單位需要轉換？您能提供任何細節來說明如何量化潛在的利益嗎？我知道您給出了很多有關更好的品質和一致性等方面的軟指標。但是您還可以分享其他信息，例如轉換成本或您預期從全面推出中獲得的任何其他可量化的收益。謝謝。

Expert about a quarter or three. We can certainly follow up after the call with an exact number, but -- so the majority of the system still is yet to be converted. I'm not going to share any specific details on the speed and the overall satisfaction and food grade scores, et cetera, because there's just a lot of items that go through it, it would be very complex.

專家約佔四分之一或三分之一。我們當然可以在通話後跟進並提供確切的數字，但是 - 因此系統的大部分仍然尚未轉換。我不會分享有關速度、整體滿意度和食品等級評分等的任何具體細節，因為要經過審核的項目太多了，這會非常複雜。

But generally speaking, we've been very, very pleased with all of the metrics. And when you talk to the outlet, like we have these directors of operations and they have anywhere from like 8 to 12 restaurants in some of them have TurboChefs, some of those restaurants don't.

但總體而言，我們對所有指標都非常滿意。當你與餐廳交談時，你會發現我們有這些營運總監，他們旗下有 8 到 12 家餐廳，其中一些餐廳有 TurboChefs，而有些餐廳沒有。

And when ever you talk to these directors of operations and say, what's the next big investment that we need to make into the restaurant to continue to improve capacity and the team member and guest experience. The first thing they say is, can you just convert the rest of my restaurants to TurboChef. So we are so confident now, and we've been testing this thing for three years.

當您與這些營運總監交談並問他們，我們需要對餐廳進行下一步大投資是什麼，以繼續提高餐廳容量以及團隊成員和客人的體驗。他們首先說的是，你能將我其餘的餐廳改用 TurboChef 嗎？所以我們現在非常有信心，而且我們已經測試這個東西三年了。

And the reality is we were pretty confident before, and we were rolling it out as the conveyor belt ovens we're crapping out of warranty. And now we're at this point with the increased traffic and the ability to invest to say, let's just go make that move now so that we can really support the teams with the things they need to deal with this increased traffic.

事實是，我們之前非常有信心，我們推出的傳送帶烤箱已經超出保固期。現在我們處於流量增加和投資能力的階段，可以說，我們現在就採取行動，以便我們能夠真正為團隊提供處理增加的流量所需的支援。

There's other things that we've been doing beyond the TurboChef, but we know the time is right now. So we couldn't be more confident that it's a large investment in we certainly can share with you all the numbers, but we're very, very, very confident that it is the right thing to do for the business.

除了 TurboChef 之外，我們還在做其他事情，但我們知道現在是時候了。因此，我們非常有信心這是一項大投資，我們當然可以與大家分享所有的數字，但我們非常非常有信心，這對企業來說是正確的做法。

And Jeff, we factored that into all of the current guidance. So obviously, in our depreciation and our EPS and our CapEx forecast as well.

傑夫，我們將這一點考慮到了所有當前指導中。因此顯然，我們的折舊、每股盈餘和資本支出預測也是如此。

Thank you.

謝謝。

Brian Harbourd, Morgan Stanley.

摩根士丹利的 Brian Harbourd。

Thank you. Good morning. Congratulations, guys. The -- Kevin, I guess just the mix piece. Was that mostly driven by Triple Dipper or maybe just comment on -- some of the other things that you see driving that, whether it's alcohol mix or do you think anything sort of adds to that as we go through the balance of the year?

謝謝。早安.恭喜你們，大家。——凱文，我猜只是混合部分。這主要是由Triple Dipper 推動的嗎，或者只是評論一下——您認為推動這一趨勢的其他一些因素，無論是酒精混合物，還是您認為在我們度過今年的平衡時有什麼其他因素影響了這一趨勢？

Yeah, Brian, it's Mika. So like Kevin mentioned, our Triple differ sales year-over-year have doubled. And when we saw more triple differs, it definitely drives our mix. So I would say that is the bulk of what's driving the mix year-over-year. We do have, like I mentioned, the mozzarella sticks, those are incremental in the appetizer category.

是的，布萊恩，我是米卡。正如凱文所提到的，我們的三倍不同銷售額比去年同期成長了一倍。當我們看到更多的三重不同時，它肯定會推動我們的混合。所以我想說，這就是推動銷量逐年成長的主要原因。正如我所提到的，我們確實有馬蘇里拉起司條，它們是開胃菜類別中的增量。

So we are seeing some mix from appetizers. So that's positive. And then there's a small amount that could be a little bit of desserts or kind of other everything rolled up. But those were the two big drivers year-over-year. Our alcohol sales, they're hanging in there. They're pretty flat or the per 100s are up slightly. So everything is pretty solid on the mix. But those are the two main drivers. The Triple dipper is a big, big mix driver year-over-year.

因此我們看到了一些開胃菜的混合。這是積極的。然後還有少量，可以是一點甜點或其他捲起來的東西。但與去年同期相比，這卻是兩大主要推動因素。我們的酒類銷售依然堅挺。它們相當平穩，或每百人的人數略有上升。因此，所有混合都相當穩固。但這卻是兩個主要驅動因素。與去年同期相比，三重動力是一個重要的混合驅動因素。

Okay. Got it. Maybe just to push a bit on that sort of uses of capital question too, right? Mika, would you -- do you think that you'll just pay off the revolver? And then I mean like longer term, do you want to sort of go back to growing units?

好的。知道了。也許只是為了推動這類資本用途的問題，對嗎？米卡，你－你認為你只需付錢就能還清左輪手槍嗎？然後我的意思是，從長遠來看，您是否想回到增長單位？

Are there places where you think you could build new stores? Do you think you could sort of accelerate some relocations? Are there stores that you'd want to expand? And I guess, are there stores that -- is there a cohort of stores that you think need full remodels? How would you think about that sort of thing?

您認為有哪些地方可以開設新店？您認為您可以加速一些搬遷進程嗎？有沒有您想要擴張的店家？我想，您認為有哪些商店——有哪些商店需要徹底改造？您會如何看待這樣的事情？

Yes. So Brian, good question. So absolutely, focusing again on the base business. We want to invest back in the business where we think it's smart, right now, we've been growing new units at Chile. Obviously, when the brand continues to improve, that opens up more opportunities for that.

是的。Brian，你問得好。所以絕對要再次關注基礎業務。我們希望將資金重新投資於我們認為明智的業務，目前，我們一直在智利發展新的業務。顯然，當品牌不斷改進時，這將帶來更多的機會。

So we'll still evaluate those opportunities. You mentioned reimage, and that's something we're really excited about, again, with our pillars. Food, service and atmosphere. We think atmosphere is very important. So we are ramping up with the new prototype design, which will then lead us to our new reimage design.

因此我們仍將評估這些機會。您提到了重新形象化，這是我們真正感到興奮的事情，同樣，也是我們的支柱。食物、服務和氛圍。我們認為氣氛非常重要。因此，我們正在加緊新的原型設計，這將引領我們走向新的重新形象設計。

So more to come on that, but that is something we think we can put our cash against as we move forward with our CapEx plans in the future to keep Chili's and Maggiano's are relevant. So that will be a big play there. So again, it's going to be focused on the business because if we don't have the business growing, the rest of the strategy isn't -- it's not as meaningful. So that's still the number one priority, and that's what we'll do with the cash moving forward.

關於這一點，我們還有更多內容，但我們認為，我們可以用現金來支持這一目標，因為我們將在未來推進資本支出計劃，以保持 Chili's 和 Maggiano's 的相關性。因此這將會是一場盛大的演出。所以，我們再次將重點放在業務上，因為如果我們的業務沒有成長，那麼其餘的策略就沒有那麼重要了。所以這仍然是首要任務，這也是我們今後用現金要做的事。

Thanks.

謝謝。

John Ivankoe, JPMorgan.

摩根大通的約翰伊凡科 (John Ivankoe)。

Hi. Thank you. I wanted to -- firstly, congratulations on everything. Kevin, you're going to write a great book on this someday. So we look forward reading congratulations. Congratulations to the entire team. So the question is on CapEx, $240 million to $260 million, I think, is the number this year.

你好。謝謝。我想——首先，祝賀一切。凱文，有一天你會為此寫一本很棒的書。因此我們期待閱讀祝賀。祝賀整個團隊。所以問題在於資本支出，我認為今年的數字是 2.4 億至 2.6 億美元。

Certainly, if we go back in the history of the industry in the casual dining landscape, I mean, there are so many brands that were once good that didn't do their remodels that didn't do relocations that didn't do rebuilds just because maybe the financial returns didn't pencil out at the point that, in other words, it wasn't necessarily the best use of capital from a return perspective.

當然，如果我們回顧休閒餐飲業的歷史，我的意思是，有很多曾經很好的品牌沒有進行改造，沒有進行搬遷，沒有進行重建因為也許財務回報還沒有達到那個程度，換句話說，從回報角度來看，這不一定是最佳的資本利用方式。

But in hindsight, it was necessary for the brand. I ask the question in the context of the Chili's brand. You have units that are 20 years old, 30 years old, 40 years old, maybe even a couple older than that, maybe 50 years old, approaching, I guess, not quite site, but in other words, getting up there.

但事後看來，這對品牌來說是必要的。我是根據 Chili 品牌的實際情況提出這個問題的。有些單位有20 年歷史，有些有30 年歷史，有些有40 年歷史，甚至可能還有一些更老的，也許有50 年曆史，我想，雖然還沒有完全達到現場標準，但換句話說，已經快到現場了。

Talk about since your system is so strong and people are so excited to work at your brand how much of an opportunity we may have for Chili's to really be a brand of the future from a physical asset perspective, $240 million to $260 million of CapEx, where does that number go? How much of an opportunity do you want to take forward with the money that you now have to perhaps spend considerably more on the existing asset base?

談談既然你的系統如此強大，人們如此興奮地為你的品牌工作，那麼從實體資產的角度來看，我們有多少機會讓Chili's 真正成為未來的品牌，2.4 億美元到2.6 億美元的資本支出，這個數字去哪了？您希望利用現在的資金在現有資產基礎上投入多大的機會？

Thanks for the question, Jeff. So I'll start off with kind of our approach to improving the estate or accelerating reimages. And then I'll let Mika provide any color on the numbers and how we're thinking about that. So right now, we really haven't done anything on reimaging yet. So we talk about food service and atmosphere.

謝謝你的提問，傑夫。因此，我將首先介紹我們改善房地產或加速重新映像的方法。然後我會讓米卡提供有關數字的詳細資訊以及我們對此的看法。所以現在，我們實際上還沒有對重新映像做任何事情。因此我們談論食品服務和氛圍。

Most of the atmosphere work that we've done so far has been in terms of repairs and maintenance. So that would be things like leaky roofs and bathrooms that they don't need assistance and any -- we replaced 1,000 sticky tables that were during COVID damaged through the cleaning process of making sure things were really clean.

到目前為止，我們所做的大部分大氣工作都是維修和維護。因此，諸如漏水的屋頂和浴室等不需要任何幫助，我們更換了 1,000 張在 COVID 期間在清潔過程中被損壞的粘性桌子，以確保所有東西都真正乾淨。

And so really just sprucing up the existing estate, but not necessarily reimaging and taking it to the future of what Chili's -- the new Chili's that we're building, right? That is going to be a focus for us starting next fiscal. So Jesse Johnson and Jim Pay kind of our leaders, Jesse is our out of advertising and brand image and Jim is our Head of Construction and in charge of reimaging, they are working very closely together to figure out what's that new next-generation reimage prototype. And our hope will be -- and our expectation is it will be done sometime early in next fiscal, and then we'll start being able to roll out roughly 100 buildings a year of reimaging.

所以實際上只是對現有的房產進行整修，而不一定重新規劃並將其帶向 Chili's 的未來——我們正在建造的新 Chili's，對嗎？從下個財年開始這將成為我們關注的重點。因此，Jesse Johnson 和Jim Pay 是我們的領導者，Jesse 是我們的廣告和品牌形象主管，Jim 是我們的建設主管，負責重塑形象，他們正在密切合作，以找出新的下一代重塑形象原型。我們的希望是——而我們的預期是它將在下一個財年早期的某個時候完成，然後我們將開始每年對大約 100 座建築進行重新規劃。

And there's 200 right now that we think are like what we'd call prioritization assets that we want to get quickly because they are the ones that are much older generation. They could be not reimaged in 20, 30 years, right? And our most in need of a reimage program. So that's what we're going to focus on first. And then once we get that done, then I think you'll probably see more of a normal cadence to because it -- the rest of the state may not be in the image of what these guys are building, but it looks pretty darn good.

我們認為目前有 200 個是所謂的優先資產，我們希望盡快獲得它們，因為它們是老一代的。20、30 年後它們可能都無法被重新塑造，對嗎？我們最需要的是重新映像程式。所以這就是我們首先要關注的。一旦我們完成了這項工作，我想你可能會看到更正常的節奏，因為——該州的其他地方可能與這些人正在建立的形像不一樣，但看起來相當不錯。

Like I don't go into that restaurant go I think this is brand damaging anyway or is this is holding us back from growing comps. It's just, over time, you got to make sure you continue to update these things so that you don't get behind like we did before. So that's how we're thinking about, I don't know, Mika, if you want to add any color on the dollars and how we're thinking about that.

就像我不會去那家餐廳一樣，我認為這無論如何都會損害品牌，或者是阻礙我們成長。只是，隨著時間的推移，你必須確保繼續更新這些內容，這樣你就不會像以前那樣落後。所以這就是我們的想法，我不知道，米卡，如果你想對美元添加任何顏色以及我們是如何考慮這一點的。

Yes, John, it will be more information to come because we're still just really working on the whole scope and the cost. But we're not going to be scared about adding that to the capital allocation plan, like the CapEx budget. So we've spent millions of dollars. We've invested millions of dollars on the operations side. We're investing in the CapEx.

是的，約翰，將會有更多信息，因為我們仍在研究整個範圍和成本。但我們不會害怕將其添加到資本配置計劃中，例如資本支出預算。因此我們花了數百萬美元。我們在營運方面已投資數百萬美元。我們正在投資資本支出。

And again, the foundation of our strategy is you have to invest in the business to grow it. You can't try to micromanage every single investment because then you can get nowhere. So all great points, and we think that's a key for us as we move forward. And we'll ramp up as fast as we can as fast as the system can digest it.

再說一次，我們策略的基礎是你必須投資業務才能使其發展。您不能嘗試對每項投資進行微觀管理，因為這樣您將一無所獲。這些都是很好的觀點，我們認為這是我們前進的關鍵。我們將盡可能快速地提升速度，直到系統能夠消化它。

And I ask this, obviously, in the context of some quick service remodels that we've seen, there's a scrape and rebuild package that's currently being talked about, that's something like $1.8 million for a legacy quick service. And obviously, eating inside of a quick service restaurant is it nearly as important as casual diners.

我問這個問題，顯然是在我們看到的一些快速服務改造的背景下，目前正在討論一個清理和重建方案，對於傳統的快速服務來說，這個方案的價格大約是 180 萬美元。顯然，在快餐店內用餐與在休閒餐廳用餐同樣重要。

So do you have -- could you imagine over time that like a quarter of your units might be $3 million or $4 million in the quarter, just like some number materially lower than that? Like how are you kind of -- I mean, if you're willing to talk about it on this call or not, just kind of the range of projects that we might be considering for Chili's over the next, I guess, over the year?

那麼，您是否可以想像，隨著時間的推移，您季度的四分之一的銷售額可能會達到 300 萬美元或 400 萬美元，或者遠低於這個數字？例如，你怎麼樣——我的意思是，你是否願意在這次電話會議上談論這個問題，我們可能會考慮在未來一年為 Chili’s 開展哪些項目？

John, we'll consider it all. We actually have one of our first scrap and rebuild that's happening right now. So we'll watch and see how that goes. And we have a lot of different markets, a lot of different product lines down there. So we're open to all of it, and that's what we're looking at now.

約翰，我們會考慮這一切。事實上，我們現在正在進行第一批拆除和重建工作。我們將拭目以待事情將如何發展。我們在那裡有很多不同的市場，有很多不同的產品線。所以我們對所有這些都持開放態度，這就是我們現在正在關注的。

Well, you're in a great position to consider all this. So congratulations on everything. Thank you.

好吧，你現在正處於一個非常有利的位置來考慮這一切。祝賀一切順利。謝謝。

Thanks, John.

謝謝，約翰。

Brian Vaccaro, Raymond James.

布萊恩·瓦卡羅、雷蒙·詹姆斯。

Hi, thanks. Good morning. Kevin, you noted the continued strength from the guest experience you're seeing. Could you update us on some metrics that you've given in the past a GWAP percentage or anything else you have Andy on that topic? And sort of related to that, on the labor side mark, you mentioned adding some labor hours through the second quarter to sort of catch up to the traffic surge you've seen. Is there any way to frame or quantify sort of that catch-up investment or to think about the relationship between ours and traffic going forward?

嗨，謝謝。早安.凱文，您注意到了客戶體驗的持續增強。您能否向我們介紹一下您過去提供的一些指標，例如 GWAP 百分比，或者關於該主題的任何其他信息，Andy？與此相關的是，在勞動力方面，您提到在第二季度增加一些工時，以趕上您所看到的流量激增。有沒有什麼方法可以建構或量化這種追趕投資，或思考我們與未來交通之間的關係？

Yes. Let me start with the first question, Brian, and then I'll leave it to Mika to talk about the after tax on labor question. So essentially, what happened in the quarter is in October, we've got behind on staffing for a variety reasons. The main one is that the volume really increased very quickly. And by the end of the quarter, we had caught up.

是的。布萊恩，讓我先問第一個問題，然後我會讓米卡來談談稅後勞動力問題。因此，從本質上講，本季發生的情況是，10 月份，由於各種原因，我們的人員配備落後了。最主要的是，銷量確實增加得非常快。到本季末，我們就趕上來了。

So -- what we saw was a little bit of a dip in scores in that first period of the quarter. And then progressively, things got better as we caught up on the labor equation. So we actually ended the quarter last year on GWAP, we were at 3.5%. Lower is better, by the way. This year, in Q2, we were at 2.9%.

所以——我們看到的是本季第一階段的分數略有下降。然後，隨著我們逐漸掌握勞動方程式，情況變得越來越好。因此，去年季度末，我們的 GWAP 實際上為 3.5%。順便說一句，越低越好。今年第二季度，這一比例為 2.9%。

So -- that's a pretty significant drop. I mean, that number -- when I started, the GWAP was over 5%, and now we're talking about getting sub-3%, especially with the traffic increases that we've seen. So these are record numbers with the traffic increases. So we feel very, very good about the traction we're headed. The thing I talk about with the team is we can't get bored of continuing to improve those metrics because that's probably why we're winning right now.

所以——這是一個相當顯著的下降。我的意思是，當我開始時，GWAP 超過 5%，而現在我們談論的是低於 3%，特別是我們看到流量增加的情況下。隨著流量的增加，這些數字創下了歷史新高。因此，我們對於目前的發展動能感到非常非常滿意。我與團隊討論的事情是，我們不能厭倦繼續改進這些指標，因為這可能是我們現在獲勝的原因。

Like marketing has done a great job of bringing the guests in. But the reason why we're keeping guests because the experience is really good. It's becoming a part of the rotation and consideration set. So we're going to continue to reasonably simplify the operation. We're going to continue to make sure our technology is working very hard for our teams to reduce half that technology can do.

就像行銷在吸引客人方面做得很好一樣。但我們留住客人的原因是因為體驗真的很好。它正在成為輪換和考慮的一部分。所以我們將繼續合理地簡化操作。我們將繼續確保我們的技術能夠為我們的團隊盡力減少技術所能帶來的一半影響。

And that's going to be our hallmark. We -- as GWAP continue to go down or we have to hold ourselves accountable.

這將成為我們的標誌。我們 — — 隨著 GWAP 持續下降，我們必須承擔責任。

Yeah. So Brian, as far as specifics on the investments, this one is a little bit hard because the labor has ramped up so significantly. So it's not necessarily that we're adding to the base model as we have to ramp up as traffic does. And so what I would tell you is we continue to add people where we think it makes sense and that we watch these guest scores. We watch how we're turning traffic through.

是的。布萊恩，就投資的具體情況而言，這有點困難，因為勞動力數量大幅增加。因此，我們不一定需要在基礎模型上進行添加，因為我們必須隨著流量的增加而增加。因此我想告訴你們的是，我們會繼續在我們認為合理的範圍內增加人員，並且會關注這些嘉賓的得分。我們觀察如何引導交通。

And so we're a little bit in flux. I mean, high level, like I said, I gave some guidance on what I thought the full year run would be. I would say where we leveraged over 200 basis points of labor in the second quarter, I think you'd see about half of that in the last two quarters of year-over-year improvement. But still leveraging it, investing in this labor, making sure the bets are taken care of as we ramp up and then we're going to come back.

因此我們處於有點變化之中。我的意思是，正如我所說，我對全年運行情況的看法提供了一些指導。我想說的是，我們在第二季度利用了超過 200 個基點的勞動力，我認為在過去兩個季度中你會看到其中的一半左右同比增長。但仍然利用它，投資於這種勞動力，確保在我們加大投入時處理好賭注，然後我們就會回來。

All right. That's super helpful. And if I could squeeze one more in on advertising spend, Mika, I think you said the dollars were flat. I wanted to make sure you were referencing dollars there and not as a percent of sales, am I interpreting that right?

好的。這非常有幫助。米卡，如果我可以再擠一點廣告支出的話，我想你會說金額持平了。我想確保您引用的是美元而不是銷售額的百分比，我的理解對嗎？

You are. So the dollar spend was flat year-over-year. Another reason our -- that helps with our restaurant expense in Q2. So the incremental spend that we have planned has now shifted to the back half of the year with probably 60% to 70% of the incremental spend happening in the fourth quarter. So that's the dollars are.

你是。因此美元支出與去年同期持平。另一個原因是這有助於我們減少第二季的餐廳開支。因此，我們計劃的增量支出現已轉移到今年下半年，其中大約 60% 到 70% 的增量支出發生在第四季。這就是美元。

Okay. And the dollar increase, I think originally, you thought that would be up some right, $15 million to $18 million coming into the year. Still in that ballpark?

好的。至於美元的成長，我想您最初認為今年的美元成長幅度應該在 1500 萬美元到 1800 萬美元之間。還在那個範圍內嗎？

Still in that ballpark.

仍在那個範圍內。

Excellent. All right, thank you so much.

出色的。好的，非常感謝。

Christine Cho, Goldman Sachs.

高盛的 Christine Cho。

Hi. Thank you for taking my question and really a big congrats for the great quarter. You've had a big progress in gaining tokenized data. But what are some of the next steps for some major areas of additional investments required as you further progress in the digital journey and deepen your consumer insight.

你好。感謝您回答我的問題，並真心祝賀您本季的優異成績。您在獲取標記化資料方面取得了很大進展。但是，隨著您在數位化旅程中取得進一步進展並加深對消費者的洞察，您需要在一些主要領域進行哪些額外投資？

Yeah. Thanks for the question, Christine. So there are two things we're working on there. One, we've been using a third party to help us mine the data. It's expensive and very slow.

是的。謝謝你的提問，克里斯汀。我們目前正在進行兩件事。一，我們一直在使用第三方來幫助我們挖掘資料。它很貴，而且很慢。

So we're trying -- we have a new Head of Data leader, Alex Knight that we hired last quarter and he is trying to build out in-house capability to be able to mine the tokenized data. So that's going pretty well. Like I anticipate every quarter, we're going to get stronger and building in-house capability to mine the data and make it more systematized versus something that's either expensive or it takes a long time for our people to pull. So that's kind of point one.

所以我們正在嘗試——我們在上個季度聘請了一位新的數據主管 Alex Knight，他正在嘗試建立內部能力以便能夠挖掘標記化數據。一切進展順利。就像我每個季度都預期的那樣，我們將變得更強大，並建立內部能力來挖掘數據並使其更加系統化，而不是花費大量金錢或需要我們的人員花費很長時間才能完成。這是第一點。

And then point two, what I've charged the team with is we are not going to try to expand our loyalty program until we take the friction out of it for the guests and the team members. So when we deploy free offers, even with the free chips and salsa that you get every time you come in as long as you're a loyalty reward member and put your phone number in. There's just a lot of friction with it. And so what ends up happening is the guest doesn't easily get their discount. They have to call a manager over.

第二點，我要求團隊做的是，在我們為客人和團隊成員消除摩擦之前，我們不會嘗試擴大我們的忠誠度計劃。因此，當我們部署免費優惠時，只要您是忠誠獎勵會員並輸入您的電話號碼，您每次進來都可以獲得免費的薯片和莎莎醬。只是存在著很多摩擦。最終的結果是客人無法輕易獲得折扣。他們必須叫經理過來。

The manager takes their time away from being in the diagram or leading their teams. Eventually, we get it sorted out and they get the discount. But the guest doesn't really feel great about the experience the server and the manager doesn't feel we got about experience, right? And ultimately, if we're doing this to drive loyalty, that's not driving loyalty for anything, right?

經理沒有花時間在圖表上或領導他們的團隊。最終，我們解決了問題，他們也獲得了折扣。但客人對於服務生的體驗確實感覺不太好，經理也認為我們的體驗不太好，對嗎？最後，如果我們這樣做是為了提高忠誠度，那麼這對任何事都沒有任何幫助，對嗎？

So the direction I've given the team is, let's get that friction out of redemption of MCR or -- I'm sorry, my Chili's Rewards offers so that it actually is a loyalty building experience. And then once that's fixed then we can start driving it again.

所以我給團隊的方向是，讓我們消除 MCR 兌換或 — — 對不起，我的 Chili’s Rewards 優惠中的摩擦，這樣它實際上是一種忠誠度建設體驗。一旦問題解決，我們就可以再次開始駕駛它。

So I don't really have a timetable of when it's going to get cleaned out. But the mantra for the team is unless it's supermarket easy, meaning you can just put your phone number in and all the -- and whatever discount you have in your car comes out, I'm not that interested in continuing to drive it and I'd rather just drive loyalty to improving the guest experience, the food and the atmosphere. So more to come on that because I do think it's more upside for our business, but we got to get that thing operationally ironed out. before we start really growing it.

所以我確實沒有一個清理完畢的時間表。但團隊的口號是，除非它像超市一樣簡單，也就是說，你只要輸入你的電話號碼，然後——不管你的車有什麼折扣，我都不太想繼續開它，我寧願僅僅通過改善客人體驗、食物和氣氛來提高忠誠度。因此，我對此還有更多的討論，因為我確實認為這對我們的業務更有利，但我們必須在營運上解決這個問題。在我們真正開始培養它之前

Katherine Griffin, Bank of America.

美國銀行的凱瑟琳·格里芬。

Hi. Thanks for the question. First, I wanted to ask if the -- some of the commentary that you gave on month-to-month comp trends, quarter-to-date trends, does that apply to Maggiano's as well? Did you see like a similar cadence? And then where does Maggiano's fit in terms of the full year expectations you talked about in terms of sustaining a level of comp growth?

你好。謝謝你的提問。首先，我想問一下，您對月度同比趨勢、季度迄今趨勢所給出的一些評論是否也適用於 Maggiano's？您是否看過類似的節奏？那麼，就您所說的維持一定水準的全年預期而言，Maggiano 的表現如何呢？

Maggiano's is in a different spot in Chili's, but their same-store sales were pretty similar month-to-month as well. So again, there were some holiday flips in there. But their trajectory is -- they're working on improving and like Kevin said, that's going to -- they're kind of earlier in the turnaround until we have more specifics on them. But there was no wild fluctuations in their results.

Maggiano's 與 Chili's 的位置不同，但他們的同店銷售月環比也相當相似。因此，再次強調，其中存在一些假期變化。但他們的軌跡是 - 他們正在努力改進，就像凱文所說的那樣 - 在我們掌握更多具體信息之前，他們處於轉機的早期階段。但他們的結果並沒有出現劇烈波動。

Okay. Thank you. And then just with the TikTok and social media virality, having continued for a couple of quarters, without giving away like any trade secrets, I'm just curious if there's a way you can contextualize the conversion rate of TikTok impressions into traffic? Is it something that happens immediately? Is there like a lag effect? Just want to understand to what extent you can forecast the impact of social media marketing and virality maybe a little bit in your control more than I might assume .

好的。謝謝。然後，隨著 TikTok 和社群媒體的病毒式傳播，已經持續了幾個季度，但沒有洩露任何商業機密，我只是好奇是否有辦法將 TikTok 展示次數的轉換率具體化為流量？這是立即發生的事情嗎？是否存在滯後效應？只是想了解你能在多大程度上預測社群媒體行銷和病毒式傳播的影響，也許你能控制的程度比我想像的要大一些。

We don't really -- we don't have any kind of like x amount of social media impressions equals wide amount of sales, like we just -- I don't think anybody has that in the industry. We don't have it. And if someone has it, we're going to go find out capability and get it because that would sure make forecasting a whole lot easier.

我們實際上並沒有——我們並沒有任何類型的類似 x 數量的社交媒體印像等於大量銷售量，就像我們只是——我認為業內沒有人擁有這種東西。我們沒有。如果有人擁有它，我們就會去找出能力並獲得它，因為這肯定會讓預測變得容易得多。

We do know we have positive buzz and we've seen traffic go up and positive buzz. So things like that. We know what our Triple Dipper sales are. But it's really -- I think the part of the story is it's all very consistent. It's not ups and downs.

我們確實知道我們有正面的評價，我們已經看到流量上升和正面的評價。諸如此類的事情。我們知道我們的 Triple Dipper 銷售額是多少。但事實上——我認為故事的一部分是非常一致的。沒有跌宕起伏。

It's not peaks and valleys. It's a very consistent change in the business across all day parts across lunch, dinner, weekday, weekend. So again, it's a very consistent change that we're growing sales in all places of the business.

這不是高峰和低谷。午餐、晚餐、工作日、週末等全天時段的業務變化非常一致。所以，這是一個非常一致的變化，我們在所有業務領域的銷售額都在成長。

Thank you.

謝謝。

Andrew Strelzik, BMO.

安德魯·斯特雷爾齊克（BMO）。

Hey. Thanks for taking my question. I wanted to go back to the conversation around operations. Now you have the TurboChefs in the numbers, you're making some incremental investments in food quality -- it sounds like labor exited the quarter where you wanted.

嘿。感謝您回答我的問題。我想重新討論一下有關營運的話題。現在您有了 TurboChefs 的數據，您正在對食品品質進行一些增量投資——聽起來勞動力在您希望的季度退出了。

So I guess on the margin, it sounds like going forward, like this is more marginal or incremental investment and anything chunky. Is there anything kind of larger scale that we should -- that you're thinking about or considering given the strength of the traffic trends, even if it's beyond 2025 into '26 that whether from a proactive perspective or just to improve the operations as you continue to talk about investments.

因此，我猜從邊際上來說，這聽起來像是向前發展的，就像是更多的邊際或增量投資以及任何大額投資。考慮到交通趨勢的強勁，您是否正在考慮或考慮更大規模的措施，即使是從 2025 年到 2026 年，無論是從積極的角度，還是僅僅為了改善運營，繼續談論投資。

Andrew, we talk about investments all the time as a leadership team, and we balance on what's going to have the biggest bang for the buck and what can operations handle with all the changes. So again, we've gone through all our opportunities, and we think that TurboChef was a great one to accelerate, to improve food quality, to make the team members' job easier kind of goes in the line of simplification.

安德魯，作為領導團隊，我們一直在談論投資，我們會權衡什麼能帶來最大的收益以及營運如何應對所有變化。所以，我們再次經歷了所有的機會，我們認為 TurboChef 是一個很好的機會，它可以加速、提高食品質量，使團隊成員的工作更輕鬆，並簡化流程。

So right now, I mean things can only change if something great comes up. Kevin and I will evaluate it and the team, and we'll decide if we want to move or adjust in the business, but we feel we've done a good job of evaluating kind of the opportunities, and we've pulled up as many things as we can to continue the momentum in the business.

所以現在，我的意思是只有發生偉大的事情才會改變。Kevin 和我將對它和團隊進行評估，我們將決定是否要在業務上進行移動或調整，但我們覺得我們在評估各種機會方面做得很好，並且我們已經盡我們所能，繼續保持業務發展勢頭。

Yeah. I mean the challenge is like we're learning about the business along with you guys, right? So -- when we see this influx of traffic, then we're out in the restaurants trying to understand from the leaders what more do you guys need to keep up with the traffic and then we're deploying those things like the TurboChef example where I think if you had asked me six months ago, are you willing to accelerate TurboChef right now?

是的。我的意思是，挑戰就像我們和你們一起學習業務，對嗎？所以——當我們看到客流量的激增時，我們就會去餐廳，試圖從領導者那裡了解你們還需要做些什麼來跟上客流量，然後我們就會部署這些東西，比如 TurboChef 的例子我想如果您六個月前問我，您是否願意現在加速TurboChef？

I think the answer would have been, well, let's just keep updating it as conveyor belt oven die and not worry about accelerating. And then when we get to two quarters of really accelerated growth and accelerated traffic trends and the restaurant leaders are like, hey, we need to TurboChef because we know what it does to the other restaurants that have them.

我認為答案應該是，好吧，讓我們繼續將其更新為傳送帶烤箱模具，而不必擔心加速。然後，當我們進入兩個季度的真正加速成長和加速客流量趨勢時，餐廳領導就會說，嘿，我們需要 TurboChef，因為我們知道它會對其他擁有它們的餐廳產生什麼影響。

And then that changes our point of view about that investment and accelerating it. So there's nothing -- there's no line of sight right now to like to be able to answer your question and say, yes, we know this is coming. But I do expect that if we continue to see accelerated traffic trends and as the business continues to evolve and we've learned more about how to deal with these higher guest counts there might be some more investments going forward, but there's nothing line of sight right now other than the normal stuff we talked about.

這改變了我們對投資和加速投資的看法。因此，目前還沒有任何跡象表明能夠回答您的問題並說，是的，我們知道這會發生。但我確實預計，如果我們繼續看到客流量加速成長的趨勢，隨著業務的不斷發展，我們越來越了解如何應對這些更高的客人數量，未來可能會進行更多的投資，但目前還沒有任何明確的計劃現在，除了我們談論的正常內容之外。

The good news is we're not having to hold back. So it's not we have a great idea, we feel like we can't pay for it or implement it. Like anything that we think the business can handle and help the business, we're doing it. So we're in a great position to accelerate any expense that we think or any cost that we think is going to help improve food service or atmosphere, and we're doing it.

好消息是我們不必退縮。所以，不是我們有一個好主意，而是我們覺得我們無力支付或實現它。就像我們認為企業可以處理並且能夠幫助企業的任何事情一樣，我們就會去做。因此，我們處於有利地位，可以加速我們認為有助於改善食品服務或氛圍的任何開支或成本，而我們正在這樣做。

Yeah. And the other thing I would share on that is like we're just trying to be really like judicious with where we deploy dollars because like everybody's got ideas, right? Like we're in a large system. And the restaurants in where that in the country might operate a little bit differently, right, even though we have a playbook. And so everybody's got perspectives and ideas on what we can invest in it.

是的。我想分享的另一件事是，我們只是試圖明智地部署資金，因為每個人都有想法，對吧？就像我們處在一個龐大的系統中。儘管我們有劇本，但該國的餐廳的運作方式可能會有所不同。所以每個人對於我們可以投資什麼都有自己的看法和想法。

So we collect those all the ideas, and then we talk about them as a leadership team and figure out how do we go plus these out that once they have promise, right? So it's just we're constantly getting more ideas than we can invest in, not only the ideas are great, some of the ideas are and then -- and that's how we're learning about the business and then we're going and deploying the capital. So I think we'll continue -- I mean I think that's been working, like using operator intelligence to drive our investment decisions has been working and I think we'll continue to do that.

因此，我們收集了所有這些想法，然後我們作為領導團隊討論這些想法，並弄清楚一旦它們有了希望，我們該如何將這些想法加以利用，對嗎？因此，我們不斷獲得比我們能夠投資的更多的想法，不僅這些想法很棒，而且有些想法很好——這就是我們了解業務的方式，然後我們就可以去部署首都。所以我認為我們會繼續 - 我的意思是我認為這一直有效，例如利用運營商智能來推動我們的投資決策一直有效，我認為我們會繼續這樣做。

Great. Thank you very much.

偉大的。非常感謝。

Jon Tower, Citi.

花旗銀行的喬恩‧陶爾 (Jon Tower)。

Great. Thanks for taking the question. Good morning. I guess I never heard of a cheese pull until my daughter showed me some of your customers doing it on social media. But kind of -- it goes back to the question earlier related to your social media presence. And just marketing in general. Obviously, you guys have had something pretty dramatic on social media platforms.

偉大的。感謝您回答這個問題。早安.我想我從來沒有聽說過奶酪拉扯，直到我的女兒在社交媒體上向我展示了一些顧客這樣做。但有點——這又回到了之前與您的社交媒體存在相關的問題。這只是一般的行銷。顯然，你們在社群媒體平台上經歷了一些相當戲劇性的事情。

And I'm just trying to think about longer term how you think about advertising dollar spend between the channels of traditional media, have you guys kind of reached a saturation point on linear TV and perhaps connected TV and/or frankly, a level of efficiency in other mediums that just makes sense for you guys to kind of hold the line from this point forward on your core Chili's brand versus continuing to add dollars to it?

我只是想知道，從長遠來看，你們如何看待傳統媒體管道之間的廣告支出，你們在線性電視和聯網電視上是否已經達到了飽和點，或者坦率地說，達到了效率水平在其他媒介中，從現在起，你們應該堅持核心Chili 品牌，而不是繼續投入資金，這是否合理？

Yeah. How the marketing team thinks about it is like you're setting the menu mix based on the brand priorities -- I'm sorry, the marketing mix based on the brand priorities. And right now, we feel like the mix is where it needs to be. Like there's no real reason to go change the percentage of dollars spent on TV versus social because the results are so good, right? So -- the only thing we're really thinking about now is should we be deploying more dollars to marketing given the return on investment that we're getting from it, right?

是的。行銷團隊對此的看法就像您根據品牌優先順序設定選單組合一樣——對不起，基於品牌優先順序的行銷組合。現在，我們感覺這種混合已經到了需要的程度。因為效果已經很好了，所以沒有理由去改變在電視和社交上花費的資金比例，不是嗎？所以——我們現在真正考慮的唯一事情是，考慮到我們從中獲得的投資回報，我們是否應該在行銷上投入更多資金，對嗎？

And we're really looking at it in terms of -- as we love the continue to grow sales, we feel like the paybacks are there. We're going to continue to invest -- the advertising dollars to earn through the growth of the business, right? And maybe the marketing team is slightly tweaking and maybe putting a little bit more against social. But like I don't think there's any major media mix changes that we're going to be doing in 2016 because whatever they're doing right now is obviously working really good. And so there's no reason to make a radical shift.

我們確實是從這個角度來看這個問題的——因為我們喜歡持續成長的銷售額，我們覺得回報就在那裡。我們將繼續投資——透過業務成長來賺取廣告費，對嗎？也許行銷團隊會稍作調整，可能會更反對社群。但我不認為我們在 2016 年會進行任何重大的媒體組合變化，因為他們現在所做的一切顯然都效果很好。因此沒有理由做出根本性的轉變。

Yeah, we're staying pretty consistent as a percent of sales, Jon. Obviously, that -- as the business improves, that gives us a few more dollars to invest, but we'll keep -- right now, we're going to keep with the program.

是的，喬恩，我們的銷售額百分比保持相當穩定。顯然，隨著業務的好轉，我們可以有更多的資金進行投資，但目前，我們將繼續執行該計劃。

Okay. Makes sense. And maybe just pivoting a little bit in terms of the customer usage. I appreciate everything you provided so far in terms of Triple Dipper looking better, but maybe perhaps across dayparts or weekends versus weekdays, how the business has been performing. Has there been any relative standouts. Obviously, the whole business looks like it's doing well, but curious to get any more insights there.

好的。有道理。也許只是根據顧客使用情況稍微調整一下。我感謝您迄今為止提供的所有信息，使 Triple Dipper 看起來更好，但也許可以看看在各個時段或週末與工作日相比，業務的表現如何。有沒有什麼比較突出的？顯然，整個業務看起來運作良好，但我好奇想獲得更多的見解。

Jon, that's what I love is what I look at all the pieces and all the pieces are growing. So every income level is growing, every demographic is growing. All the dayparts are growing. Off-premise, on-premise, all this. So there's no real standout of, oh, it's one region or it's one daypart.

喬恩，這就是我所喜歡的，我看著所有的碎片，所有的碎片都在成長。因此，每個收入水準都在成長，每個人口都在成長。所有時段都在成長。場外、場內，這一切。因此，沒有什麼真正突出的，哦，它是一個地區或一個時段。

So that really gets back to. We know that the fundamentals of improving food service and atmosphere is just improving the overall business. And so all these things are working together so that all pieces of the business are getting better. And that's again why we're so confident that this is sustainable.

這確實又回到了。我們知道，改善餐飲服務和氛圍的根本就是改善整體業務。所有這些因素共同作用，使得業務的各個部分都變得越來越好。這就是我們如此有信心其可持續性的原因。

Got it. Thanks a bunch.

知道了。非常感謝。

Jim Sanderson, Northcoast Research.

吉姆·桑德森（Jim Sanderson），Northcoast Research。

Hey, thanks for the questions. Congratulations on a great quarter. wanted to go back to some of the comments you made on operational improvements, notably adding the TurboChef, you're going to be removing the wind power.

嘿，謝謝你的提問。恭喜您本季取得優異成績。想回顧一下您對營運改進所做的一些評論，特別是添加 TurboChef，您將會移除風力發電。

How do these changes solve problems at the operator level, meaning is this a way to improve throughput? Is it a way to reduce wait times on peak periods? Does it accelerate throttling for digital orders? Just any feedback on how this translates into improved operations given the visibility you have from store level feedback?

這些變化如何解決操作員層面的問題，這意味著這是提高吞吐量的一種方法嗎？這是一種減少高峰時段等待時間的方法嗎？這是否會加速數位訂單的限制？鑑於您從商店層級回饋中獲得的可見性，您對此有何反饋？

Yeah, Jim, it's Kevin. So it really depends on the item. So maybe I'll give you two examples that you get a flare for like how we think about these things. So let's take the It's Just Wings station, wing station for -- in Zone 1. So that's a pretty big tower.

是的，吉姆，我是凱文。所以這確實取決於具體物品。因此我可以舉兩個例子來讓你了解我們是如何看待這些事情的。因此，我們以 1 區的 It's Just Wings 站為例。那是一座相當大的塔。

We've got a bunch of sauces that are housed there. There are bowls for every sauce. So if someone orders the Mango Habanero Wing, (inaudible) Wings or through Chili's, they'll take one of the bowls out, they'll put the wings in, they'll toss it and they mango habanero and then they'll clean up the bowl and put it back into the station. The station is like, I don't know, 5 or 6 feet tall. It takes up a lot of space in Zone 1 where we're doing all the frying.

我們在那裡存放了很多醬汁。每種醬料都有碗。所以如果有人點了芒果哈瓦那辣雞翅，（聽不清楚）雞翅或者通過Chili's 點的，他們會拿出一個碗，把雞翅放進去，然後把它扔進去，再放上芒果哈瓦那辣雞翅，然後他們會清理將碗提起並放回站內。這個車站大概有，我不知道，5 或 6 英尺高。它佔據了我們進行煎炸工作的 1 區中的很大空間。

And so that's an example where, hey, if we get rid of a couple of the sauces that are offered on It's Just Wings and Chile's we can dismantle that station and just put bottles on the line and just have a couple of bowls that stack on the line to be able to do this, right? When you take that station at a Zone 1, it literally gives you more space to then put another body in so you can buy a weekend, right? So Friday night, Saturday night, Saturday lunch, where they actually need more people in the fry zone, we now have physical space to be able to do that, right?

舉個例子，如果我們去掉 It's Just Wings 和 Chile's 提供的幾種醬料，我們可以拆除那個站，只把瓶子放在線上，只放幾個碗放在上面這條線路可以做到這一點，對嗎？當你在 1 區乘坐該車站時，它實際上會給你更多的空間來容納另一個人，這樣你就可以買到一個週末，對嗎？所以週五晚上、週六晚上、週六午餐，他們實際上需要更多的人在油炸區，我們現在有實體空間可以這樣做，對嗎？

So think about that example is about there's less cleaning time, there's less things to clean to get rid of the station. There's faster throughput because the pod right now and throughput is Zone 1 because of all the Triple Dippers that we're selling and all the French Fries is that we're selling.

所以想想這個例子是關於清潔的時間更少，清理車站需要清理的東西也更少。由於現在的吊艙和吞吐量是 1 區，因此吞吐量更快，因為我​​們銷售的所有 Triple Dippers 和所有炸薯條都是我們銷售的。

So being able to put in additional body certainly dramatically speeds things up, right? So that's an example where less equipment to clean more space to put a body there and then faster throughput. So that's one example. Another example, we talked about on the call was just using steak weights, right? So a steak weights way will be able to -- depending on the cut of steak a whole lot faster.

因此，能夠增加額外的體力肯定會大大加快速度，對嗎？這是一個例子，用更少的設備來清理更多的空間來放置屍體，從而提高生產速度。這是一個例子。另一個例子，我們在電話中討論的只是使用牛排重量，對嗎？因此，牛排的重量將能夠——取決於牛排的切割方式，速度要快得多。

It doesn't impact the pace or the juiciness of the steak whatsoever. It literally is just a way to cook a little bit faster because you're cooking both sides of the steak at the same time with the hot piece of metal, right? So these are examples that now will increase throughput, right, and I'll make it easier for the Zone 2 cook to get all the things out faster, right? So it really depends on the... But what we're doing is we're sitting down with the teams and we're understanding what are the common things that they need help with.

它不會影響牛排的速度和多汁性。這實際上只是一種加快烹飪速度的方法，因為您要用熱的金屬片同時烹飪牛排的兩面，對嗎？所以這些是現在可以提高吞吐量的例子，對吧，我會讓 2 區廚師更容易更快地將所有東西拿出來，對吧？所以真的取決於...但我們正在做的是與團隊坐在一起，了解他們通常需要幫助的是什麼。

We're taking those ideas back to our leadership team and we're prioritizing or getting effort. And I think that's having huge impacts. I mean if you talk to a general manager and a random Chili's, they're going to tell you even with all the increased volume, it's a lot easier to run a Chili's right now.

我們會將這些想法回饋給我們的領導團隊，並確定優先事項或做出努力。我認為這會產生巨大的影響。我的意思是，如果你和一位總經理和一家 Chili's 餐廳交談，他們會告訴你，即使業務量大幅增加，現在經營一家 Chili's 餐廳也容易得多。

Understood. Thank you very much for that. Just a quick follow-up question. Looking at your promotional plan adding fajitas, should we expect you to really leverage social media influencers on Instagram, et cetera, to support that launch in tandem with the TV advertising for the 3 For Me. Is that kind of the way to look at the marketing plan?

明白了。非常感謝。這只是一個快速的後續問題。從您添加法士達的促銷計劃來看，我們是否應該期望您真正利用 Instagram 等社交媒體影響力來支持該產品的推出，同時配合 3 For Me 的電視廣告。這就是看待行銷計畫的方式嗎？

Well, I don't have the marketing side for hits yet. There will be some type of work that they do. It's certainly not going to be on TV only have that, those plans, we'll certainly share them out. But I don't have line of sight other than the merchandising plan and the operational food fixes that we're doing in fees.

嗯，我還沒有做好熱門產品的行銷工作。他們會做一些類型的工作。當然，這不會只在電視上播出，我們一定會分享這些計畫。但除了商品銷售計劃和我們在費用方面所做的營運食品修復之外，我沒有其他的關注點。

Understood. Thank you very much.

明白了。非常感謝。

We have reached the end of the question-and-answer session. And I would now like to turn the floor back to Kim Sanders for closing remarks.

問答環節已經結束。現在我想請金·桑德斯作最後發言。

Thank you, Holly. That concludes our call for today. We appreciate everyone joining us and look forward to updating you on our third quarter results in April. Have a wonderful day. Bye-bye, everyone.

謝謝你，霍莉。今天的通話到此結束。我們感謝大家的加入我們，並期待在四月向您通報我們的第三季業績。祝您有美好的一天。大家再見。

Thank you. This concludes today's conference call. You may disconnect your phone lines at this time and have a wonderful day. Thank you for your participation.

謝謝。今天的電話會議到此結束。此時您可以斷開電話線並享受美好的一天。感謝您的參與。