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spk17: Good afternoon and welcome to the Chipotle Mexican Grill third quarter 2022 results conference call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star then one on your telephone keypad. To withdraw your question, please press more than two. Please note this event is being recorded. I would now like to turn the conference over to Cindy Olson, head of investor relations and strategy. Please go ahead.
spk00: Hello, everyone, and welcome to our third quarter fiscal 2022 earnings call. By now, you should have access to our earnings press release. If not, it may be found on our investor relations website at ir.chipolle.com. I will begin by reminding you that certain statements and projections made in this presentation about our future business and financial results constitute forward-looking statements. These statements are based on management's current business and market expectations, and our actual results could differ materially from those projections in the forward-looking statements. Please see the risk factors contained in our annual report on Form 10-K and in our Form 10-Qs for a discussion of risks that may cause our actual results to vary from these forward-looking statements. Our discussion today will include non-GAAP financial measures. A reconciliation to GAAP measures can be found via the link included on the presentation page within the investor relations section of our website. We will start today's call with prepared remarks from Brian Nickell, Chairman and Chief Executive Officer, and Jack Hartung, Chief Financial and Administrative Officer, after which we will take your questions. Our entire executive leadership team is available during the Q&A session. And with that, I will turn the call over to Brian.
spk12: Thanks, Cindy, and good afternoon, everyone. Our third quarter results demonstrated the resiliency of the brand and strength of our organization in managing through a difficult consumer environment along with the inflationary headwinds we have experienced over the past 18 months. For the quarter, sales grew 14% to reach $2.2 billion, driven by a 7.6% comp. In-store sales grew by 22% over last year. Digital sales represented 37% of sales. Restaurant level margin was 25.3%, an increase of 180 basis points year over year. Adjusted diluted EPS was $9.51, representing 35% growth over last year. And we opened 43 new restaurants, including 38 Chipotle's. In the third quarter, we continue to see a widening of trends by income level, with the lower income consumer further reducing frequency. Fortunately for Chipotle, the majority of customers are from higher income households, which continue to increase purchase frequency. While it is difficult to predict the macro impact on future spending trends, we know our value proposition remains strong, and we experience minimal resistance to our price increase in the quarter. To put it into perspective, our average chicken burrito or bowl, which makes up about 50% of our orders across the U.S., is below $9 in our restaurants. This is a tremendous value when you consider the quality of our food, including our food with integrity standards, the fresh preparation utilizing classic cooking techniques, the customization, generous portions, and of course, the convenience and speed. Our fresh preparation is particularly unique when comparing Chipotle to other restaurants. There are not many restaurant options that prepare their food fresh daily, and we do it in all 3,000 plus restaurants. Our restaurant teams begin preparation at 7.30 in the morning to be able to serve our delicious food by the time we open. We only use 53 real ingredients, all of which you can pronounce, and our dedicated employees prepare the food in our open kitchens using classic cooking techniques. This includes grilling fajita veggies and adobo chicken on the plancha, hand-mashing avocados to make our signature guacamole, and making our chips fresh every day. So again, when you combine all these elements, you get an industry-leading brand with a tremendous value offering. And our five key strategies will continue to help us win today while we create the future. Now let me provide an update on each of these strategies, which include, number one, running successful restaurants with a people-accountable culture that provides great food with integrity while delivering exceptional in-restaurant and digital experiences. Number two, amplifying technology and innovation to drive growth and productivity at our restaurants and support centers. Number three, making the brand visible, relevant, and loved to improve overall guest engagement. Number four, expanding access and convenience by accelerating new restaurant openings. And number five, sustaining world-class people leadership by developing and retaining diverse talent at every level. First, starting with our restaurants. We remain focused on being brilliant at the basics, including staffing our restaurants with talented team members focused on the foundations of the business. These include having great culinary prepared and ready to serve, open to close, in a food-safe environment, improving order accuracy and timing for the digital business, and increasing throughput and hospitality for the in-restaurant business. At the end of last quarter, we rolled out an updated training program called Project Square One, which includes training around throughput, digital execution, food quality, and hospitality to deliver an exceptional customer experience. We've made some progress during the quarter, but we are not where we need to be. The capabilities of our teams needs to and will improve. Chipotle is a restaurant business with high standards, and we need to train and develop our teams so that these standards are met. Additionally, in these uncertain times, it is critical that we treasure the guest, and this will be a primary focus of everyone in operations and across our company. With so much change over the past couple of years brought on by the pandemic, it has been refreshing to focus on the foundation which Chipotle was built. We do see that our highest volume restaurants are meaningfully outperforming lower volume restaurants in terms of throughput. What these restaurants have in common is experienced managers and crew that understand the importance of the foundations. As our newer restaurant employees go through the training and get more real-time reps, we believe we will see consistent improvement over time. As we discussed last quarter, we continue to look for ways to enhance our tools and systems to support in-restaurant execution and improve the overall experience for our employees and guests. I am excited to share a pilot that we recently announced, as well as an update on Chippy. We are piloting advanced location-based technology to enhance our app functionality and provide a seamless, convenient experience for our guests. For guests who opt in, the program can engage with Chipotle app users upon arrival to our restaurants and utilize real-time data to enhance their experience with our order readiness messaging, wrong pickup location detection, reminders to scan the Chipotle Rewards QR code at checkout, and much more. And I'm happy to share that Chippy is now in one of our restaurants, and we are excited to test and learn from the autonomous robot that helps our teams make tortilla chips, bring up their time to serve and support our guests. Chippy is trained to replicate Chipotle's exact recipe to cook the chips to perfection, finishing with a hint of lime juice and a dusting of salt. Additionally, Chippy can make chips throughout the day, which results in fewer outages and improves freshness. Moving to our branding. Our Real Food for Real Athletes platform continues to expand as we rolled it out to football, America's most watched sport. The campaign focusing on athletes that love to eat at Chipotle as part of their training and lifestyle as it helps them to perform their best by providing proper nutrition through real ingredients. At the pro level, we brought together the 88 Club for the first time in an ad with Dallas football greats who wore the number 88. C.D. Lamb, Michael Irvin, Des Bryant, and Drew Pearson. The 88 Club TV ad premiered during Sunday Night Football, and all of the athletes' go-to Chipotle orders were featured in our app. Chipotle's 88 Club content achieved great engagement with millions of views across channels. Additionally, at the college level, we took a local approach with the Real Food for Real Athletes campaign in Ohio, which is one of our biggest markets and where we have our largest restaurant support center. We partnered with Ohio State offensive lineman and running back Travion Henderson. on an ad narrated by former Buckeye running back grade Archie Griffin. Tapping into the passion the fans have for their favorite teams and game day excitement, the ad showcased Trevion's journey before he runs onto the field and was amongst our highest engaged videos in social media channels. Shifting to LTOs, we remain comfortable with our cadence of one to two LTOs a year as it excites our guests and is driving both higher frequency and spend. As you may have seen, we launched Garlic Weeheeo Steak in mid-September, which is an entirely new flavor profile featuring tender cuts of freshly grilled steak with the bold flavor of garlic and guajillo peppers and finished with fresh lime and cilantro. In maintaining our relevance in the metaverse, we premiered the garlic guajillo steak to our community on roadblocks, where users could grill, season, cut, and virtually taste the steak. The first 100,000 users who successfully completed the Chipotle Grill Simulator received a promotional code that can be redeemed in our restaurants. Again, showing our ability to blend the metaverse with real life. Complementing the Roblox experience, we also provided early access to our 30 million rewards members as we continue to provide rewards members with added value. While still early days, Garlic Guijillo Steak is getting excellent customer feedback and is driving a higher check as a premium protein experience. However, it is faced with the challenge of rolling over our highly successful brisket program last year. As a reminder, brisket ended in mid-November, and the Garlic Guajillo Steak Program will go through the end of the year. Additionally, following the success of Pollo Asado, we began testing Chicken al Pastor in Denver and Indianapolis. Chicken al Pastor adds an exciting level of spice to guests' go-to orders, and if successful in the stage gate process, it could be available for rollout in 2023. Our next strategic pillar is expanding access, which is still a top request from consumers. We remain on track to open 235 to 250 new restaurants in 2022, and anticipate opening between 255 to 285 restaurants in 2023, barring any further delays in construction or equipment availability. Our pipeline remains strong, and as these challenges ease, we are confident that we can get to the top end of our target 8 to 10% range. In addition to expanding in our core markets, we remain excited about new opportunities, including Alberta, Canada, and small towns in the U.S. We plan to enter Alberta, Canada in 2023 with our first location in Calgary. Alberta makes the most sense as our next market's open in Canada as it has two of the main cities, including Edmonton and Calgary, each with relatively large populations. Additionally, there is brand recognition as people from Alberta have visited Chipotle restaurants in British Columbia and Ontario. In the US, our small town strategy is also performing very well. Overall, small town restaurants have comparable margins and returns to the company average. And we were excited about the growth opportunity, which is included in our 7,000 long-term restaurant target. I'm also proud to share that opening day sales for a restaurant in a small town in Texas was a new company record. I would like to express my congratulations and gratitude to the restaurant and development teams for making that one happen. And speaking of teams, our purpose of cultivating a better world starts with our people. The importance of developing our people is paramount to running great restaurants, as well as developing future talent to grow. I'm delighted that over 90% of our promotions are internal, and I believe we will continue to see that percentage go up. There are many examples of senior leadership roles that started out as crew members. In fact, one story that particularly moved me was about our team in the mid-Atlantic region, where our regional vice president, team director, and field leader were all promoted from within the organization in March. Our RVP immigrated to the U.S. from Egypt, and his first job was as a crew member in 2009. He is another person that has worked his way up from crew member to regional vice president, overseeing $1 billion in sales. For perspective, that would be the fourth largest company in Egypt. His successor as team director immigrated to the U.S. from Palestine in 2017 with his first job as a crew member and now oversees a $200 million business. And finally, his successor as a field leader is a woman who immigrated to the U.S. from Ethiopia in 2015 who also started as a crew member and now oversees seven locations totaling $20 million in sales. Their perseverance is inspiring to many and a great example of how our growth and brand changes lives and communities for the better. Each of these individuals is also developing terrific talent that has the ability to become future leaders. For perspective, each year, just in the United States and Canada, we have the opportunity to promote more than 1,500 managers to open our new restaurants. In addition to career opportunities and industry-leading benefits, we also believe that communication between leadership and our restaurant teams is critical. We do this through several ways, including chip chats, where members of our executive leadership team meet with our restaurant teams to listen to their feedback. Through this feedback loop, we were able to identify that our teams wanted more educational benefits, which is why we implemented debt-free degrees and career certificates. And team members who have participated in our educational programs are two times more likely to be retained and six times more likely to be promoted. Supporting, developing, and growing our people will remain a core focus for Chipotle and is key to growing to 7,000 restaurants. In closing, I want to thank our employees for another great quarter. We remain committed to getting back to the basics and running great restaurants. I believe these actions will position us for strong performance in any environment and, more importantly, is key to delivering an excellent customer and employee experience. I'm excited to see everyone back in our restaurants next week for our 22nd year at Burrito. And with that, I'll turn it over to Jack.
spk05: Thanks, Brian, and good afternoon, everyone. I want to start by reiterating Brian's commentary about treasuring our guests and earning every single transaction. During past periods of economic challenges, focusing on our guests, getting the details in the restaurants right, and providing a great dining experience has served us well. As Brian mentioned, this will be the primary focus of our organization and what we believe will lead to building an even stronger brand for the future. Now moving to our third quarter results. Sales in the third quarter grew 14% year-over-year to reach $2.2 billion, as comp sales grew 7.6%. Restaurant-level margin of 25.3% increased about 180 basis points compared to last year, and earnings per share adjusted for unusual items was $9.51, representing over 35% year-over-year growth. The third quarter had unusual expenses related to one-time employee separation expenses, corporate and restaurant asset impairments, corporate restructuring, and our previously disclosed 2018 performance share modification. Looking ahead to Q4, our current comparable sales trends are choppy as we lap our brisket LTO from last year, and we expect our October comps will likely end in the mid single-digit range. Assuming current sales trends continue, we expect our comp to be in the mid to high single-digit range for the full fourth quarter, as garlic guajillo steak will be in restaurants through the end of the quarter compared to brisket, which ended in mid-December of last year. Earlier this month, we took a price increase in around 700 restaurants to address pockets of outsized wage inflation. Menu prices in each restaurant increased between 2% and 3%, which had a company-wide impact of about 0.5% overall. And I'll go through the key P&L line items, beginning with cost of sales. Cost of sales in the quarter were 29.8%, a decrease of about 50 basis points from last year. The benefit of menu price increases offset elevated costs across the board, most notably in dairy packaging and tortillas. In Q4, we expect our cost of sales to remain at about the same level, as the benefit from the menu price increases will be offset by higher beef, chicken, dairy, and tortillas. Labor cost for the quarter was 25.1%, a decrease of about 70 basis points from last year. This decrease was driven by sales leverage and somewhat offset by wage inflation, as well as lapping the employee retention credit that we received in Q3 of last year. In Q4, we expect our labor cost to be in the mid-24% range, due to leverage from our menu price increases, as well as our premium price garlic guajillo steak. Other operating costs for the quarter were 14.5%, a decrease of about 60 basis points from last year. This decrease was driven by sales leverage, as well as a decline in delivery expenses due to lower delivery sales, partially offset by higher costs across several expense categories, most notably utilities, including natural gas. Marketing promo costs for the quarter were 2.2%, or 20 basis points below last year. And in Q4, we expect marketing costs will be in the mid-3% range, with the full year to come in right around 3%. In Q4, other operating costs are expected to be around 15%. DNA for the quarter was $141 million on a GAAP basis, or $136 million on a non-GAAP basis, excluding about $4 million in employee separation and corporate restructuring costs, and $1 million related to the previously disclosed modification to our 2018 performance shares. G&A also includes $115 million in underlying G&A, $21 million related to non-cash stock compensation, a $1 million benefit related to the reversal in lower performance-based bonus accruals, mostly offset by payroll taxes on equity vesting and exercises. We expect our underlying G&A to be around $120 million in Q4 and continue to grow slightly thereafter as we make investments in technology and people to support our ongoing growth. We anticipate stock comp will be around $25 million in Q4, although this amount could move up or down based on our performance, and $1 million for costs associated with our field leader conference in early 2023, bringing our anticipated total G&A in Q4 to around $146 million. Appreciation was $71 million, and in Q4, we expected to increase slightly to $73 million. Our effective tax rate for Q3 was 24.4% for GAAP and 23.4% for non-GAAP, and both rates benefited from option exercises and share vesting at elevated stock prices. For Q4, we continue to estimate our underlying effective tax rate will be in the 25% to 27% range, though it may vary based on discrete items. Our balance sheet remains strong as we ended the quarter with over $1.2 billion in cash, restricted cash and investments with no debt, along with a $500 million untapped revolver. During the quarter, we repurchased $107 million of our stock at an average price of $1,438 and we've repurchased a total of $628 million year-to-date so far. We increased our level of stock repurchases during the quarter when our share price fell with the market overall, and we will continue to opportunistically repurchase our stock. During the quarter, the board authorized an additional $200 million to our share authorization program, and at the end of the quarter, we had $413 million remaining. We opened 43 new restaurants in the third quarter, of which 38 headed Chipotle Lane. and we remain on track to open between 235 and 250 new restaurants in 2022 with at least 80%, including at Chipotle. As Brian mentioned, we anticipate opening between 255 and 285 restaurants in 2023 with at least 80%, including at Chipotle. Development delays remain a headwind, including equipment and construction material shortages, construction labor challenges, as well as permitting, utilities, and inspection delays. While we expect these challenges to persist into 2023, Our pipeline remains strong, and we expect to move toward the high end of our targeted 8% to 10% openings range once these headwinds subside. To conclude, we believe we have a tremendous growth opportunity ahead of us with room to more than double our current presence in the U.S. and Canada over the long term. We will remain focused on what makes our brand special, and that is our purpose of cultivating a better world, our food integrity standards, a strong unit economic model, and, of course, our talented and dedicated teams.
spk03: With that, we're happy to take your questions.
spk02: We will now begin the question and answer session.
spk17: To ask a question, you may press star then 1 on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the key. To withdraw your question, please press star then 2.
spk02: At this time, we will pause momentarily to assemble our roster. And our first question will come from David Tarantino of Baird.
spk17: Please go ahead.
spk11: Hi, good afternoon. I have a two-part question related to your pricing and traffic trends. So first, I was wondering if you could share what your transaction trends were in the third quarter and what the guidance implies for the fourth quarter, and then I have a follow-up related to that.
spk14: Yeah, sure.
spk12: So, in the third quarter, you know, think of transactions were down roughly 1%. You know, a lot of the additional headwinds we've had with kind of the mix shifting as people return to their kind of normal course behavior has resulted in smaller group sizes. You know, so that's kind of consistent with what we've seen. And then, you know, in the current quarter, obviously, we've got garlic guajillo steak. Launching right now, going over top of the brisket. And then, you know, I think as we mentioned, you know, we're continuing to see some pressure on the low income consumer. So we're still seeing transactions be pushed, you know, in that negative range. And, you know, obviously we'll continue to keep an eye on it as we go forward. Jack, I don't know if you want to add anything to that.
spk05: Yeah, just, you know, pricing during the quarter, Dave, we're running right around 13, and that'll move up a bit in the fourth quarter. So that's part of our guidance as well. I think the big thing in the fourth quarter to note is just brisket was very successful last year, and we ran out of inventory in the middle of November. And so the comparison actually gets easier in the second half of the quarter.
spk11: Great. That's helpful. And then my follow-up, Brian, is, you know, I think you're aware there's been a lot of concern about the pricing strategy hurting the traffic. And I think you mentioned in your prepared remark that you're not seeing resistance to the price increases yet. So I just wondered if you could comment on, I guess, how you're thinking about your price position now and how you think about the traffic trends you're seeing and whether or not you think that Um, you've seen any, any resistance. It doesn't sound like you think you are, but I guess, you know, the traffic being slightly negative, um, just wanting, wanting you to have a chance to address that.
spk12: Yeah, sure. Well, I mean, look, the simple fact is the absolute price point in the business is still very competitive and frankly, you know, very attractive relative to, you know, you look at regional players, um, you know, when you look at the fast casual competitors, you know, we're anywhere from 10 to 20, 30% less than what you see on their menu. So you've seen, unfortunately, in all this inflationary environment, everybody's taking price. So our costs, I think, are up over 20% over the last two years. Not surprising, other people are experiencing something similar and they've taken pricing accordingly. So our relative position to our competitors are the alternatives for what you can get when you eat out, really, we stayed in a really strong position. So, you know, that value proposition remains strong. And then when you look into the business, we're not seeing people all of a sudden not buying guacamole or, you know, all of a sudden changing what they typically add to their order or switching between, you know, proteins. Things have stayed pretty consistent. And then the last piece I'd add to that is, you know, If you go to the grocery store, there's a lot of inflation there, too. So if you think about all the places where you can get food, they're way up. And, you know, our relative performance in that environment is one where we're still a great cost opportunity, I guess, for the consumers, the way I would describe it. So, you know, getting a chicken burrito exactly how you want at the speed at which we can provide it with the culinary and the ingredients that we provide for roughly $9 or less, that's tremendous value.
spk03: Great. Thank you very much. Yeah.
spk02: The next question comes from Nicole Miller of Cyber Sandler.
spk17: Please go ahead.
spk16: Thank you. On that point of price, components of mix and traffic, can you just talk about the price piece? So what is the art and science that you blend for the here and now, and how do you think about using that tool to protect margin But then also long-term, how do you exercise that pricing power or not against the long-term like unit opportunity, which I imagine, you know, really requires affordability, right? Appealing to the masses. So if you could talk about that a little bit, that'd be great. Thank you.
spk12: Yeah, sure. So, I mean, that's exactly right, Nicole. The way we're trying to balance this is really only use price as the last lever to pull. You know, and I think That's what we've done throughout the course of the last two years because we like having this strong value proposition, frankly. I like being in the position where we have the best culinary with the best ingredients at arguably the best price. And so it's a position of strength and it's a position we want to hang on to as we go forward. The reality is in an inflationary environment, you're going to have to pull that lever. And that's why I think it's really important to look at how your pricing stacks up relative to people's alternatives. Those alternatives are either the grocery store or other restaurants. And when you look at those, our value proposition remains in a really strong place. So we're delighted to continue seeing new units opening at a terrific opening rate. You know, they're still achieving, you know, 80%, 85% of what our typical restaurant's Our Chipotle lanes continue to outperform, and then, frankly, even our small towns, we're continuing to see just tremendous openings. So I think that tells me we're getting signals in all different fronts that our value proposition remains really strong, whether it's a new restaurant coming to an area or an existing restaurant competing in an area that we've been competing in for a while. So that's the needle we're trying to thread.
spk16: And as that applies to the fourth quarter commentary then, is that just price that's flowing from August into 4Q? Or could you speak to incremental price in the fourth quarter to get above that 13%? And is that essentially being used to protect margin, even though I guess you're really hitting that 25%, you know, profile or algorithm margin you'd be looking for?
spk05: Yeah, Nicole, there's actually three things that are going on when you move from the third quarter to the fourth quarter. First, we took our last price increase around August 1st, so that hit part of the third quarter. So the rest of it, you know, the fourth quarter is going to get a bull hit. We also, on a very targeted basis, we identified pockets throughout the country, and there were several hundred restaurants that had accelerating wage pressures. So if you look at what our typical wages are across the country, And we took that very large 15% increase. We got everybody up to $15 or more in the second quarter of 2021. We have individual pockets and these restaurants who identified that we're going one, two, and $3 above what the rest of the country was doing. And that's just because the labor market was so tight there. So what we did, we just tried to up the menu prices just to cover some of that, not to get our margin back, but just to try to cover some of that. Then it ended up being somewhere between 2 and 3% in those 700 restaurants. That's another 50 basis points or so overall to the company. And the third piece, Nicole, is we took our price increase in the fourth quarter of last year around that December 7th, December 8th, something like that. And that rolls off. So those are the pieces. So you'll actually see for the quarter, the pricing will bounce up a little bit before it drops back down at the first quarter. So it'll move from 13 up closer to about a 14.5 or approaching 15 before it drops down to 11% in the first quarter of next year.
spk02: Thank you. Our next question comes from David Palmer of Evercore ISI.
spk17: Please go ahead.
spk06: Thanks. Two questions. The first one is a question on food costs. Those costs are down under 30%, and obviously that's well off where they used to be. I'm wondering if that's just all pricing net of commodity inflation, or is there something else going on in there? For example, the fact that more is being made off the digital make line, that's helping your portion sizes or portion control or the rebound in beverages or something like that. I'm wondering if there's more than just price net of commodities, and I have a quick follow-up.
spk05: Yeah, David, there's really, there are two other things. You know, one is, remember, we're pricing, we've got higher menu prices for our delivery business. Our delivery business is about 17, 18% of our business, and so we actually, rather than charging fees, we charge virtually no fee. We charge a dollar fee then plus a small commission. So our menu prices are much higher there. So that gives you what appears to be a much lower food cost. So you get a benefit on the food line. The other thing, we talk about inflation over the last two years. Food inflation has been about 20%, but labor inflation has been more like 24%. So anytime we take price increases to cover labor, when labor is inflating at a higher rate than food costs, again, you get some of that benefit in the food cost. So that's why it's under 30%. You're right, historically, we've generally not seen our food cost under 30%.
spk06: And just to follow up, whether the weakness in the low end pertains to your pricing or the fact that certain customers are getting priced out or not, I'm wondering what actions you think you have in your stable of potential tactics that you can deploy to correct that? Is this something where you really dial up the CRM and start doing tactics to keep people sort of in the tent and get people back in the flow again? How do you think you'll address that weakness, if at all?
spk12: Yeah. I mean, look, one of the things we're definitely evaluating is how do we separate these groups into understanding their current situation? And then what do we need to do to ensure that they can still have access to the Chipotle experience? And the team is hard at work at figuring out how best to use our CRM slash rewards program to be very targeted with the different cohorts that we have. Some of it is obviously the low-income consumer. Some of it is also what they're interested in, whether it's having more access digitally or having a different experience when it comes to coming into our restaurant. So that's one of our key tools. I think that's one of the big advantages that we have, frankly, going forward is we've got this tremendous database that we can then smartly communicate with customers so that we're giving them relevant messaging that keeps them engaged with Chipotle.
spk03: Thank you.
spk02: The next question comes from John Ivanko of J.P.
spk17: Morgan. Please go ahead.
spk09: Hi, thank you. The question was on Project Square, and Brian, you specifically mentioned in your prepared remarks that there was still more to do there, and I just wanted to get a sense or improvements that you could still make relative to how you're currently executing. I wanted to get a sense of how much of that is just – giving the employees and the managers more time to work with the current system? I mean, is it just muscle memory that needs to increase or are there changes that you can make or would consider things like increasing staffing levels, increased pay, technology, what have you, anything that you can do on your end, you know, that can in the near term improve some of the customer metrics that you're striving to achieve?
spk12: Yeah, thanks for the question. You know, obviously, One of the things that has been, I guess, a breath of fresh air is we've now had the ability to get back to focusing on the basics of Chipotle. And, you know, obviously it starts with great culinary and then it starts with great teams being trained and developing each other. And, look, I think the other thing that we're now surrounding these teams with is technology to have more real-time information on the performance of the restaurant so that our field leader, our general manager, and our team knows either where there's opportunity to be better or where there is, you know, success. Let's put more energy to where that success is. The fact remains, you know, since January, we've got roughly 50% of our field leaders are new to the company. And I'm sorry, not new to the company, new enrolled, right? So 90% of them promoted internally. But we've got a lot of new people in the Chipotle business at new levels of responsibility. And so that's what Project Square One is all about, was making sure if you're a newly promoted field leader, you know how to do the job. You're a newly promoted general manager, you know how to do the job. Maybe you're new to our company altogether at the crew level, you know how to do the job. And, you know, over the last two or three years, we've had to flex based on different regulations coming at us for how we wanted to run the restaurants. Now we're getting back to what we believe is the right way to run a Chipotle in the you know, an environment that allows us to execute our standards, our processes, and our culinary. And so there's still opportunity for us to get better at it because the teams need more reps. But I think we're also surrounding them now with, I think, clarity on what the standards are, as well as tools to give them clarity on how they're performing real time.
spk09: And have you actually noticed any changes in your guest satisfaction scores, or is that something that you're just trying to achieve internally?
spk12: Yeah, no, I mean, we've seen improvements definitely in our in-store experiences, and I think that's a testament to the folks getting back to the business of running the front line. We still have opportunities to get better on that digital business when it comes to accuracy specifically, and it really, that accuracy shows itself more in a delivery occasion. But we're seeing evidence where we're continuing to make great progress. I think I mentioned this earlier, in our higher volume restaurants where you have a more tenured field leader, a more tenured general manager, a more tenured crew, they're really outperforming on all these metrics. And their satisfaction scores are higher, their volumes are higher, the turnover is lower. So we know when we get teams to stabilize, have high levels of capability, we get great results, and that's what Project SQUARE ONE is all about. It's just reestablishing those processes, those standards, and then ensuring that people have the capability to deliver on those processes and standards.
spk03: Very helpful. Thank you.
spk02: The next question comes from John Glass of Morgan Stanley.
spk17: Please go ahead.
spk08: Thanks. Good afternoon. Brian, can you talk about the efficacy of the LTOs you're running today versus, you know, a year or two or three ago? Is this driving incremental traffic or is this just like a check benefit, right, as people sort of purchase these new but you're not really driving as much in terms of new customers? I guess where I'm going with this is you're on kind of a treadmill now of sorts, right, where you have to continue to innovate to make sure that you're covering last year's promo. Is there an off-ramp to that? Do you think about ways to broaden or differentiate promotions beyond just protein differentiation into other things that might help you as you start eventually you're going to have a protein that doesn't do as well as the year ago and then what yeah sure look this is something that obviously we evaluate but i i don't think of our business as relying on one thing you know when we are executing
spk12: Like for right now, we're doing garlic guajillo steak. I think there is incremental business to be had because we have better throughput, better execution in the restaurant. There's incremental business to be had because we have better digital execution. And then there's business to be had because we give people some menu variety. And then frankly, in this environment, you're dealing with some macro headwinds on a lower income consumer. So I never really think of this as it's just one thing to lap the prior year. I think of it as, like, how are we growing our brand every month, every year, every day? And that's why I think one of the advantages Chipotle has is we have these layers of business that continue to grow with us. Obviously, we've got some macro issues that we're dealing with between inflation and the challenge to the lower-income consumer, but I think our strategies still have a lot of growth in them, and it's not one is overwhelming the other.
spk08: Thanks for that. Can I just clarify, you made the comment about traffic and the dynamic between mix and more people are coming back to the restaurants. Shouldn't that benefit traffic and maybe to the detriment of mix? I think you made the comment that that was impacting traffic, but I would have thought that would have been a positive to order counts even if it was hurting mix. Do you see it that way or do I have that wrong?
spk05: Yeah, the main mix we're seeing, John, is group size. So as we're seeing customers kind of return to more normal habits, so it's less digital, more in-restaurant, and even in the in-restaurant channel, there's a slight decline in the group size. So what's happening, what seems to be happening is people, rather than working from home and going with family, for example, or bringing dinner home for their family, they're kind of back to eating more on their own as an individual that they might be out with a group of four people, but they're all paying for their own lunch. So the group size across all the channels, and then because there's still the shift moving from digital to in-store, the group size is the biggest mixed thing that we're seeing. And that ends up meaning we're selling less burritos per transaction, so it's got a negative mixed impact.
spk08: But a positive traffic impact.
spk05: It does have a positive traffic impact.
spk03: That's right. Okay. Thank you.
spk02: The next question comes from Danlio Gargulio of Bernstein. Please go ahead.
spk04: Hi, good afternoon. So I would like to understand a bit more whether the demand and the comp is coming from mostly new customer acquisition versus essentially like improving on the throughput in your high volume stores.
spk12: Well, so we definitely have You know, as we look at our data, at least in the digital space, we have an understanding of new customers versus, and we define a new customer that hasn't been at a Chipotle in the last year. And we continue to see that group, you know, be highly represented. Where we're seeing the most gains in frequency is with, not surprisingly, our more heavy user. And so that continues to be the case. That's one of the things I think that the digital business did for us. If you go back three or four years ago, one of the big surprises for us is it really attracted a lot of new users. And then obviously during COVID that ramped up quite a bit because of our digital business growing. So, you know, we continue to stay focused on bringing in the new user, but we also have an equal effort on how do we get more frequency out of our medium and heavy users.
spk04: Got it. And then one more question. I know you mentioned there is a compatible level of margin between the kind of small town store versus the kind of the urban store. I wonder if you can also like compose for us kind of the high level economics, you know, if we were to talk about, you know, pricing versus traffic, you know, are you seeing any major differences between the urban stores versus the small town stores? Yes.
spk05: Yeah, I mean, just at a very high level, the small-town restaurants on average, I mean, we've had some barn burners that are breaking records in terms of sales. But in terms of as a group, all of our small-town restaurants are a little bit below what our average restaurant would be, so maybe by $150,000 or so. But the cost structure is more favorable in these small towns. So our margin, actually, even though it's on a smaller volume, is actually higher. The investment costs tend to be lower as well. So the cash-on-cash returns in these small towns – are stronger than what you're seeing in a typical average Chipotle. Now, if you go back to urban, urban is still, if you're talking about real central business districts, those restaurants are still not all the way back. They're much better, and they're out-comping the non-urban locations. But if you go all the way back to 2019, they still have not quite kept pace. And so the urban restaurants, they tend to have higher cost of doing business. They tend to have higher rent. And because the volumes, you know, aren't keeping pace with the non-urban locations, those are under a little bit more pressure. But again, they're out copying their non-urban cohort. So, we think given enough time that they hopefully will come all the way back.
spk03: Thank you.
spk02: The next question comes from Dennis Geiger of UBS.
spk17: Please go ahead.
spk01: Great. Thanks for the question. Brian, wondering if you could highlight the biggest opportunities a bit more from a transaction perspective. You mentioned kind of running slightly negative in the quarter. I mean, quite frankly, almost all brands are running negative transactions right now, and so you guys actually look fairly solid relative to the industry. But I guess in looking ahead, curious if you could just highlight some of the bigger levers that support transaction growth the rest of the year and into 2023. I know you just commented that it's not one thing. But just in thinking about the throughput, the innovation, dining room, you know, traffic can still improve. Thinking about the macro improvement, just wondering if there's any more detail on kind of unpacking that in kind of how you think about transactions, you know, improving again from here. Thank you.
spk12: Sure. Well, I mean, look, obviously one of the biggest opportunities for us is to make sure our restaurants are staffed and trained. And, you know, I think Jack mentioned this, you know, we still have pockets of areas that or we're still battling that very challenge. And, you know, I think as long as we have the ability to attract people and use, obviously, all of our benefits and purpose of the brand, but at the end of the day, we've got to make sure the wages attract and retain people. So the ability to keep these restaurants staffed, have the teams fully trained, and then executing against our standards, I think there is a lot of transaction opportunity in that, both on the frontline as well as in the digital business. And doing both of those things really well, you know, I know there is upside in the business going forward. You know, I think we've made tremendous progress coming out of kind of the COVID challenges and then coupled with the labor challenges and the inflationary environment. So we're in a position of strength, but I think we can be a lot stronger and better going forward, and that will manifest itself, I think, in some additional transactions in a tough environment. That's why you hear us talking about, hey, look, we've got to treasure every guest because we've got to get it right because, you know, it's going to be a tougher environment for the consumer going forward. So that's a big opportunity without a doubt. And then, obviously, we'll continue to take advantage of our CRM tools, our marketing capabilities. to continue to keep people engaged and, you know, hopefully loving the brand so that they want to come as well. The other thing I should mention, too, is we're going to open a lot of restaurants in the fourth quarter. Just the fact that we're going to be opening more restaurants gets us more new users and gets people to have more experiences with Chipotle, which continues to build on itself a positive kind of vibe for a growing, vibrant brand. And people like to work there. People like to eat there. So we're going to keep pushing that path forward too.
spk03: Thank you very much.
spk02: The next question comes from Sarah Senator of Bank of America.
spk17: Please go ahead.
spk15: Hi, thanks. I wanted to just ask a little bit about your customer base. It's kind of a two-part question. The first is, you know, that among in smaller towns you're talking about kind of lower volumes typically I think of those as a slightly lower income cohort you know but we spend a lot of time talking about low-income consumers so I just wanted to see if you could kind of reconcile those and whether this means you know something different about your value proposition in small towns and then the other piece is just you know thinking about your marketing campaigns and emphasizing athletes and gaming You know, could you talk a little bit about who your customer is? It seems like it's mostly targeting younger men, although I'm neither young nor a man, so I can't speak to that from personal experience. But maybe just talk about, you know, those two components. Thanks.
spk12: Yeah, well, look, the first piece, just on the consumer, you know, we continue to over-index with young people. It's pretty evenly split between males and females. we do have a little bit of a skew towards higher income. But when we talk about that skew, you know, we're really talking about north of $75,000. And, you know, we want to be showing up in the places that are a part of culture. So, you know, I mentioned Roblox, which is obviously a metaverse type initiative. I mentioned athletes, which is, I think, just another way of talking about selecting the right nutrition for the performance you want to achieve. You know, so you got to think about these things as like, how do you make sure you're staying relevant in culture? And how do you both follow culture and then at times lead culture? And that's what we want to be doing. We know there's a lot of power in being with young people. And, you know, we're always going to be figuring out ways to stay young. That's not to say that we don't have all age groups eating at Chipotle. We do. But we like the idea of having, you know, a position of strength with, call it the teen to 20s, and then also a position of strength with the higher income cohorts. So that serves us really well. That's going to be something that continues to be a position of strength. As far as small towns go, you know, I mean, we're seeing tremendous success in these small towns. And that's why I think it's important to remind ourselves, when we're talking about higher income, we're talking about $75,000. or higher as an over-indexing. It's not to say that we don't have people that earn less than $75,000 coming to Chipotle as well. And I think when you demonstrate great culinary, great ingredients, great speed, great customization, and people decide, how am I going to spend my 10 bucks, it's hard to beat Chipotle in that equation. So I think that's why we continue to have units open very successfully. Small town, urban, suburban, you know, we're having a lot of success as we open new units, and we're continuing to have a lot of success within the four walls of the units that we currently have opened. So we like the composition of our customer, and we like the economics that come with it.
spk02: Thank you. The next question comes from Andrew Charles of Callen.
spk17: Please go ahead.
spk07: Great, thanks. Brian, I wanted to come back to your comment on the layers of business you're evaluating. And I know you noted continued confidence in Chipotle's strong value offering, but with greater concern around the lowering of the consumer and your concerns on the consumer in the coming months, you know, from a macro perspective, could we see this manifest in focusing more on the snacking occasions or, you know, perhaps offering more value during shorter periods when restaurants are underutilized? And then I have a follow-up question.
spk12: Yeah, look, I mean, you know, what we've really spent a bunch of time on is looking at what happened in the last kind of recession or slowdowns. And, you know, the good news for us is, yes, you had some low-income consumers step away, but we also had higher-income consumers trade into our business. And then as economics improved, all cohorts came back to the business in a big way. So we didn't lose those that came in and we regained those that unfortunately got hit by some tough economic headwinds. So we're not going to be chasing with discounting, you know, in the traditional sense, we are going to use targeted CRM initiatives that we know get a great return and also play a meaningful role in the consumer that receives that message. So, you know, We've seen it work in the past. We believe it'll work going forward. And I think the key thing for us to do through this whole period is execute our basics really well. That's our strongest point of differentiation. Our strongest point of differentiation, without a doubt, is our culinary, our ingredients, our customization, and our speed. We do those things really well, we'll be rewarded with people's business.
spk07: Very helpful. Jack, just with October disclosure running around mid-single digit comps, can you talk about the scenario where you would hit the high end of 4Q same-store sales? You know, is the entirety of that driven if transactions were to accelerate, or is there a scenario where you'd look to take pricing in December similar to past year's practices?
spk05: No. Andrew, when we provided that guidance, when we did the, you know, basically the analysis and the forecast, It's really all about brisket. The idea here is that, you know, we've got garlic guajillo steak through the entire quarter. And, you know, brisket was very, very successful. But then we ran out. We ran out in mid-November. So when we look at what's going to happen in the second half of November and then as we move into December, those comparisons alone getting easier give us the confidence that we can get to, you know, we think we'll move up. That's why we, you know, kind of range bounded the guidance from the current trend we're riding today, which is mid-single digits up to high single digits, because we do think that easing of comparison is going to lift our comp. But we don't have any incremental pricing into that guidance.
spk03: That's helpful. Thanks, guys.
spk02: The next question comes from John Tower of Citi. Please go ahead.
spk13: Great. Two questions, if I may. Jack, I was wondering if you could talk about the total cost basket or buckets that you're looking at for 2023. Obviously right now we're seeing some commodities come off the boil and food prices are more favorable than where they were just a few months ago. So I'm curious how you see those persisting into 2023. And then more importantly, on the labor side of the equation, how you see that playing out 2023 versus 2022. Yeah. You know, it's, it's,
spk05: Tough to predict. I mean, in the last year, if you took a look at anybody's crystal ball, nobody really had this figured out, and a place just kept coming and coming and coming. It does seem like things are getting closer to stable right now. The areas that I would say there's more upward pressure would be in terms of beef, in terms of our cooking oil. I mean, that's still significantly affected by You know the the situation going on in Ukraine and Russia because so much of the the oil that we use comes from that area And then tortillas as well as it is another area that work that we're concerned about Chicken we feel pretty good about you know, we we do have contracts for chicken And so we feel good about that paper and packaging that's driven significantly by the cost of freight because most of the packaging comes from overseas from from Asia and And it looks like some of the crazy freight costs that we've been paying in the past are easing. Dairy has been elevated, and so we're optimistic that there will be some additional supply in the next year. So there's kind of some pluses and some minuses. Overall, what we're hoping is for mostly stabilization. So if some of the softening in commodity costs can offset some of the pressure we're seeing, especially in beef and cooking oil, And if we could break even for a while and not have to see either margins degrade or have to consider another price increase, that would be fantastic to be in that position for a while. And then just on labor? Oh, labor's just unpredictable because we thought it was settling into this normal kind of mid-single-digit range, and that's what I'd like to say. And yet, as we did analysis, we found these 700 restaurants. So it's about a quarter, a little more than a quarter, a little less than a quarter of a restaurant. that we're having to take $1, $2, $3 increase in starting wages just to make sure that the restaurants were staffed. With what the Fed is doing, you think that the higher interest rates is going to have an impact on the labor market. That would be good news in terms of access to labor, but it's a bit of a wild card. Right now, if I had to put a stake in the ground, I would say the inflation expectation would be kind of at mid single digit, but there's going to be a caveat to certain pockets throughout the country that we're going to have to do what we have to do. To Brian's point, to make sure those restaurants are staffed, we can train people and we hold onto them once we get them on board. Great.
spk13: And then just on the comment regarding return to or chance to get the 10% unit growth over time, I know in the past that a big governor of growth has been human capital, it doesn't sound like that's necessarily the problem any longer. It sounds like it's more related to development headwinds on equipment, construction material, et cetera, and construction labor challenges. So what sort of lead time do you have on that potentially improving, meaning how quickly could you ramp that growth if you started seeing, say, all of those things improve?
spk05: Yeah, I mean, the inventory is there. So we've got inventory right now that could get us close to, if not all the way to that 10%. But what's happened is two, two and a half years, like before the pandemic, we can open up a restaurant from, you know, the time that we go see a restaurant, a site, we like the site, you know, we start serious negotiations to when we get that restaurant open, it could be a 14 or 15 month period. We're now looking at 20, 21, 22 months. So, I mean, it's a significant increase, and it's because of all the factors that I mentioned in my prepared comments. So, the biggest challenge we've had is, frankly, supply. I mean, if it's components, for example, for a walk-in cooler or the HVAC, you can't get the restaurant open. There's just no chance of doing that. So, if we see some easing in the supply chain for the materials and the components that we need for the restaurant, that all by itself could knock off a couple months. But then there's also construction labor. There's also permitting, and so we really need kind of all of those things to resolve themselves, but our ability to get the restaurants open on more of the timeline we saw a few years ago is there as long as the rest of the pieces fall into place.
spk03: Thanks for taking the question.
spk02: The next question comes from Jared Garber of Goldman Sachs.
spk17: Please go ahead.
spk10: Great. Thank you for the question. Brian or Jack, I wanted to just get an update maybe on some of the labor and efficiency tools. I know you talked about them a little bit earlier, but I think on the last call you had given some more specific updates on the throughput, where you are sort of today versus where you were maybe historically and during your peak throughput years. So if you could give us an update maybe on where you are on that and how you see that going forward and maybe a timeframe of how you expect or when you expect maybe to get back towards those pre- pre-food safety levels?
spk12: Yeah, sure. So, you know, right now we're running in kind of the low 20s on that max 15 measure that we've been talking about. The thing that's nice to see, though, is in our higher volume restaurants, you know, those guys are running now in the high 20s. So if you go back to like 2019, you know, we think there's a real possibility for us to get the entire system in the mid to high 20s. And then obviously, you know, as we've talked about this many times, when that starts happening, everything around it starts going up too. And so that's what we're after. That's why we're making sure that we've got these restaurants staffed, they're getting trained, and that the culture's focused on the standards and the processes that we know result in great throughput, which ultimately means great experiences for our guests.
spk10: Thanks, and I guess if I could just follow up, is there a way to maybe frame what the traffic trends look like in some of those higher volume stores where you're seeing better throughput versus those lower volume stores, just to contextualize it a little bit better? Thanks.
spk12: What is it, Jack? We've said every four points, five points.
spk05: Every five transactions gives you a point of comp.
spk12: There it is. Every five transactions is a point of comp. So that's the way to think about it, Jared.
spk05: Yeah, and Jared, the higher volume restaurants, you know, they have not just higher volume. They tend to outcomp. They tend to be much more predictable. But to Brian's point, they tend to also have more tenured management teams, more tenured crew. So they don't just have the reps in a few of the teams. I mean, the entire team has been attacked or been with Chipotle for quite some time. So that's why we're pretty confident that if we can get all of our new folks from field leader to you know, through the management ranks and into the crew. Just get them more reps and more experience. They gain a lot of confidence. They gain, you know, skill. And we know the throughput numbers are going to go up.
spk03: Thank you.
spk02: That concludes our question and answer session.
spk17: I would like to turn the conference back over to the Chairman and CEO, Brian Nickell, for any closing remarks.
spk12: Okay, yeah, thank you. And thanks for all the questions. You know, I appreciate all the conversation on pricing and value. Obviously, it's front and center for us as we navigate kind of the most recent challenges. The one thing I just want to reiterate is the proposition as it relates to value for Chipotle remains very strong, no matter how you look at it. Whether you look at it on a relative basis to what's competitor pricing look like, whether you look at it to alternatives like with the grocery store, whether you look at it how new units are opening and how we're performing on that front. We continue to demonstrate in all areas that the Chipotle brand is strong, and we continue to have a really strong value proposition. The other thing I just want to emphasize is the focus on having our restaurants staffed, trained, and executing against the standards that we know provide a great experience for our customers and our employees. is what Project Square One is all about. And the teams are focused on achieving it, which we know then will result in, you know, better throughput, better experiences for everybody involved. So, you know, the combination of, you know, I think these five strategies we've talked about with the focus on Project Square One and keeping a close eye on our value proposition, I think sets us up for, you know, a very long runway of growth. And we couldn't be more excited about where our future is headed. And obviously, we'll deal with the headwinds accordingly. So thanks for everybody taking the time, and we'll talk to you next quarter.
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