“We don't anticipate store closures will be material in any way.”

In context

“r side, what we haven't said is there is a direct correlation with the investments we're making with our people and retention. And the greatest return that we can have on our investments is lowering attrition and retaining our people. And that is what you'll see in the quarters ahead. Operator: Your next question comes from Peter Saleh with BTIG. Please proceed with your question. Peter Saleh: I want to come back to the reinvention plan. I think the third pillar was reimagining the stores. I was hoping, Howard, you could provide a little bit more context or color on this? Are we -- are we talking about more store closures? Is this remodels? What exactly do you feel is the issue? Is it throughput? I'm just trying to understand the level of investment you might need in 2023. Howard Schultz: We don't anticipate store closures will be material in any way. We're going to share with you with great specificity what we're going to -- how we're going to reinvent the store model, both in terms of the customer journey and the equipment that is going to significantly give us capacity that we don't have and make our people -- make our partners job much easier. You will see all that and more September 13. Rachel Ruggeri: And if I could just add, we've already been spending, Peter. Some of the investment we're doing this year of the $1 billion, some of it's pointed at some of the reimagining of the stores. Specifically, it's pointed at ensuring that we have better uptime in our stores so that the equipment is working and the partners are able to serve the customers and the demand. In addition to that, we've rolled out new and more innovative equipmen”