“And I'm so confident and more confident than ever of delivering the plan and strategies we shared during Investor Day and achieve 9,000 stores by 2025.”

In context

“rtantly, we're seeing customers coming back to our stores. They're returning to our stores to enjoy the Starbucks Experience. And I want to say that all our stores are open and can operate fully now without any restrictions on operations or operating hours, and we can now fully reengage meaningfully and consistently without any disruptions with our customers and our SR members to drive visit in frequency and deliver our best Starbucks experience. We can now go full steam with our new store development, and we can continue to maximize our omnichannel capability and opportunities to be a part of our customer new regular routine post-COVID. So all are very promising signs. And I just want to end by saying Starbucks is best positioned to capture the future growth opportunities ahead in China. And I'm so confident and more confident than ever of delivering the plan and strategies we shared during Investor Day and achieve 9,000 stores by 2025. Thank you. Operator: Thank you. Your next question comes from Andrew Charles with Cowen. Please go ahead. Andrew Charles: Great. Thank you. Howard, best wishes on your next chapter and congrats on all that you've accomplished in Starbucks. Howard Schultz: Thank you. Andrew Charles: Rachel, just given that China is a 100% company operated business, I wanted to learn about how we should think about the reopening -- the operating leverage of the reopening. Is it fair to say that when you return to 2019 China sales volumes that you -- that would allow you to get back to 2019 China store level margins? Or is it wrong to think that margins can rebound above this level when you get back to 2019 volumes, just given the inroads you've made with digital and other efficiencies in the business. And w”