“And in the future those efficiencies will help us not only support incremental investments, but they'll lead to margin expansion and earnings growth.”

In context

“hing that I would add Christine, is just to say that while we'll continue to focus on efficiencies, the target that we've shared previously will be part of as we think about reassessing the business and looking at the right near term and longer term strategies as part of our Back to Starbucks plan, we'll look at the optimal level of efficiencies. But what you can expect is we will continue to Brian's point, we have so much opportunity across the end-to-end supply chain as we optimize throughout the store and even as we manage spend. And so we'll continue to be focused on that. I wouldn't be as focused on the billion dollars. I would just be focused on the fact that we will continue forward with efficiencies and we'll do that as a way to help offset some of the investments we'll be making. And in the future those efficiencies will help us not only support incremental investments, but they'll lead to margin expansion and earnings growth. Operator: Your next question comes from Jon Tower with Citi. Please state your question. Jon Tower: Great, thanks for taking the questions and Brian, congrats and I wish you guys all the best of luck getting this going in the right direction. Again, maybe just first when you're talking about the menu simplification and even just the simple idea of not charging for non-dairy modifiers, any way to quantify the dollar amount that that's contributing to revenue today? And then I guess my broader question for you Brian, just looking at the brand from a high level, do you feel like it's a bit over distributed today? Specifically when I look at the U.S. you have a large chunk of U.S. company stores, but then you have a fairly large footprint of licensed stores. And when you're talking about goin”