The other part is just a matter of, we’re still in early days. And so when you think about, we’ve got running rolled out, we’ve obviously got an incredible focus on footwear, we’re amplifying our business in terms of how we think about our category business.
And then when you drill it down and you go into our markets within Western Europe, you can only see more growth opportunities. So we’re seeing great growth come out of Germany. We’re seeing great growth come out of the UK. So it’s really a matter of making sure we think about that as a portfolio in and of itself. And that’s what we believe helps us to continue to see even further growth. But we see tremendous potential in this marketplace, and we’re only just scratching the surface.
Mark Parker: We have a lot of confidence around our ability to leverage and scale best practices around the world, but then also, at the other end, to tailor our product and marketing as needed, even down to the city level. So it’s that combination, I think, that is really a part of NIKE’s strength and our potential.
Michael Binetti – Analyst, UBS
Don, if I could ask you one follow-up. You’ve been seeing nice — you guys have really obviously been focused on pricing and we see the numbers go by with your new disclosure how much that’s adding to the gross margins quarter to quarter. Could you talk about the pricing strategy a little bit there, and what I find to be counterintuitive is how you guys are getting such a nice benefit from pricing while a lot of other categories in the US in particular are seeing pricing pressure. How do you think about policing that to make sure you’re protecting from overheating down the road as you think about your higher-level pricing strategy?
Trevor Edwards: Well a couple of things there. I think one of the things that we, I think, did a number of years ago is we really embedded pricing into the way that we do the business every single day. So we’re working on pricing at a style by style level and a market by market level, and making sure that ultimately we deliver the value to the consumer.
At the same time, we do believe the power of our brand, and our ability to bring more innovation to the market, is really helping to drive a premium position. And we’ve seen it really in every market around the world where the consumer is definitely trending towards premium products. Well made with great innovation is certainly resonating with the consumers.
But again, we do stay very mindful of the market situations in every market to make sure that we remain competitive and attack it at all different price points.
Mark Parker: And I’d add one other thing too. In our organization, the people who are really on the front lines from a pricing and a consumer value standpoint are the merchants. So this is a set of decisions that the people who are at the marketplace are really driving that strategy.
Operator: The next question comes from Eric Tracy with Janney Capital Markets.
Eric Tracy – Analyst, Janney Capital Markets
Mark, if I could follow up on the commentary on the manufacturing revolution. Completely agree with it being potentially game changing. And I think this was kind of the first time we heard the potential that that could be sooner rather than kind of a long term opportunity. Could you just speak to, again, specifically beyond Flyknit, is it 3D printing, is it other disruptive technologies that are in play? Again, the timing of when you might be able to scale that and what that level of penetration might look like?
Mark Parker: Yeah, I’m not going to go into great detail here and now, but I will say that these breakthroughs really come in the shorter term, the midterm, and the long term. You know, we’ve got a steady flow of innovations beyond Flyknit to speed up our manufacturing, to make the whole process of manufacturing more efficient, more sustainable, and offset some of those higher input costs.
Specifically, 3D printing, that has a tremendous opportunity for us. That’s a bit on the longer road side of things. But we intend to be on the forefront of that potential. And there’s other things that I don’t want to get into at this point, that will start to make a more meaningful impact over the next one to three years.
Eric Tracy – Analyst, Janney Capital Markets
And then maybe if I could switch gears. As we think about heading into the Brazil Olympics, clearly a little bit of a macro downtick there as well as just some of the distribution issues across the LATAM region. How do we think about managing the emerging market business into that? Do you double down from an investment in sort of demand creation standpoint? Do you manage back on that? Again, it’s much bigger in terms of showcasing the NIKE brand on a global level, but anything kind of region specific we should think about into that event?