Welcome to the Advance Auto Parts first quarter 2009 conference call. Before we begin, Judd Nystrom, Vice President Finance and Investor Relations will make a brief statement concerning forward-looking statements that will be made on this call.

Certain statements made during this conference call will contain forward-looking statements that incorporate assumptions based on information currently available to the company. Any statements that are not related to historical facts are forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. These forward looking statements are subject to risks, uncertainties and assumptions including those listed from time-to-time in the company’s annual report on Form 10K and its other filings with the SEC. If any of these risks or uncertainties materialize or if the underlying assumptions prove incorrect, the company’s actual results may differ materially from the anticipated results discussed in these forward-looking statements. The company intends these forward-looking statements to speak only as the time of this conference call and does not undertake to update or revise them as more information becomes available. Our results can be found in our press release and 8K filing which are available on our website at www.AdvanceAutoParts.com. For planning purposes, our second quarter earnings release is scheduled for Wednesday, August 12, 2009 after market close and our quarterly conference call is scheduled for the morning of Thursday, August 13, 2009. To be notified of the dates of the future earnings release, you can sign up through the investor relations section on our website. Finally, a replay of this call will be available on our website for one year. Now, let me turn the call over to Darren Jackson, our CEO who will be followed by Jim Wade, President; Kevin Freeland, Chief Operator Officer; and Mike Norona, Executive Vice President and Chief Financial Officer.

Welcome to our first quarter conference call. I’d like to begin my congratulating the team on a great quarter and a great start to 2009. Our terrific results were driven by the efforts of our 49,000 team members. A year ago we began a turnaround and transformation story. Chapter one of our story focused on the customer, defining our four key strategies and revitalizing the core values of the brand. Fiscal 2009 is the second chapter of our transformation story and it builds on chapter one with a focus on enabling and empowering a great team. Our commitment and focus on the customer, team members and our core strategies are playing out in our results and the material investments to transform our business. Our confidence in our team members and the results allow us to move forward at an accelerated rate. To do this we must lead change, drive the business and reinforce the values of the company which are to inspire, serve and grow. As of today, I will share with you where we stand in our journey and our progress on our four strategies. To date, our strategic progress is in line with our high expectations yet, we have exceeded our expected financial outcome. Our commercial acceleration and availability excellent strategies have yielded significant gains in the quarter and the last 12 months. Strategically and financially the commercial sales growth and the gross margin have been outstanding. Our DIY transformation and superior experience strategies are building momentum as well. Candidly we are thrilled with the first quarter results in our DIY business but we need to be honest that the economic environment put some wind in our sales, literally. We are very encouraged about what the future holds for our superior experience strategy as we look out over…

I’d also like to congratulate our store teams, our commercial sales force and our support teams on a great quarter. This morning I’ll update you on our progress with our commercial acceleration and DIY transformation strategies. Through our commercial acceleration strategy we continue to increase our sales and gain market share in the first quarter which we believe shows our strategy is working. With only about 3% market share there continues to be much more room for our growth. This was our fifth consecutive quarter of double digit growth in commercial with a 17.5% increase in comp store sales for the quarter. This increase was on top of a 10.6% comp sales increase in the first quarter of last year. As a result of commercial comp growth, our commercial sales mix increased over 30% for the first time ever. Also, I want to recognize our team for the strong growth in commercial gross margin percentage during the quarter. You are proving we can drive strong sales and margin by focusing on parts and providing great service. We remain fully committed to aggressively growing the commercial business and continuing to achieve double digit comps throughout 2009. Last quarter I shared our focus areas that are leading our acceleration in our commercial business. We continue to make progress in these focus areas. We continue to aggressively invest in parts pros, trucks and drivers in our stores and our markets with the greatest potential and with a proven track record of performance. We’ve identified our full potential commercial sales for each store which is the base from which these investment decisions are made. These investments are providing our team the resources to drive strong sales performance by serving our customers better. We continue to focus on building the basics of great customer service…

I’d also like to congratulate the team on a great quarter. I’ll briefly highlight our initiatives to improve our gross profit rate as well as key focus areas and investments that will continue to drive long term value. During the first quarter our gross profit rate increased 133 basis points versus last year. This improvement was primarily due to continued investments in our new pricing capabilities, merchandising capabilities, parts availability and combined with changes to better align team member incentives resulting in better store execution. [Inaudible] the investments we made last year were related to price optimization. We continue to roll out our new price optimization process which is favorably impacted our gross profit rate in first quarter. Our retail price optimization strategy has been implemented across the majority of the front room categories. We have adjusted prices on key items throughout Q1 to be more competitive within our most impactful categories. The optimization of these categories contributed to our gross profit rate increase during the first quarter. In Q4 we announced a significant change in how we manage the end of life inventory cycle. In the past we devoted our return privileges for parts for early model cars with greater than a five year supply. In an effort to significantly improve the inventory productivity, we have discontinued replenishment on all early model parts with two to four years of supply and have tightened our policy of obsolesce to greater than four years of supply. This policy change enables us to free up shelf space in our stores to ensure the right parts are in stock. During the quarter approximately $6.5 million of slow moving inventory was disposed of and our goal is approximately $18 to $20 million by the end of second quarter. This will not have any impact…

I would like to start by personally thanking all of our talented and dedicated team members for the results we achieved this quarter. What is impressive is despite being in the early stages of our turnaround, our team members continued to find ways to take care of customers, lead change and deliver strong financial results. I plan to cover the following topics with you this morning: one, provide some financial highlights of our 2009 first quarter; two, share the specific investments that are driving our sales and profit gains and how they are impacting our cost structure; and three, share what we see for the balance of the year. Turning to our first quarter, our results include a change in accounting principle for freight and other handling costs associated with transferring merchandising from [inaudible] and PDQs to our retail stores from recording such costs as SG&A to recording those costs in gross profit. This change which has no impact to operating income or cash flows more accurately reflects the nature of the expense. It also makes our results more comparable to our competitors. Going forward our results will be reported under this new accounting principal and we have retrospectively adjusted all prior periods related to cost of sales and SG&A. The impact for the first quarter of 2009 was a reclass of 112 basis points out of SG&A and in to gross profit. Our results also include $0.04 per diluted share of expenses related to our incremental store divestiture plan previously announced in our 2008 fourth quarter release. Currently we estimate that the full year incremental store divestiture will result in a $0.15 to $0.22 charge to EPS with the majority of expenses occurring during the second and third quarters. As previously stated these costs are not included in our…

(Operator Instructions) Your first question comes from Anthony Cristello – BB&T Capital Markets. Anthony Cristello – BB&T Capital Markets: One question, the first question I have is when you look at the level of spend, should we think this given the fact that comps have accelerated to some degree that the level of spend or SG&A per store you noted will accelerate through the balance of the year? And then, at some point and I don’t know maybe you can provide clarity on that, when will we see that level of spend per store start to release, flatten out or decelerate?

Well first of all, I want to give you a little context for Q1, we were up against our toughest compares if you remember and I think that we said that in our Q4 outlook. We did say also that we’re going to continue to spend and invest in our strategic capabilities for the back half of the year. That said, the compares get a little bit easier as we go through the back half of the year. Anthony Cristello – BB&T Capital Markets: So implying that the level of spend starts to decelerate as you enter the back half of the year and as we enter the first part of next year, an 8% same store sales number should indeed provide at least break even or perhaps some leverage rather than deleverage? Is that a good way to look at it?

Yes, Tony it is. Let me just give you a simple example, I’m doing this from memory, my recollection is in the first quarter of last year it was a 10 basis point leverage on SG&A. Well, last year if you went to the first quarter and went down in to our merchandise organization and had everybody raise their hand that were a part of the global sourcing team, that would have been one or two people. Today, it probably numbers closer to 20. Our eCommerce team was one or two people, and that number is closer to 20 today. People who get the other merchandise capabilities that are clearly benefitting our margin today whether it’s the pricing teams, whether it’s our IOM, that didn’t exist in the first quarter of last year and so if you think about it, we have been in the first quarter of last year in many places we were still doing the edits and we began to build the capability spend throughout the second, third and fourth quarters. I mean you can look at our commercial sales team and between the first quarter of last year and the fourth quarter what are we up 100 team members in that space? So, to Mike’s point they all don’t have a return in the moment but they’re all working towards, and that’s what I’d have people focus on is that are we actually getting the returns in the places that we targeted? Are we getting it in commercial sales? Are we getting it in the gross margin rate? What we said in the script, we’re building momentum and superior experience and the DIY transformation. You know what, we’re probably a little further behind in terms of our investment and you know what, we’re probably seeing in some cases some of the benefits whether it’s in shrink or our DIY trend but we’re trying to think about it in terms of are the capabilities getting the returns in the spaces that we’re making the investments in time periods that make sense. So, I’m actually not troubled at all by our SG&A spend and I think to your point, it levels out and we had some catch up to do and we had some editing to do but, in the places that we targeted returns, you know what, I couldn’t be happier.

Your next question comes from Stephen Chick – Friedman, Billings, Ramsey & Co. Stephen Chick – Friedman, Billings, Ramsey & Co.: Two questions, first is related to sales and when you said guidance for the year for DIY I think actually being negative after your fourth quarter, on that comps call which I think was February 19th or so and I think Mike frankly said that DIY exceeded your expectations. So, that implies I think that things accelerated as the quarter went on but I was wondering if you could speak to that trend, the inter quarter sales trend? And, if you can mention how things have continued as we’ve kind of progressed here in the second quarter. My follow up question is related to commercial but I’ll ask that after you give an answer to the first one if that’s alright.

Steve, back in February I must tell you I think you actually have to go back to the fourth quarter when we had the sequential change from Q3 to Q4 in our DIY. We weren’t quite positive coming through the fourth quarter. I would tell you, in the first quarter it was in I think we said literally we ended up with some wind in our sails, I’d call it an elevator ride. We got on the elevator and DIY clicked up much higher than we had expected. What we learned last year between Q2 and Q3 is sometimes it’s a head fake. We had great business in Q2 of last year, Q3 fell back the other way and I would say throughout the quarter, I mean there were some different calendar shifts throughout the quarter but by in large the quarter as we got in to March, April was pretty consistent. I think you don’t have to look any further than the economic environment to know that people are choosing to, as Kevin Freeland says, insource for that work. On the commercial side I think our efforts are showing up in terms of just the investments we are making because our market share gains there are more material and distinct based upon what we are doing. So, I think collectively the whole industry is benefitting from the DIY tide rolling in and you know what I think – I mean, you guys write about it all the time, the environment is going to continue to help those trends for the foreseeable future. Jim, do you have anything to add?

The only thing I would add is I think when you compare the first quarter to prior quarters for DIY specifically, we saw our traffic trend improve and that ties back to the consumers looking to repair their own vehicles and start to shop in our stores more. As we look forward I think there are positives and negatives to that, tailwinds, gas prices are continuing to be down, headwinds, the stimulus package from last year fell in the second quarter so we’re up against some somewhat tougher comparisons. But, certainly overall we remain positive with what we’re seeing, pleased with where we are but we’re cautious taking in to account those factors. Stephen Chick – Friedman, Billings, Ramsey & Co.: Then my second question is on commercial, I mean obviously the commercial strength is encouraging and we’re getting some feedback and I wanted to ask you this but there’s been some feedback that garages are asking a little bit more about price and a little more value conscious and I’m wondering if the strength that you see in commercial, can you speak to if that’s driven by lower price point type hard parts inventory or if you’re also seeing a gain in some of the higher tier closer to OE quality like inventory as well. Can you speak to that?

I can speak to that and anyone else can join in as well. The way we’re going to market in commercial is emphasizing our ability to serve the customer and have the parts they need and have the brands they need and be able to get the part there quickly to them and have team members that can help facilitate that process. That’s how we’re seeing our growth and we mentioned in the call that we in the first quarter actually saw some significant, 150 basis point actual increase in the commercial gross margin percent and that’s clearly going to the service value proposition and the parts balance of sales that we’re seeing. That’s how we’re going to market and that’s how we’ll continue to do so. So, there probably is in some cases some additional price sensitivity at some garages depending on where they’re located and what type of specific customers they may have but we haven’t seen anything significantly different and we certainly haven’t changed how we’re going to market.

Your next question comes from Scot Ciccarelli – RBC Capital Markets. Scot Ciccarelli – RBC Capital Markets: Obviously, the first quarter turned out pretty good particularly on the sales side but I’m also going to assume that you’re not planning for 7% to 8% comps for the balance of the year. Assuming this assumption is correct, how quickly could you guys pull back on SG&A spend if you chose to and by how much? Can you frame that for us at all Darren or Mike?

Let me frame it, first of all I guess there are two buckets of spend we have, one is we’re building new capabilities. If the market slowed down a little bit I don’t know if we would slow down that spending in building new capabilities. The best example I can think of is the merchandising system, it’s a capability today that we don’t have, we need to have and we’re going to need it in the future. I think that’s important. Commercial, you can see from our commercial comps, we’re investing in our commercial business and we’re seeing the fruits of that. If all of a sudden there was a change in the market, we have levers that we can pull however, right now we’re building structural parts of our business and that’s where the majority of our SG&A is going. Building on something Darren said, as I look at our SG&A, most of it is, if not all of it is being invested directly in the customer facing parts of our business and I think that will position us well to do well and I think in Darren’s remarks, our business, we want to do well when the economy is good and when the economy is bad. If you don’t invest in your business in times like this, you won’t have those options. I think good companies find ways to grow in good economies and bad economies. Maybe the last thing I would add is we’ve been sharing with you, and we get a lot of questions strictly on SG&A and one of the things I want to point you to is SG&A typically when you spend a $1 you’re looking to get a return. I think I outlined in my remarks is that the timing of the returns usually will have SG&A as a lagging indicator. So, one of the things that I look at our four gages is we’ve prioritized our growth as measured by sales per square foot and our returns as measured by return on invested capital to be leading indicators. If you look at our business from Q4 to Q1 our ROIC went up from 14% to 14.6% so we’re getting the returns. I can tell you, we’ve got a lot more discipline in our business before we’re investing a dollar to make sure we’re getting a return. The timing sometimes lags and then you can see what happened in our sales per square foot.

Scott, I would just build on Mike’s point that if the rest of the year is an 8% comp, we’d be thrilled, absolutely thrilled. I’m not speaking out of school that 90 days ago or 120 days ago we had a view of the business and our view is more optimistic today. We are recalibrating our business as you can see from our release to a higher set of expectations. There’s not doubt about that. And, the other thing to think about, Mike remind me, if you back out our store divestitures, our SG&A is up 100 basis points?

98 basis points.

Two thirds of that incentive comp and the wonderful thing about incentive comp, I’m thrilled for our team members specifically our general managers, a dozen of which are on track for $100,000 total cash comp this year. If the business isn’t working, we don’t have two thirds of the SG&A going up because of incentive comp. So, most of the investment it’s about parts pros, hours in our stores, those things that are touching the customer. So, I think when you kind of break out where is the SG&A going, I mean that’s how I look at it is, is it going towards those things that are going to help us sustain that top line growth, sustain that margin improvement and oh by the way reward the people that are driving the business. This quarter couldn’t have come out better from my perspective and I’ll say it again, I’m not overly troubled and you know what I’m actually thrilled that we’re seeing those investments to show up in those places we expected to get the returns.

Your next question comes from Gregory Melich – Morgan Stanley. Gregory Melich – Morgan Stanley: Darren, just to close on that SG&A point, this is clearly a year of investment, you’re getting the early return but the 14% year-over-year dollar growth or if you look at it on a sort of annualizing on a per store basis of $300 million, that is something that we should expect to see come down in to ‘010 and ’11?

I think it’s most exaggerated in this first quarter Greg for the things that we talked about. That last year in the first quarter that was probably the peak of the edit and this year we are anniversarying many of the things I talked about earlier.

In fact Greg, we planned to deleverage in the first part of this year. I think we said that in our remarks in Q4. Gregory Melich – Morgan Stanley: So the comp you would need in the back half to leverage, if it was 8% in the first quarter it would be 5% in the second half or something like that?

Well, you’ll do the math in your spreadsheet but you can see because of our investment profile last year the math would shake out that it’s certainly considerably less than 8%. Gregory Melich – Morgan Stanley: Then second is in the past few quarters you’ve talked about the custom mix test and how they have done well in certain stores. You didn’t mention it in your remarks, can you give us an update there as to how many stores you’ve really gone in to that custom mix and how some of these systems may be impacting it?

We essentially are rolling out custom mix in two ways, we mentioned there were 309 inventory upgrades in the quarter and our inventory upgrades, our total store upgrades using the custom mix tool, so at this point inclusive of fourth quarter, we’re approaching 500 of our stores that have been completely converted. Additionally, as we update our planograms which is about a year and a half long process to update all of the sections behind the counter, each and every one is updated using the new custom mix tool. So, we are approximately one sixth of the way through that conversion as well. Gregory Melich – Morgan Stanley: What’s the sort of time frame, is this the pace where you expect to go so that you will be done in a couple of years with this or is the cadence still accelerating in terms of stores you can convert?

I think you’ll see the majority of the impact of that program by about this time next year. We won’t be completed but we will be substantially through all of the stores and all of the planogram resets.

Your next question comes from Colin McGranahan – Sanford C. Bernstein & Co. Colin McGranahan – Sanford C. Bernstein & Co.: Two questions, first one to kick this SG&A horse one more time, just so I understand it, I think you said probably about 75 basis points of the deleverage was on incentive comp. So, maybe you can just describe the structure of that program a little bit more so we understand how it works? And, it would be helpful to me, obviously an 8% comp was fantastic but still seems odd that your incentive comp would ramp to such a degree that you’d delever 75 basis points on an % comp. So, clearly it’s really structured to the upside on the growth. So, a little bit help on how it works and how it’s structured I think would help clarify that for me. That’s the first question. Then secondly, just on gross margin, if you can provide a little bit more clarity on some of the drivers of gross margin, what your average price increase was, how much was rate versus mix, how much was shrink? And, attachments which I know has been a focus, did that contribute to gross margin and was that part of the incentive comp as well.

I’ll kick it off and then I’ll pass it to Kevin on margins. To give you a little background on bonus, previously in the past – let me back up on the numbers. SG&A up 98 basis points once you adjust out the divestitures and the supply chain reclass and of that about 70% was incentive compensation and about 70% of that number was field and stores, so our field organization. What happens is we’ve actually changed our program previously we paid off a budget. So, whether you were growing your business or not, if you were budgeted to grow your business or not we would pay you whether you hit your budget or not and that’s pretty common in the industry. We made a structural change to our bonus program that now we pay off growth, sales growth. So, if you’re growing your sales that’s how we pay. If you’re not growing your sales you don’t get paid. We also have two bumpers to make sure we maintain our profitability, one is a margin bumper and one is a labor bumper. So, what you saw is when you move from a static fixed program to one based on growth and you have a knock out quarter where you deliver an 8.2% comp, you’re going to see more of a linear relationship. One of the numbers that I look out is what of our incentive comp are we paying as a percentage of our incremental gross margin. So, we’re spending less this year in incentive compensation as a percentage of our incremental gross margin dollars than we did last year. It’s by about 10 percentage points.

Colin, in terms of the gross margin improvement, it’s a broad based set of initiatives and investments that are producing that gain. As I mentioned in my statements, we had launched a price optimization program which is looking at the nature of the price sensitivity of all the products in the front room and carefully selecting what prices to set all the way down to local market levels and that was a material impact. Secondarily, we have launched a category management process that is very carefully going through and determining in a good, better, best strategy how we lay out our assortments in an attempt to favor the stepping up of customers in to the best products that we offer. Obviously, the commercial customers are much more sensitive and appreciative of that and that has been helped by the growth in the commercial area. We’re also working with our store personnel to maintain more of the margin at point of sale and that’s anything from how they manage the commercial pricing programs as well as maintaining the integrity of our inventory and reduction in overall shrink in our stores. As we move in to the back half of the year we’ve also stated that as the core merchandising system comes on line the first benefits we’ll see are enhanced margins and the global sourcing capabilities that are coming on line we’ll begin in the fourth quarter to see the enhanced margins from directly sourced products.

Your next question comes from Matthew J. Fassler – Goldman Sachs. Matthew J. Fassler – Goldman Sachs: Not to disappoint, there is an SG&A follow up and then one on gross margin as well. Actually, I’ll keep them both on SG&A. As we think about your expense growth you just broke out in further detail for us the explicit growth associated with incentive but I would also imagine that there is some variable comp associated with volume, labor, I’m not sure how variable your advertising is based on the inflows that you’re seeing. So, your SG&A per store, SG&A per foot was up somewhere between 9% and 10% which was a pretty big acceleration from last year up 2.5% range I guess. About two percentage points of that growth was incentive comp so if we eliminate that for the moment you still saw acceleration in growth in expenses per foot kind of mid single digits. Is there a piece of that that is variable along with sales or is all of that increase essentially structural and aimed at the longer run investments that you’ve described today?

There’s a chunk of it certainly Matt that’s variable. The simple thing to think about is that we have been pouring in parts pro hours, we have been pouring in driver hours, we have been pouring in commercial sales people and with the business as we’re rebalancing back to a little bit of making sure that we’re there to staff DIY, we would have said last year and we’re certainly seeing this in some of our market share gains that we’ve probably starved DIY a little bit last year and in places we’ve put some of that back in to the business because the customer experience was demanding pieces of that. Similar to Mike’s earlier comments, we can pour in additional parts pro hours, driver hours, we can pour in commercial sales managers but the payback isn’t measured in 30 day increments. In some cases, where the demand is and the relationships are, they are certainly. When we’re pouring in trucks, ultimately those trucks don’t pay back in 30 day increments or even 90 day increments but what we’re learning to do in a variable type of way is better manage the truck fleet throughout the company. So, if we’re not getting a return in one place we can move it to another place and you can think about that as moving your variable expenses around too. So, I think when we step back and look at those buckets, yes there’s incentive comp, 80% of the SG&A investment is going towards customer facing activities and to Kevin’s earlier point there’s still structural things behind the scenes where you know what, we still haven’t seen global sourcing, some of the eCommerce, that’s still to come. Matthew J. Fassler – Goldman Sachs: My second question relates to the out years 2010 and beyond. Clearly, there’s several percentage points I guess of SG&A growth that we’re going to see related to some of the investments you’ve discussed at length. As you think about next year, would you envision those investments essentially continuing? Would you expect the investment dollars to come down or would the investment dollars increase year-over-year in 2009 levels?

I think I said it in the script that with a reasonable sales environment next year, just reasonable, we would expect to see as we turn the corner on 2010, is 2010 to be a year of leverage. I think if you go back our story didn’t change it. This year is what we saw more the investment profile similar to last year and to be honest, coming through the first quarter just recognizing that there’s a structural change in demand, we are going faster and we are investing more in those places that are getting more of the investments are principally in the commercial acceleration strategy.

Let me just build on that point, I think next year as Darren said you’re going to see leverage but one of the things we’re going to want to do for you is link the dollars we’re spending and the returns we’re getting. So, where did we spend dollars last year? Merchandising and commercial. Where are we starting to see this year? So, I would expect next year the dollars we’re spending this year, some of the things I mentioned in my remarks that diluted a lot of our outsourcing, our fleet, our [inaudible], I would expect next year we would be talking about the savings that we’re getting from those initiatives. But, I also don’t want to set – we’re a growing company and I anticipate that if there’s good options and good investments to make that have good returns we’ll make those. But, what I’ll want to do is break out for you where we’ve invested and what returns we’re getting and then what returns we expect in the future.

Your final question comes from Chris Horvers – JP Morgan. Chris Horvers – JP Morgan: I wanted to focus not on spending, at least not with the first question, more on the DIY side. Darren you had talked about maybe not having the opening price points in 4Q, maybe too DIY focused, not the right inventory. What do you think allowed the elevator to shoot up or the light switch to turn on so quickly in what sounds like maybe March?

I’ll give you my perspective and then Jim can give his. Part of what I’ll link back to too is I think as the economy unfolded and again, Chris appreciate we’re able to see more broadly through our market share service that this has turned on across the market. I’d love to stand in front of you and say it’s just everything that we’re doing, the market structurally is more attractive and I don’t think we’ve seen the market this attractive in certainly a better part of a year, if not longer. That’s one. But, the other thing I failed to highlight and it goes back to a year ago, as we began the journey in our merchandising teams whether it’s [Charles Tyson] and his team, you know what there’s just a different approach to coming to market in DIY as well. It’s much more fact based, there’s much more thought going in to the mix, there’s benefits from custom mix and that merchandising where we were clearly giving up market share last year throughout every quarter of the year, we turned the quarter this year as we look at our first quarter numbers and we’re picking up market share again. When I look at picking up market share I ask myself is that directly related to the team members we’re investing in and the capabilities and maybe Jim and Kevin can give you a few other sound bites in terms of specifically what’s happening in DIY.

I think we’re in the very early stages of really strengthening and building some of the key capabilities that can help us ensure that DIY can grow regardless of what is going on in with the economy and we touched on that a little bit in our remarks. But, some of the things that Darren mentioned, certainly the social system changes with the bonus plans I think made a difference in our team. The increased availability that we’re putting in the stores through the custom mix, some of the targeted marketing that we started at the beginning of this year is helping to drive traffic in to our stores and then once we get the customers there we have the opportunity to sell them more. So, there’s a lot of work going on that is headed by Greg Johnson and certainly with [Charles Tyson] and others in the merchandise area. But, we see some significant opportunities to build on our DIY model, focus first and foremost on the basics of serving the customers that are walking in our stores, converting those to sales and we see a lot of positive opportunity around all of that. In the first quarter a lot of those things started to take hold as well as Darren said the challenges in the economy gave us an opportunity to serve our DIY customers better at a time when they need to maximize the use of their dollars.

Just a final comment, we made a move last year to set up a merchandising staff for our front rooms in Minneapolis and in DIY the share gains actually came in the front room category. It’s just highly complementary of that teams efforts and energies. But, just to reiterate things that had been said, it was the approach that they had in category management, the way they approached pricing and promotion and improved merchandising and availability of products. Chris Horvers – JP Morgan: Do you see any regional data on where you took the most or least market share? Then finally, as you talk about the stimulus checks, when did you really start to see this lift last year in the second quarter? I think a lot of them were mailed in May, are you starting to see some of the headwind from those tough comparisons?

I would say regionally Chris certainly on a total market share basis and that really is commercial and DIY, I think every region had material gains in the quarter principally driven by commercial. Commercial is easy to think about, I don’t remember the breakouts in the DIY business but in order for us to get a total market share gain you’re going to have to have strength in our core southeast market, you’re going to have to have strength in some of our northeast markets and some of the great lake markets too. But, collectively there’s not one that really says it’s disproportionately leading or lagging is my memory.

And we had positive growth in all of the markets.

I mean I would tell you that we started to see the stimulus hit us last year end of May, end of June. What I would tell you is that we’re off to a good start in Q2, it’s still early and the stimulus is going to be a headwind but I want to remind you we also I had I think $4 gas prices last year. So, that could offset that but, it’s still early.

At this time there are no further questions. I will turn the call back to management for any final comments.

Thank you Wendy and thanks to our audience for participating on our first quarter earnings conference call. If you have additional questions please call [Joshua Moore] at 952-715-5076. Reporters, please contact Shelly Whitaker at 540-561-8452. That concludes our call.

That concludes our call today, you may now disconnect. Thank you for joining.