Barbara Rentler
Vice Chair of the Board and Chief Executive Officer at Ross Stores
Okay, let's start with so with Ross, the magnitude is different by category. Some businesses by the nature of what they are, are more branded, let you choose, for example, that's a highly branded business. Handbags is a highly branded business, naturally, it's a highly branded business. And then I think as we go into different categories, we set different targets of what that looks like based off of what's in the outside world, the brand just the brand strategies of everyone else and what that looks like and what we think that percent should be for us. So that is built with the strategy of what we believe it should be.
Now I will tell you, as we're going through this, as you would expect and imagine, it evolves, right. So we learn and the customer is telling us and we're going to keep learning and keep evolving. And so some of these businesses will take longer to go on, but some of the business naturally are different. If we move over into the home bucket, as you know, there's certain parts of home that can be branded and there are certain parts of homes that are not branded. So is a very branded business. You know, bed and back can be very branded. If you go into room decor and furniture and things like that, they're not necessarily branded.
So again, we built the entire company strategy by business, buy in a good, better-best, what do we think it should look like. Where are we today and where do we think we want to get to in our first path until the customer votes and really tells us, in which case, I'm sure that some things will accelerate more than what we originally expected and maybe some things will be a little bit less than we originally expected. So that's kind of where we are on the raw side.
On the DD side, the DDs customer, that assortment isn't quite is not as it's not as branded as the customer. But even in that assortment, you want to make sure that you're offering the customer different tiers. Their version of what might be best is a different tier than what the best at Ross but what is the stretch for that customer. And again, we want to make sure that the quality is good, the fashion is right and the prices are sharp. So it's different the thought process is similar, but it's not the same in terms of execution because the models are not the same, the brands are not the same, the customer is not exactly the same.
But thinking -- thinking through it, you know, as you would think that the values value is the best bucket at DDs would not be as big as the best bucket at Ross could be. But again, DDs, we're at the very beginning of where we're going with that. The performance with improved value offerings this quarter shows we're getting ourselves kind of back on track. We were up against an easy compare. I understand that. But the merchants are now moving in a direction and that too will have to seek its own -- we'll have to seek its own level. But the Ross side is the Ross side of the strategy is much more structured than on the dd side since we also have other work on consumer work that's gone on about other things we need to do in that assortment, more, you know, broader in terms of satisfying some of our needs or necessarily then on the tiering of good, better-best.
