The Cheesecake Factory Incorporated and Subsidiaries design, construction and operations teams, and we increased our total restaurant  operating weeks by approximately 21%. During fiscal 2004, we currently plan to open as many as 16 new restaurants, in- cluding approximately 14 Cheesecake Factory locations and as many as two Grand Lux Cafes, and thereby increase  our total restaurant operating weeks by approximately 22%. So far this fiscal year, we have opened two Cheesecake Factory restaurants – one in Birmingham, Alabama and another in Cincinnati, Ohio. We have signed leases or letters of intent in hand for the remainder of our targeted new locations for fiscal 2004, and we are well underway with identifying our targeted 2005 locations. During fiscal 2003, comparable sales con- tinued to build at all three of our Grand Lux Cafes. Sales for our first Grand Lux Cafe in Las Vegas, opened in May 1999  at The Venetian, increased a solid 15% during the year. Our second location in the Beverly Center in Los Angeles, opened in November 2001, achieved an impres- sive 8% sales increase during fiscal 2003, and our third location in downtown Chicago, opened in July 2002, achieved  a strong 37% comparable sales increase during the year. During the upcoming year, we will continue to fine tune the concept’s menu, operating systems and investment cost to prepare Grand Lux Cafe for additional growth. Our objective with Grand Lux Cafe is to have a second upscale casual dining growth vehicle ready when needed to maintain our growth rate over the longer term, with an excellent return-on-investment profile. From a corporate finance perspective, our strategy is to maintain a strong, conserva- tive balance sheet in order to support our growth plan with financial flexibility and to provide the capital resources necessary to protect and enhance the competitiveness of our restaurant and bakery operations. At the end of fiscal 2003, we had approximately $137 million of cash and investments on hand, and we had no funded debt outstanding. We believe that our cash and short-term investments on hand, combined with expected cash flow provided by operations and other sources, will be sufficient in the aggregate With respect to our outside bakery sales, fiscal 2003 was a year of investing in  the longer-term future of that business. We created several new products for the SYSCO distribution channel and for other new customers, and we assembled the  necessary production, distribution and selling infrastructure to set ourselves up for successful execution over the longer term with these new customers. We also needed time during 2003 to gain valuable experience with our new Dream Factory ® premium dessert line in the marketplace. Going forward into 2004, our investments are generating positive bakery sales momentum. We are highly confident in our ability to generate higher outside bak- ery sales during the upcoming year. While outside bakery sales provide an opportuni- ty to effectively leverage the fixed costs in our bakery production facility, our bakery operation’s most important contribution remains its service as a dependable, high quality producer of desserts for sale in  our own restaurants.  7