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Thanks, Jeff. I would like to review with you some of the details surrounding our fiscal 2008 second quarter results as outlined in our press release. Total revenues for the second quarter, which includes net sales from company-owned restaurants as well as franchise fees, were $190.5 million, a decrease of 5.8% versus prior year revenue of $202.2 million. Same-store sales, as mentioned earlier, declined by 6.3% during the second quarter. That consisted of a decline in guest counts of 8.8% partially offset by a 2.5% increase in average guest expenditure. The increase in average guest expenditure was due primarily to a 4.0% weighted average menu price increase that was offset by 1.5% impact of higher coupon redemptions. Second quarter cost of sales were $47.4 million, or 25.1% of net sales, compared to $46.2 million, or 23.0% of net sales a year ago. The unfavorability as a percentage of net sales includes 1% related to increased commodity costs, specifically dairy and fried products; 0.4 percentage points related to the annualization of new menu items with higher food cost percentages, including our new entrée salads and chicken sandwiches; 0.3 percentage points related to food waste in the preparation of new products; and 0.4 percentage points related to incremental discounting. Restaurant operating costs for the second quarter were $104.0 million, or 55% of net sales, and that’s compared to $101.8 million, or 50.6% in the prior year. The higher cost as a percentage of sales were due primarily to five-tenths of a percent related to minimum wage increases, one percentage point related to medical insurance and workers’ compensation, 0.9 percentage points related to incremental discounting, 0.5 percentage points related to utilities, 0.3 related to restaurant maintenance, the remaining 1.2 percentage points related to the impact of negative same-store sales on fixed costs. Second quarter general and administrative expenses were $14.4 million or 7.5% of revenue as compared to $17.6 million, or 8.7% of revenue a year ago. The decrease in G&A is due primarily to headcount reductions executed as part of the planned reduction in G&A spending announced at the end of fiscal 2007, as well as reductions in outside consulting services and stock compensation expense. The decrease in G&A was partially offset this quarter by $1 million of non-operating expenses incurred during the quarter related to advisory, proxy, and other professional fees, as well as severance related to the departure of our former Chairman and Interim CEO. Second quarter marketing expense was $10.4 million or 5.4% of total revenues, versus $9.1 million or 4.5% of revenues in the prior year. The increase in marketing expense relates to timing and media and print related to the $2.99 double steakburger and fries promotion. Second quarter depreciation and amortization expense was $10.5 million, or 5.5% of revenues versus $9.8 million, or 4.9% of revenues last year. The increase in depreciation and amortization is primarily due to new units opened in the back half of 2007 and the first half of ’08. Pre-opening expenses were down slightly from the same quarter of a year ago at $700,000, or 0.4% of total revenues, and that compares to $800,000 last year. During the quarter, five new company-owned restaurants were opened. An income tax benefit of $2.3 million was recorded for the second quarter. The effective tax rate was 45.0% versus 33.5% for the same quarter last year. Income taxes for the current quarter reflect the impact of decreased pretax earnings and the related proportionate increase of federal income tax credits when compared to total pretax earnings or loss. The resulting second quarter net loss was $2.8 million or $0.10 per diluted share versus net income of $6 million or $0.21 per diluted share in the prior year. Despite these pretax losses, we continue to generate significant cash from operations. This quarter, we generated $13.9 million of cash from operations, most of which was used in our completion of our new unit construction. As we mentioned in the previous call, we have suspended our new unit development plan and will focus our efforts on the key elements of our operating plan discussed earlier by Jeff. Now I would like to turn the call over to Wayne Kelley for closing remarks.

Thank you, Duane. In closing, I would like to emphasize that the management team remains intensely committed to reversing the current negative same-store sales trend. We are encouraged by the results of our most recent promotion activities, the ongoing implementation of personalized service, and the other initiatives designed to deliver the excellence that Steak n Shake customers all deserve. We remain as confident as ever in the long-term future of Steak n Shake and its brand and the realization of the potential for this great brand. We’d like to thank all of you for your continued support and interest in the Steak n Shake Company as we work through the current business challenges. At this time, we’d be glad to answer any questions you may have.

(Operator Instructions) We’ll take our first question from Michael Gallo of C.L. King.

Okay, that’s helpful. Thanks a lot.

Next we’ll go to David Tarantino from Robert W. Baird.

Good afternoon. Wayne, a question on the CEO search; is the board looking at both internal and external candidates? And if you could please comment on what qualifications and criteria you are using to identify the candidate.

Certainly. The board is looking at both external and internal candidates, and the criteria was developed by the board with the help of our search firm and it has a heavy orientation, to be quite honest about it, with regard to restaurant experience, particularly restaurant operating experience. But that is not exclusive. We are looking at any qualified candidates and they also have to have all the other attributes that you would expect a CEO to have as well. But there is an emphasis toward restaurant operations experience.

Great. Thanks a lot.

(Operator Instructions) Next we’ll go to Sue Aramian.

We’ll take our next question from Michael [Schmidt] of First Source.

Next we’ll go to David Freeman of Freeman Capital.

This question is for Mr. Blade and Mr. Kelley; you guys have been leading this company for quite some time now and the results have just continued to be dismal, dismal, and it just keeps going down the drain. And I can’t see how it can get any worse. And my question to you, and it kind of continues what that other woman was saying before, my question to you is when are you guys going to lead the company so we could start creating some value for this [firm]? Because after so many years, that looks like the only important question at this time to me, because you can’t promote your way out of this problem. There’s service issues, there’s cleanliness issues. So that’s my question to you.

We appreciate your concern. I will tell you that I don’t think we plan to leave the company anytime in the near future but we do appreciate your concern and interest.

Next we’ll go to Patrick Walsh of Oak Street Capital Management.

$6 million to $8 million -- okay, great. Thank you.

We’ll take our next question from Greg Rudy of [Stevens] Incorporated.

I would add to that that although it would be helpful that we would have the new CEO on board at the time that the board is making the decision on that, we feel a need to proceed with our going forward with the remodel concept design and hopefully we will have the CEO on board, but we feel a need to proceed even if we do not.

Okay. Thank you both.