It's something that we're going to continue to support and also think through how we can take it forward. And so we're -- that's the part that we're so excited about and as far as the opportunity to leverage that going forward as restaurants continue to reopen. In addition, it's a concept that enjoys a robust alcohol mix in their business, and we haven't been able to build that all the way back. Going forward, we're very pleased with our portfolio.

And don't forget that they had a relatively small delivery and no carryout business.

Well, thank you, Mark, and welcome to everyone listening today. Yeah John, one of the things that we're trying to do as a company is emerge from the pandemic as even stronger, more focused company. Yeah, the only thing that I would note is that, certainly, at the outset of this, we were doing free delivery. But I do think that, for us I think where you'll see some big, big progresses in digital marketing and the technology behind that. In other words, what inning are we in terms of this menu simplification work actually driving further margin improvements relative to what you saw in June and July? Hi. With me on … And then are you willing to share where your Dine Rewards membership is in the quarter?

BellRing Brands Reports Results for the Second Quarter of Fiscal Year 2020; Reaffirms Fiscal Year 2020 Outlook Apr 15, 2020 BellRing Brands Schedules Second Quarter Fiscal Year 2020 Conference Call

Our next question is from the line of Gregory Francfort with Bank of America. Chris Meyer -- Executive Vice President and Chief Financial Officer. Owners say counties continued to charge for alcohol and health permits, as well as tourism assessments, even while operations were shuttered due to government restrictions. Let's conquer your financial goals together...faster. Third, make even more progress in our marketing and digital technology efforts. Contact us by email or call 877-546-7407, Elizabeth WattsDirector, Media & Community RelationsCall 813-830-4967, To check your gift card balance click here or call 888-731-2610, For technical support on the bulk order website, email or call 833-783-9257, Mark GraffGVP, Corporate Finance & Investor RelationsCall 813-830-5311, 2202 N. West Shore Blvd.Suite 500Tampa, FL 33607, ©2020 Bloomin’ Brands, Inc. All Rights Reserved.

Got it. 813-282-1225 And people want to come in and enjoy some dining. This represents a great step in stabilizing the business and rightsizing our cost structure. Just on the simplification, do you guys look at it in terms of either skew or menu items and can you I guess frame up how much you've taken out during COVID? So that mix right now is about 55% in-restaurant, 45% off-premises. The company ended fiscal 2018 down 2.2% in annual revenue. It was all -- they basically have mall-centered business. Is the customer -- because you're having a lot less seats in the restaurant, you can push pricing a little bit harder. That's helping us on marketing.

Incremental. When do you think returning to unit growth makes more sense or do you think optimization is probably something we think about for '20 and '21? But if you look at the entrees, is there anything there that you could see as far as reading into that consumer? Our next question is from the line of Andrew Strelzik with BMO. And then the other question that I had, in terms of the off-premise business that you've not retained, have you been able to diagnose kind of who those customers are? Secondly, we are doing work with our landlords. This most recent week, just as an example, when -- and it's fairly reflective of what we've seen over the last month or so, to-go is about 55% of the overall mix, in-house delivery was 13% and then you had 30% was third-party. This pandemic has proven the importance of this channel and the role of convenience for our consumers.

The next question is from the line of Jeff Farmer with Gordon Haskett. Importantly, these locations are also maintaining a high off-premises mix with both delivery and to-go. Because it's been very impressive. But could you delve a little deeper into how you're thinking about the current portfolio, not just in terms of brand, but also in terms of the existing units that you have? Please proceed with your question. [Operator instructions] And our first question is from the line of Jeffrey Bernstein with Barclays. So if you go prior to COVID, we were doing about $10 million a week in total off-premises sales. The rapid growth we experienced in off-premises sales allowed us to keep substantially all of our locations open during this time. For the week ended July 19, comparable restaurant sales at Brazil Outback locations with in-restaurant dining were down 44%. Jana Partners has previously said that shareholder returns would be optimized by splitting up the company into two parts — one around its largest brand, Outback, and the other around its smaller brands. Next question comes from the line of Brett Levy with MKM Partners.

Conversely, a diversified portfolio can help insulate a company during an economic downturn and can also help the company pool resources and best practices, as other companies like Yum Brands and Inspire Brands have done. Sure.

It's a very successful program.

We are well on our way to do that. I mean that's clearly what we're seeing. So Brett, there's a cost saving opportunity. So the question is really on simplification broadly. And then for Bonefish, is there anything, in particular, you'd call out? OK. OK. And last one, just on G&A in the low $50 million range here on an adjusted basis. The investor also argued that Outback has slowed its pace of innovation and no longer has the same level of hospitality as its competitors.

Just a couple of quick follow-up questions. The Company owns and operates more than 1,450 restaurants in 47 states, Puerto Rico, Guam, and 20 countries, some of which are franchise locations. As it relates to our operating expenses, there are a few areas worth calling out. And as we look at the menu mix items, we've cut it back by a third or so, maybe a little bit more than that. So to-go rooms, making sure the assets are laid out to delivery and everything else. In the last-reported quarter, the company delivered an earnings surprise of 35.7%. These numbers trailed estimates and eroded some investor confidence. And I think we're achieving that. Recently, there's been an escalation in COVID-19 cases, particularly in states such as Florida, Texas and California. You had about $2.5 million of lower professional fees and legal fees. Most of those savings are going to hit in G&A. I mean you see that in the sales gains we've seen. And so you'll see us not at the levels that we once were, we'll be at lower levels, but will be higher than what we are today.

Obviously, if we have high ROI ideas related to -- that we feel are worth pursuing, we're going to invest marketing dollars behind those.

None of this progress would be possible without the terrific work done by our team members in the restaurants and the dedicated employees in the restaurant support center. After that, they're paying a delivery fee. 813-282-1225 So putting lunch back into the mix is an important part of that puzzle as well. Dine Rewards Terms & Conditions | Terms & Conditions, To learn more or sign up for Dine Rewards click here, Elizabeth Watts Our next question is from the line of Lauren Silberman with Credit Suisse. To this point, the increase in COVID cases has not had a material impact on our Florida comp sales results. But I don't want to get into more details on that because it's -- the work is under way. Are you able to kind of give us an order of magnitude of how much better you think margins would be at, say, prior peak versus before?