Thank you Warren. Good afternoon everyone and thank you for joining us today. First of all, I would like to take this opportunity to express how pleased we are to have completed initial offering of $1.5 billion of senior unsecured notes implemented a $250 million revolving credit agreement, received approval from our Board of Directors for an additional $2 billion share repurchase program, and entered into a $1.1 billion accelerated share repurchase agreement. At the same time, we are pleased that Standard & Poor’s has raised our credit ratings to single A-minus from Triple B+, which speaks to the strength of our company and our future prospects. We believe that this was the appropriate time to enter into these transactions to enhance shareholder value, while maintaining our financial flexibility. As we have always said, we continue to review our capital structure on an ongoing basis. Looking at the detail of our fiscal second-quarter performance, we reported net earnings per diluted share of $1.17 compared to $1.16 per diluted share in last year’s fiscal second-quarter. Net sales for the fiscal second-quarter were approximately $2.9 billion, approximately 4.3% higher than in the prior year net sales of approximately $2.8 billion. Of this increase, approximately 78% is attributable to the increase in comp sales and approximately 22% is primarily from new stores offset by a decrease in shipping income. Second-quarter comparable sales increased by approximately 3.4% compared with an increase of 3.7% last year. This comparable sales increase is attributed to increases in both the average transaction amount and the number of transactions. Our comparable sales metrics consider sales consummated through all retail channels in-store, online, and through a mobile device. Customers today may take advantage of our omni-channel environment by using more than one channel when making a purchase. We believe an integrated experience must exist among these channels to provide a seamless customer experience. As some examples, a customer may be assisted by an in-store associate to create a wedding or baby registry while the guests may ultimately purchase a gift from our best websites or a customer may research a particular product and read other customer reviews on our website, before visiting a store to consummate the actual purchase or they may reserve an item online for in-store pickup, or while in a store a customer may make the purchase on their mobile device to deliver it to their home from either a distribution facility, a store, or directly from the vendor. In addition, we accept returns in store without regard to the channel in which the purchase was consummated, therefore resulting in reduced in-store sales by sales originally consummated through our online and mobile applications. As our retail operations are integrated and we can’t always reasonably track the channel in which the ultimate sale is initiated, we can, however, provide directional information on where the sale was consummated. For the quarter, comparable sales consummated through customer facing online websites and mobile applications were up in excess of 50% over last year, while comparable sales consummated in our stores were also up, albeit slightly. Overall, we are pleased by the continued growth and adoption of our omni-channel offerings and excited about what lies ahead. Gross profit for the fiscal second quarter was approximately 38.5% of net sales compared to approximately 39.4% of net sales in the corresponding period a year ago. This decrease in the gross profit margin as a percentage of net sales in order of magnitude was primarily attributed to first, an increase in coupon expense resulting from an increase in redemptions and a slight increase in the average coupon amount; and second, an increase in net direct-to-customer shipping expense which was impacted by a change in bedbathandbeyond.com’s free shipping threshold. Lastly, an increase in markdowns and a shift in the mix of the merchandise sold to lower margin categories also contributed to the decrease in gross profit as a percentage of net sales. Selling, general, and administrative expenses for the fiscal second-quarter were approximately 26% of net sales, as compared to approximately 25.6% of net sales in last year’s fiscal second-quarter, an increase of approximately 40 basis points. This percentage of net sales increase in SG&A can primarily be attributed to higher technology expenses and related depreciation. SG&A, excluding technology expenses and related depreciation for both this year and last year, as a percentage of net sales was flat for the fiscal second-quarter as compared to the same quarter in the prior year. Reflecting the movements in gross profit margin and SG&A expenses, the operating profit margin for the fiscal second-quarter was 130 basis points lower than in the same period a year ago, which is consistent with our previous model. As Warren mentioned, our commitment to take care of our customer requires that we are available when the customer wants to interact with us that we were able to transact how they want to and that we were able to meet their expectations for quality and value in an increasingly promotional environment. Our initiatives, many of which we have spoken about in past quarters, including the expenses related to our investments and technology, as well as increases in our direct-to-customer shipping expenses reflect this commitment, and we believe will position our company to thrive in an evolving retail landscape and further enhance shareholder value over time. To date, we are pleased with the progress on our initiatives and we are excited about the progress yet to come. Again, as we have noted here and in prior quarters, this is a story of significant investments for our company. Although there are required capital investments, and incremental expenses related to this initiatives which will increase technology costs and depreciation as well as other expenses as a percentage of net sales, in the short-term we are confident we are making the appropriate investments to provide a seamless and compelling customer experience across the in-store, online, and mobile shopping environments. To re-familiarize and update you on some of our key initiatives, we are continuing to add new functionality and assortment to our selling websites, mobile sites, and apps to improve the customer experience through such things as more effective search results with type-ahead search and related search functionality, registry kick starters, expanded delivery capabilities to allow delivery of larger items to customers’ homes, international shipping, international credit card acceptance, and customer consultation scheduling for in-store visits. We are continuing our deployment of systems, equipment, and increased bandwidth in our stores, which will enable customer Wi-Fi and new multifunction devices for store associates and provide the means for in-store digital shopping experiences for our customers, including in-store digital messaging of product information and customized brand messages as well as other customer facing applications. These efforts will also result in systems for stores to optimize shipment costs for home deliveries as well as to improve inventory ordering and workforce management. We are improving our customer data integration and customer relations management capabilities. We’re strengthening and deepening our IT, analytics, marketing, and e-commerce groups to more efficiently and effectively reach our customers through whichever channels they want to interact with us. We are opening an additional distribution facility to support our growing direct-to-customer shipments and the growth of our health and beauty care offerings, and we are furthering development work necessary for a new and more robust point-of-sale system, which for example over time will allow customers to shop and pay using their mobile device at a register in our stores, receive or redeem personalized item-specific coupons, receive a selection of multiple item price deals, pay with foreign currencies, and obtain foreign language receipts. As we have mentioned previously, through the investments we have made and will continue to make, our customers can purchase products either in-store, online, or through a mobile device for in most cases either in-store pickup or direct delivery from one of our distribution facilities, stores, or vendors. In addition, we continue to increase, differentiate, and leverage our assortments across all channels, concepts, and countries in which we do business. As Warren indicated, through the acquisition and more effective utilization of information about customer preferences and the expanded merchandise offerings and solutions, we can provide, we intend to do more for and with our customers through their various life stages. As a result, we believe we are well-positioned today and will be increasingly well-positioned to thrive in an omni-channel retail environment so as to grow profitably and increase our market share and shareholder value over time. In addition we are growing our role in a complementary and highly fragmented institutional business with the potential to leverage our existing vendor base to provide products and services to institutional customers in hospitality, travel, and other businesses. Our institutional business also provides the future opportunity to present certain branded and differentiated merchandise to potential retail customers in a non-retail setting. On the real estate side, our second-quarter activities included the opening of two new Bed Bath & Beyond stores, one buybuy BABY store, and three cost plus World Market stores, one of which was our first store in the Northeast. During 2014, including stores opened to date, we anticipate opening approximately 22 new stores companywide. It is our intent to continue to optimize our store operations in markets by expanding, downsizing, renovating, opening, closing, and relocating stores. As you might know if you are aware of our history, we actively managed our real estate portfolio in a manner that permits store sizes, layouts, locations and offerings to evolve over time to optimize market profitability. We believe that throughout the United States and Canada, we have the opportunity to operate in excess of 1300 Bed Bath & Beyond stores as well as grow our cost plus World Market, Christmas Tree Shops andThat!, and buybuy BABY concepts from coast-to-coast. Additionally, in connection with optimizing our operations, we continue to place health and beauty care offerings in selected stores, as well as baby and specialty food and beverage departments in selected Bed Bath & Beyond stores. Although number of these placements continue to evolve, there are currently in excess of 300 additional existing store locations into which one or a combination of these merchandise offerings may be placed over time. Also, our Mexican joint-venture currently operates five Bed Bath & Beyond stores in the Mexico City market, and we are pleased with their performance. The joint venture is planning to open an additional store by the end of the fiscal year. Let me close my remarks by once again thanking our associates throughout our company for their ongoing efforts, which are the foundation for Bed Bath & Beyond’s long term success. As Warren said, we’ll repeat this often because we believe we should. Our success is all about our people, through their efforts and the greatly valued contribution of our merchandise and service providers, we look forward to meeting the challenges that l lie ahead and to ceasing the opportunities to satisfy our customers, and by doing so, improving our competitive position in the merchandise categories that we offer across the channels and within the countries in which we operate. I will now turn the call back to Sue. Sue?
