Sure.
Obviously there are the underlying economics of production. That's just the cold hard facts. You have to try to make a return on the cost to make a production. Traditionally what we call niche programing has struggled to recoup the money it takes to produce it.
When you look at the music world, they have found that traditionally.... And again, if anyone has had a chance to read Chris Anderson's book, The Long Tail, it would be useful. You see the graph for the successful traditional business model was this. Where the vast majority of the revenues were predominantly made in this area, they didn't worry so much about this part of the graph. What they found was that because of the decreased cost in distributing music, which does apply and will continue to apply to all types of media, including film and TV programming, people could all of a sudden access it if it sat there.
You might have 3,000 or 5,000 or 100,000 people who really, really like The Beachcombers. Well, they could be anywhere in the world, and they could access that. The economics behind that type of model is radically different from the model where you set a time schedule and broadcast The Beachcombers at eight o'clock in Canada for someone to watch it. It may be such that there are millions of people who want to watch The Beachcombers, as an example, in all parts of the world, and they can now access that through digital technology.
If we keep referring to the existing model and how we can improve it, I think we're doing ourselves a disservice. That goes back to Trish's point that we need a new vision. That's why in Mercedes' opening statement she said we're really talking about revisioning the CBC. We actually think it can be in a much better position to reach people than it has traditionally been.