I think ultimately every business division needs to stand on its own. I think historically in the media division the specialty and pay operations helped to prop up conventional television. The situation we're discussing today isn't something that has emerged over the last 18 months. This is something that has actually been occurring over the last 10 to 15 years. The specialty and pay business, which was healthy, helped to support that business. There were a bunch of reasons why that made sense at the time.
Unfortunately, as we're watching certain developments in the media space—for example, people exiting the regulated system, cutting the cord, cord shaving in terms of taking less services—that has put pressure on that profitable specialty and pay business. In fact, we have a whole new regulatory regime that is now allowing Canadians much greater choice in terms of how they subscribe to all of those channels.
We're not saying that's a bad thing. It just puts pressure on those assets that would have been in a position to support the money-losing asset in the past. You have a situation where you had one healthy division and one less healthy division, and now the healthy division isn't as healthy and the less healthy division is even less healthy. There comes a point in time when, if you continue to subsidize, you actually aren't just throwing good money after bad; you're actually impairing the business in terms of subsidizing.