 How much of it do you think is subscription-based? In other words, instead of having an advertiser business, which is you want as many people as possible to read the paper, now you're basically selling to the diehards, which is a different business model. Those are two questions. I don't know what your answer would be, but I'm curious how you would assess them. Those are both great questions I try to wrestle with in the book. I think if you look at how the New York Times is doing as a business,