UnidentifiedAnalyst: Okay. And last question, just saying on the DTC, so if it doesn’t make sense to spend money on the — on advertising right now because of the incredibly tough ROAS. How are we going to keep the DTC from falling with all the investments and actually increased investments, it’s hard to see it drop by 16% in the quarter and again, totally understand the macro issues. But I just looked at Cygnet, which I know is not a great comparable, but it’s the only one of the few that’s public and their sales for the quarter and in December are based on their guidance, which you updated and increased is going to be down like 5%, and we dropped 25%. So obviously, again, not a perfect, comparable and much smaller company, but the bigger question is how do you — how do you get those DTC sales back up, especially given the tough environment, especially given that it doesn’t make sense to spend a lot of money on advertising right now.
Don O’Connell: Yeah. So all pointed great questions, right? So let’s talk about the commentary on Cygnet, right? They’re a conglomerate, they’re a monopoly. They pretty much own all four corners of the earth as it relates to jewelry. So a lot of their growth has come through acquisition. So certainly, their latest acquisition of Blue Niles, that revenue is starting to trigger diamonds Direct they bought. So all of that’s coming into play. Also over the years prior, they were literally just beaten down. So their growth trajectory and their success, in my view, has been a little bit skewed by that and skewed by kind of the acquisitions. They pretty much own the marketing universe as it relates to Google and Facebook and everything, because they can deploy pretty much unlimited capital to be in the top rankings and to be top of mind to most consumers.
So the comparison, and I appreciate you saying that may not be a direct comparison, but what we need to do is we need to figure out where is that point of diminishing re returns. We’re certainly going to continue to spend in paid advertising and, and still go there, but we need to find the really that threshold where we have to stop the spend, redeploy those dollars in other areas. We also spend money with our co-op partners in brick and mortar, and they’re requesting more, brand assets and collateral and co-ops. So we need to support them because brick and mortar is still a strong piece of our business. So we’re doing that. And then I guess to answer your question, we need more channels to be able to distribute our product. We need more drop ship partners that we believe can just broaden our footprint, we said footprint, maybe five times within the, the prepared remarks.
And, we certainly believe that that’s how we’re going to do it, and that’s a, a much more affordable way to kind of drive revenue into the online segment because basically it’s a, a percentage of play and it’s not a direct spend, if that makes sense. So we as a company are looking for more strategic partners that we have in the online business where we can represent a direct to consumer presence, control the message, control our designs in that category. Then lastly there are other channels out there besides online digitally that we can utilize a lot of these assets that we built up, a lot of the infrastructure that we put in place where we can reach that consumer streaming in more of a direct response or a linear approach where we control the, the medium, we control the messaging and we control for all I intents and purposes the airtime.
