Jim McCann

And we'll do that fairly inexpensively because we already have 30 million customers to introduce that brand to. And we can do that relatively inexpensively. We don't have to go out and acquire new customers. We already have 30 million affluent, gifting, thoughtful people who would most likely be interested in

when there's a wedding coming up in their family to get that beautiful bride's groom and wedding gifts that Things Remembered is known for. And all we have to do is introduce them that they can use their loyalty program with us and they can buy those. We don't have to build a new building. We already have a building that has plenty of capacity. We don't have to build a new technology platform.

when there's a wedding coming up in their family to get that beautiful bride's groom and wedding gifts that Things Remembered is known for. And all we have to do is introduce them that they can use their loyalty program with us and they can buy those. We don't have to build a new building. We already have a building that has plenty of capacity. We don't have to build a new technology platform.

when there's a wedding coming up in their family to get that beautiful bride's groom and wedding gifts that Things Remembered is known for. And all we have to do is introduce them that they can use their loyalty program with us and they can buy those. We don't have to build a new building. We already have a building that has plenty of capacity. We don't have to build a new technology platform.

We already have a terrific technology.

We already have a terrific technology.

We already have a terrific technology.

Exactly. We already have a legal department, an HR department, a finance department, a tech. All of those things are already in place. So we buy little brands. One of the ways we grow is we buy little brands that we know our customers would be interested in. And we have the ability, inexpensively, to grow them to about $100 million.

Exactly. We already have a legal department, an HR department, a finance department, a tech. All of those things are already in place. So we buy little brands. One of the ways we grow is we buy little brands that we know our customers would be interested in. And we have the ability, inexpensively, to grow them to about $100 million.

Exactly. We already have a legal department, an HR department, a finance department, a tech. All of those things are already in place. So we buy little brands. One of the ways we grow is we buy little brands that we know our customers would be interested in. And we have the ability, inexpensively, to grow them to about $100 million.

Then it gets a little bit more expensive to grow beyond there because we've used up what we call our house media, our customer database, our social media marketing efforts, our direct marketing, our catalogs. And we've done that with a company called Sherry's Berries. We're doing that now with a company we bought a year ago called Vital Choice, which is all about better for you foods.

Then it gets a little bit more expensive to grow beyond there because we've used up what we call our house media, our customer database, our social media marketing efforts, our direct marketing, our catalogs. And we've done that with a company called Sherry's Berries. We're doing that now with a company we bought a year ago called Vital Choice, which is all about better for you foods.

Then it gets a little bit more expensive to grow beyond there because we've used up what we call our house media, our customer database, our social media marketing efforts, our direct marketing, our catalogs. And we've done that with a company called Sherry's Berries. We're doing that now with a company we bought a year ago called Vital Choice, which is all about better for you foods.

And then we're also looking to say, if it's tougher for us to grow, it's really tough for the new companies you mentioned who require new financing because they're not profitable yet. So maybe they're a couple of years away from profitability. Well, if they have to go back to the market for capital now, Oh, it's painful.

And then we're also looking to say, if it's tougher for us to grow, it's really tough for the new companies you mentioned who require new financing because they're not profitable yet. So maybe they're a couple of years away from profitability. Well, if they have to go back to the market for capital now, Oh, it's painful.

And then we're also looking to say, if it's tougher for us to grow, it's really tough for the new companies you mentioned who require new financing because they're not profitable yet. So maybe they're a couple of years away from profitability. Well, if they have to go back to the market for capital now, Oh, it's painful.

In a couple of conversations, a term I've heard by those companies who are in the market saying we need more capital before we can get profitable. They're hearing that the terms to get that capital are punitive.

In a couple of conversations, a term I've heard by those companies who are in the market saying we need more capital before we can get profitable. They're hearing that the terms to get that capital are punitive.

In a couple of conversations, a term I've heard by those companies who are in the market saying we need more capital before we can get profitable. They're hearing that the terms to get that capital are punitive.

Well, you know, when everyone's nervous, if you don't have a very clear line of sight to profitability, if you can get capital and there's a real question as to whether or not you can, you're going to be paying 25, 30% cost of capital. And boy, you better have one heck of a business because how many companies, how many businesses have margins enough to justify that kind of cost of capital?