I think we looked at it from the aspect that this would be more beneficial to the charities. They would be able to raise more money up front, and it gives us the opportunity to sell more tickets. Last year, the sales period was from March to the end of June, and charities sold 60,000 tickets. With this expanded sales time, our request for tickets is already in excess of 80,000.
As part of the strategic growth plan that's been in the works for some time, we analyzed the staff and financial commitment it had taken to put on a first-class tournament and asked ourselves if we had achieved what we wanted to achieve as a result of that commitment. And the answer was, yes. We then started analyzing how much of a commitment it would take for us to maintain and improve the tournament for the next six years and ask the question as to whether we could again achieve our goals. We didn't think so. This was a very difficult decision, but it was a business decision, and it was the right one.