Mr. Herzer: IHOP is 40 years old. We just had our 40th birthday, which means that we've been doing it for a long time, and we've been doing it within a franchise vehicle, vis a vis a direct sale vehicle. There's a long list of reasons why, but primarily motivation, equity motivation of an individual. It's the key. We basically go out and get the site, get the real estate tied up one way or another, either through purchase or sale leaseback or whatever, build a building, train the crew, and turn it over to a franchisee. Now that reduces the risk as far as a franchisee is concerned in the initial year significantly. But I'll tell you something, when a franchisee has problems, then a franchisor also has trouble. So it is important that you're in a controlled vehicle, as far as that initial phase. The first 90 days are difficult for a restaurant. The unfortunate problem with us is that the first 90 days we open the doors and people come in, and all of a sudden we're full. And that just speaks to the strength of the IHOP concept. We have about a 90% recognition as far as the American public is concerned. For a number of years, from 1970 to 1987, IHOP was in a comatose state, we were paying our debts. We were doing those things required to get our act together. We also divested other concepts. In 1987 we did a LBO, and that was the first time in a long time that I had the ability to move this concept forward. We then did the IPO in '91, and basically what you see is the continuing growth in IHOP subsequent to '91. I love the IHOP concept because it covers up a lot of my stupid mistakes, and it's very strong.
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