How did you think about building the brand itself?

Oh, it is hard because, you know, when we had that switch, you know, P&O no longer being in the market, they had really done that job for so many years.

They were the category leader and they did a lot of category work, whether meaning to or not.

And so that torch kind of got passed on to us.

But obviously, we have objectives that we need to meet from... a business point of view, which does include growing the category as a whole because we are the mass brand.

So for most people in this market, Carnival will be the first cruise brand that they engage with.

So it's always a balance of, of doing that category job versus landing the message that we need to land.

How have you seen that go so far?