Yes. Well, you got to go by business. And Erinn, unfortunately this was across every one of our businesses. The only business that escaped all of this was our business up in Canada. It was actually quite strong. In hats its three things. It’s the lack of a meaningful trend and as we said, we don't see anything at the moment that is a move the needle kind of event. So that remains a wildcard. The freshness in our inventory is something that we’re working on. We have really too much markdown products as we try to get fresh. You will remember in the hat business at one point we tried a couple of fully fitted programs to try and drive our customers back into fitted with freshness. And that program didn’t perform up to expectations and so those are some of the corrective measures that we need to make and then when we do that, we think we can be fresher. And as we said, we think by the back half we’re in a position to start taking advantage of that freshness. And we’ve step up our promotional activity trying and get that done. We’ve given up in the headwear business and the hat business about a 100 basis points over the last year or two as we try to compete a little more aggressively. In Lids Locker Room, it's also a lack of freshness, but then there we have a bunch of underperforming new stores and we have probably underestimated the maturity cycle. The benchmarking that we did when we opened new stores was against existing stores many of which we acquired and some of those have been through the maturity cycle. So we're doing a lot of analysis right now to figure out how -- what pattern of maturity to expect and whether things like grand opening activities might accelerate a maturity cycle. And then, finally at Macy's we opened 165 stores mostly in Q3, so it's very, very early days and this is a work in progress. We had some glitches. I mean, let's call them glitches in terms of working with Macy's to get our product on the POS, it's natural start-up kind of stuff, its been fixed. And so Macy's has been a great partner in getting us to work through that. But once you miss sales, then you’re heavy on inventory and then you’re having to markdown to play catch up. We have discovered and this was part of the plan that location matters a lot more than we expected and so we have the ability to work with Macy's to figure out how to get out of locations that aren’t ideal to get to the locations where we think we’re ideal that will take a little bit of time, we have -- that’s a store by store thing. And then we have some flexibility again with Macy's being a great partner on adjusting our staffing model, which we’re doing right now for a select number of stores to see how sales are affected. And so that's another part of the economic model that we’re working on. If you look at it overall, we’ve halted the growth. We’ve almost no new stores except for lease commitments in some hat stores that are we think slam dunks. Across the board, we really need to be working on reducing the inventories and we think it takes three quarters to get there. We need to work on the inventory with our vendor partners to reverse some of the promotional creep that we think has occurred in the industry, and that's both in headwear and in the broader Locker Rooms assortment. And these are very important brands. So we are at little surprised that the level of promotional activity that has appeared lately and we’re hopeful that they will reign it in. And if not, we will have to compete more aggressively. But we know that some brands are revisiting their approach, particularly to online. And so, we’ve some work to do. The online has become a little bit of the Wild Wild West for a lot of vendors and they have to construct some policies that does that. But in order to be clear, we recognize that we are not going to do anything to improperly influence our competitors pricing. What we can do is work closely with our vendors to make sure that their pricing to us reflects the reality of the marketplace and that it’s consistent with our gross margin expectations. And so, that's where we have a lot of work to do. So that was a very long winded answer to your question. I hope it helped you understand where we’re.