how it is distributed. and you can t control every asset anymore. we used to control collateral and visual merchandising in the stores. it is is digital. the way we continue to do this every day is to be very crystal clear on our brand messaging with all our partners and hierarchy. any time our business, whether it s talked about in stores or on television, what is that hierarchy of messaging? what is our mission, our core beliefs as a company. and creative elements. what is your hierarchy of that and your standards as a brand? it is now time for brain trust where we get really smart founders is and business decision makers and ask tough questions and get their real experience with it. we have the founder of mogul rich an informatisharing platfo women. we reach over 18 million
how to distribute it. you can t control every asset anymore. in the past we used to control collateral and visual merchandising in stores. everything is digital. the way we continue to do is be very crystal clear on the brand messaging with the partners and the hierarchy. any time our business whether it s talk on television or in stores or touches a consumer in some way shape or form, what is that hierarchy of messaging? what is the mission? our core belief as a company? and then simple things, create you have assets, how do you want them presented and what is the hierarchy of that and the standard of the brand? it is now time for our brain trust where we get really smart founders and business decision makers and ask them some tough questions and get their real experience with it. today we have two great people, tiffany fan, the founder of mobile, an information sharing platform for women. we reach over 18 million
that s okay. they don t have to be. he said on his election night that it would take more than one day and even more than one time to fix something that took eight years to destroy. you cannot fix something that got damaged within an eight-year period within two and a half years. on that note if you look at the department of labor numbers we ve actually been out of the red since october 2010. yes we ve gone up and down but we ve actually been adding jobs since october 2010. before that we were in the red. i m not saying that he should not be more positive on the brand messaging when it comes to jobs but i am saying that we have to be a little bit more realistic. maybe that is his message. let s focus, get these jobs going and let s be realistic. shannon: with more than two years almost for all those months straight for almost 30 months straight we ve had unemployment approve 9% except for a couple of months here and there. do you think the jobs message will work for him, saying i ve