I'll take the first swipe at it.
That's a fairly broad question. The people sitting to my right do a lot of good work for the beef sector. Believe me, we appreciate all the efforts of the cattle industry as well as the marketing strategies. We're the policy side on the CMC. We appreciate all the good work and the efforts that go into things for us, but when we look back, we have the ability to learn from history.
We're in the agriculture standing committee. A lot of us were present there in 2004. When we looked at increased capacity in Canada because of the BSE and the border closures, etc., one of the things the meat industry did comment—and darn it all, we can say we were right, historically—was that if we increase capacity, we'll see its demise when we resume so-called trade, as we know trade. And lo and behold, here we are in five years—five years in May, from the time we met in 2004.
When we talk about efficiencies, if we want to be in the global world, if we believe we are global, and I think we do, we need plant efficiencies. It sounds foolish, but if you increase efficiencies, you reduce your costs. That's the only way we will compete with our American counterparts. We always look at them as our counterparts or our benchmark because they're direct competitors. We have similar food safety protocols. They're not identical—i.e., inspection fees without detail—but we do have similar protocols we can benchmark ourselves against. So when you look at it, we need equivalency with them.
I don't know; did that answer your question?