Perhaps I'll begin and then open it up to my colleagues who might like to add more.
As a small, open economy, Canada's competitive or comparative advantage would tend to be in moving to higher value-added, increasingly knowledge-intensive applications, whether from a resources base to begin with or a base of sectors such as ICT and biotechnology. The area in which we're not going to be as successful and in which strategies are not going to be as advantageous to pursue would be in competing against low-cost labour from China and India directly, head to head. We should rather be attempting to connect to global value chains, finding a niche where firms can specialize, differentiate their products or their services, or add new technologies. In things of this nature, whether in a commodity-based business, in a sector that's facing structural decline, or one that prior to the recession had been doing quite well, the message we hear from manufacturers is that for those who are finding ways to focus their business on providing customers solutions in the form of a product that's placed, connected with others in the value chain, at the right point—and there are challenges to doing that.... Those are the ones who see opportunity to succeed and to profit in that kind of climate.
I can't identify a specific sector or industry. It's more about setting the climate. We attempt to put in place a macro-economic framework and some marketplace frameworks and then work with industries and firms to help them exploit opportunities where they may be.