Let me explain this. We have a couple of different products. Our branded product is currently manufactured in the Caribbean and also here in Canada, so there is a Canadian drug that's actually meeting the needs of patients in Africa through Gilead's access program. The Indian generics would be true generic products that would then be in these 95 countries. Our branded products would be there as well. They would all be competing within the marketplace.
The rationale's not so much focused on price. We believe the prices of our products are as low as they can go. Believe me, if we could lower our manufacturing costs, we would, because that's good for our business, but we've really worked very hard to get it about as low as we can. In fact, most of that work's now being done in our facility in Edmonton on manufacturing efficiencies.
The reason we want to work with the Indian companies is that they have a very good ability to get drugs to patients in the countries, based not just on price, but also on their understanding of the health care systems and their understanding of who the people are and how to work within a very difficult environment; we, as a western company, are not well equipped to do that.
When you talk about CAMR and the fact that it hasn't been used to date, I think part of the reason is not that it's a failure, but that a lot of the programs in place are actually doing the types of things that Gilead is doing.
We're having a lot of talk in this room about the desire for CAMR to be used, or that it's a failure because nothing's been used, but the goal of access, the goal of CAMR, and the goal of the flexibilities built into TRIPS should really not be to break patents or to override patents, but to provide access. That should be the overall goal. The fact that it hasn't been used may actually be showing that some of the things actually happening out there are working, or are at least working as well as they can within a very difficult environment.