It is. Though products are less tangible these days, in the sense that we no longer sell products in boxes, we distribute everything digitally, the fact remains that we still have to find partners to help us with the visibility of those products in emerging markets. I have worked in sales all my life. The product you are selling matters little, you are selling it to people; you are selling something to somebody. So you need an intermediary to introduce you to that somebody, whether in Beijing, in Accra, Ghana, or in Stockholm. It takes people who know the local people, people who can open doors to those markets for you.
You do not get to understand the cultural market in China, for example, from a distance. Last October, I was in Beijing with Minister Lisée's economic mission. We have to see the business situation in countries like that for ourselves. We have to find out who the players are, who the operators and the product distributors are, who gets the best results, who we have to associate with to make sure that our products, our games, are successful in that market.
There is also the whole area of localizing one's products. Some games cannot be sold in foreign markets just as they are; they have to be tailored to a country's culture.
The trade commissioners can introduce us to the right people and can explain the major differences that will allow us to get into those markets.