Thank you for the question.
It's probably not appropriate for me to comment specifically on those moves. As a general proposition, although I would like to see more feet on the ground, I also would like to see them optimally allocated. Strategically we don't have limitless resources in this respect. Those kinds of decisions, to the extent that I've seen them, are driven by the business needs in the locale, and there are more demanding needs in other market spaces such as China and India--not just in China, but in specific places in China. Perhaps with respect to St. Petersburg, for instance, there was not a lot of business happening in that specific location, so the resources are better spent in another location. That's an hypothesis worth examining.
In the case of the emerging markets, if you look around the world, you see basically that emerging markets are growing on average more than twice as fast as our established markets. So yes, there is still a great opportunity for us to grow our business, let's say, in Japan. Of course there is. It's an excellent marketplace. Yet the degree of leverage or lift that you can get from an additional resource may be two or three times as great if it were, let's say, somewhere in the GCC, or in India, China, or Brazil. I think when you have limited resources, you have to look to see where the lift would be greatest. Certainly that's what we do at EDC.